Chapter 10

1. Chapter 10 Human Resource Management

2. HRM • Human Capital • Human Resource Management • 3 major responsibilities of HRM • Attracting a quality workforce • Developing a quality workforce • Maintaining a quality workforce • Strategic Human Resource Management

3. Challenges in managing a global workforce • Keeping track of expertise • Availability of visas for foreign workers • Discrimination in employment • Occurs when someone is denied a job or job assignment for reasons that are not job relevant. • Employment equity • The right to employment without regard to race, color, national origin, religion, gender, age, or physical or mental ability. • Canadian Human Rights Act of 1977

4. Current legal issues in HRM • Sexual harassment • Equal pay and comparable worth • Pregnancy discrimination • Legal status of independent contractors • Workplace privacy

5. Human Resource Planning • Human resource planning analyzes an organization’s HR needs and how to best fill them. • Steps in the HR planning process: • Step 1 — review organizational mission, objectives, and strategies. • Step 2 — review HR objectives and strategies. • Step 3 — assess current HR needs. • Step 4 — forecast HR needs. • Step 5 — develop and implement HR plans.

6. Recruitment • Steps in the recruitment process: • Advertisement of a job vacancy. • Preliminary contact with potential job candidates. • Initial screening to create a pool of qualified applicants. • Recruitment Methods • External and Internal • Traditional • Realistic Job previews

7. SELECTION • Selection Steps • Completion of a formal application form. • Interviewing. • Testing. (reliability & validity) • Reference checks. • Physical examination. • Final analysis and decision to hire or reject.

8. 10.3 • Orientation • Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization. • Socialization • Process of influencing the expectations, behaviour, and attitudes of a new employee in a way considered desirable by the organization.

9. Training and Development • Training • A set of activities that provides the opportunity to acquire and improve job-related skills. • On-the-job training • Job rotation • Coaching • Mentoring • Modeling • Off-the-job training • Management development Management 2e - Chapter 10

10. Performance Management System • Performance management system • Performance appraisal purposes • Performance appraisal methods • Graphic rating scale • Behaviourally anchored rating scale • Critical-incident technique • Multi-person comparison • 360° feedback

11. 10.4 Maintaining a quality workforce • Work-life balance - How people balance career demands with personal and family needs. • Compensation and benefits • Base compensation • Salary or hourly wages • Retention and turnover - the management of promotions, transfers, terminations, layoffs, and retirements. • Labour management relations

12. 10.5 Organization Culture -the way we do things here”– helps to distinguish them from one another and bind members together with some sense of collective identity. • Socialization builds strong cultures by acclimating new members

13. What is observable culture? • What one sees and hears when walking around an organization. • Elements of observable culture: • Heroes • Stories • Rites and rituals • Symbols

14. What is the core culture? • Underlying assumptions and beliefs that influence behaviour and contribute to the observable culture. • Core culture and values: • Core values are beliefs and values shared by organization members • Strong cultures have a small but enduring set of core values. • Commitment to core values is a key to long-term success.

15. Value-based management: • Describes managers who actively help to develop, communicate, and enact shared values. • Workplace spirituality: • Practices that create meaning and shared community among organizational members. • Symbolic leadership • Symbolic leaders use symbols well to establish and maintain a desired organizational culture.

16. Multicultural organizations • Based on pluralism, operating with inclusion and respect for diversity • Multiculturalism • involves pluralism and respect for diversity

17. Characteristics of multicultural organizations: • Pluralism • Structural integration • Informal network integration • Absence of prejudice and discrimination • Minimum intergroup conflict

18. Organizational subcultures • Cultures based on shared work responsibilities and/or personal characteristics. • Ethnocentrism is the belief that one’s subculture is superior to all others • Common subcultures include: • Occupational • Functional • Ethnic or national • Gender • Generational

19. Challenges faced by minorities and women: • Glass ceiling • Misunderstanding and lack of sensitivity • Sexual harassment • Pay discrimination • Job discrimination • Minorities may adapt by exhibiting biculturalism - adopting characteristics of the majority culture

20. Diversity leadership approaches: • Managing diversity commits to building an organizational culture that allows all members to reach their full potential. • Affirmative action commits the organization to hiring and advancing minorities and women. • Valuing diversity commits the organization to education and training programs. Management 2e - Chapter 10