1. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-1 Copyright © 2011 Pearson Canada Inc. Chapter 7 Human Resource Management

2. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-2 Copyright © 2011 Pearson Canada Inc. The HRM Process Functions of the HRM Process –Identifying and selecting competent employees –Providing employees with up-to-date knowledge and skills to do their jobs –Ensuring that the organization retains competent and high-performing employees

3. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-3 Copyright © 2011 Pearson Canada Inc. Text Book Page 196

4. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-4 Copyright © 2011 Pearson Canada Inc. Environmental Factors Affecting HRM Economic Conditions –Recruitment is dependent upon unemployment rates and labour markets Labour Unions –Organizations that represent workers and seek to protect their interests through collective bargaining Government Legislation –Laws and regulations that govern the workplace Minimum age, wage, hours, equal pay, holidays and working conditions

5. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-5 Copyright © 2011 Pearson Canada Inc. Environmental Factors Affecting HRM (cont’d) Legislation Affecting Workplace Conditions –Canada Labour Code –Occupational Health and Safety Act –Workplace Hazardous Materials Information System –Employment standards legislation Antidiscrimination Legislation –The Charter of Rights and Freedoms and the Canadian Human Rights Act –The Employment Equity Act

6. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-6 Copyright © 2011 Pearson Canada Inc. Human Resource Planning Human Resource (HR) Planning –The process to ensure the right number and kinds of people are in the right places at the right times, who can effectively and efficiently perform their tasks –Helps avoid sudden talent shortages and surpluses

7. Human Resource Planning –Steps in HR planning: Assessing current human resources Assessing future human resources needs developing a program to meet those future needs

8. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-8 Copyright © 2011 Pearson Canada Inc. Text Book Page 200

9. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-9 Copyright © 2011 Pearson Canada Inc. Staffing the Organization Recruitment –Locating, identifying, and attracting capable applicants to an organization Decruitment –Reducing an organization’s workforce

10. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-10 Copyright © 2011 Pearson Canada Inc.

11. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-11 Copyright © 2011 Pearson Canada Inc. Selection Selection –Prediction which applicants will be successful if hired Selection Process –The process of screening job applicants to ensure that they meet the evaluation criteria –Selection errors: Reject errors for potentially successful applicants Accept errors for ultimately poor performers

12. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-12 Copyright © 2011 Pearson Canada Inc. Validity and Reliability Validity (of Prediction) –The relationship between the selection device and job criterion –The selection device used to differentiate between applicants must be related to job performance Reliability (of Prediction) –The ability of a selection device to measures the same thing consistently –No selection device can be effective if it has low reliability

13. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-13 Copyright © 2011 Pearson Canada Inc. Types of Selection Devices Application Forms Written Tests Performance Simulations Interviews Background Investigations Physical Examinations

14. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-14 Copyright © 2011 Pearson Canada Inc. Interviews Types of Interviews –Situational Interviews Candidates are evaluated on how well they role play in mock scenarios –Group Interviews Candidate can be interviewed by multiple people at once Candidate can be interviewed by different people across the organization Work team conducts the interview

15. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-15 Copyright © 2011 Pearson Canada Inc. Orientation and Skill Development Orientation –Introducing a new employee into the organization –Work-unit orientation Familiarizes new employee with job goals Introduces employee to his or her co-workers

16. Orientation and Skill Development cont. –Organization orientation Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules Includes a tour of the entire facility

17. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-17 Copyright © 2011 Pearson Canada Inc.

18. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-18 Copyright © 2011 Pearson Canada Inc. Text: Page 206

19. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-19 Copyright © 2011 Pearson Canada Inc. Managing and Rewarding Performance Performance Management System –Establishing performance standards and appraising employee performance to arrive at objective HR decisions and to provide documentation in support of those decisions

20. Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition 7-20 Copyright © 2011 Pearson Canada Inc. When Performance Falls Short Discipline Problem –Problems associated with the employee’s desire to do the job, rather that their abilities Manager can try counselling Can take disciplinary action such as oral and written warnings, suspensions and termination

21. When Performance Falls Short cont. Employee Counselling –Help employees overcome performance-related problems Designed to find out why an employee is not working productively and how to fix the problem