MGMT1001 Lecture Notes - Lecture 7: Human Resource Management, Performance Appraisal, Collective Bargaining
18 May 2018
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7 – Human Resource Management
Human resource management – the activities managers perform to plan for, attract,
develop and retain an effective workforce
• Many companies consider HR as part of the strategic planning process
1. Establish the mission and the vision
2. Establish the grand strategy
3. Formulate the strategic plans
4. Plan human resources needed
5. Recruit and select people
6. Orient, train and develop
7. Perform appraisals of people
Purpose: Get optimal ork perforae to help realise opays issio ad
vision
Human capital
• Economic or productive potential of employee knowledge, experience and actions
Knowledge workers
• Someone whose occupation is principally concerned with generating or interpreting
information, as opposed to manual labour
Social capital
• Economic or productive potential of strong, trusting and cooperative relationships
• Goodwill, mutual respect, cooperation, trust and teamwork
Planning the human resources needed
• Strategic human resources planning – developing a systematic, comprehensive
strategy for:
Understanding current employee needs
(a) Job analysis – determine, by observing and analyzing, the basic elements of a
job
(b) Job description – what the holder of the job does and how/why
(c) Job specification – describes the minimum qualifications a person must have
to perform the job successfully
Predicting future employee needs
(a) Staffing needed – based on how organisation may change
(b) Likely sources for staffing – inside/ outside organisation
i. Human resource inventory – report listig orgaisatios eployees y
name, education, training, languages etc.
Legal requirements of human resource management
• Labour relations
Collective bargaining – negotiations between management and employees about
disputes over compensation, benefits, working conditions and job security
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2
• Compensation and benefits
• Health and safety
• Equal employment opportunity (EEO)
Workplace discrimination – when people are hired or promoted, or denied hiring
or promotion, for reasons not relevant to the job (e.g. religion, gender)
(a) Adverse impact: organisation uses an employment practice or procedure that
results in an unwanted or negative impact on a group of people
(b) Disparate treatment: employees from protected groups (i.e. disabled) are
intentionally treated differently
(c) Most complaints resolved through education, voluntary compliance and
mediation
Affirmative action – tries to make up for past discrimination in employment by
finding, hiring and developing the talents of people from groups traditionally
discriminated against
Harassment and bullying
(a) Workplace bullying: verbal, physical, social or psychological abuse by your
employer, another person or group of people at work
(b) Sexual harassment: touching, gestures, explicit comments, intimidation,
threatening or excluding individuals from normal workplace activities
Recruitment: how to attract qualified applicants
• Process of locating and attracting qualified applicants for job openings in the
organisation
• Internal – making people already employed by the organisation aware of job
openings
Job posting: placing information about job vacancies and qualifications on
bulletin boards, newsletters ad o the orgaisatios itraet
• External – attracting job applicants from outside the organisation
Newspapers, employment agencies, university career opportunities offices, word
of mouth
Realistic job previews: gives a candidate a picture of positive and negative
features of the job and the organisation before they are hired
Selection: how to choose the best person for the job
• Background information – application forms, resumes, reference checks
• Interviewing
Unstructured: asking probing questions to find out what the applicant is like,
with no fixed set of questions and no systematic scoring procedure
Structured (type 1, situational): same questions for all, hypothetical situations
used and answers compared to standardised set or other applicants
Structured (type 2, behavioural-description): interviewer explores what
applications have done in the past
• Employment tests – ability, personality, performance, integrity
Assessment centre: management candidates participate in activities for a few
days while being assessed by evaluators
Reliability – degree to which a test measures the same thing consistently
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find more resources at oneclass.com
Document Summary
Purpose: get optimal (cid:449)ork perfor(cid:373)a(cid:374)(cid:272)e to help realise (cid:272)o(cid:373)pa(cid:374)y(cid:859)s (cid:373)issio(cid:374) a(cid:374)d vision. Human capital: economic or productive potential of employee knowledge, experience and actions. Knowledge workers: someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labour. Social capital: economic or productive potential of strong, trusting and cooperative relationships, goodwill, mutual respect, cooperation, trust and teamwork. Planning the human resources needed: strategic human resources planning developing a systematic, comprehensive strategy for: Predicting future employee needs (a) staffing needed based on how organisation may change (b) likely sources for staffing inside/ outside organisation: human resource inventory report listi(cid:374)g orga(cid:374)isatio(cid:374)(cid:859)s e(cid:373)ployees (cid:271)y name, education, training, languages etc. Legal requirements of human resource management: labour relations. Collective bargaining negotiations between management and employees about disputes over compensation, benefits, working conditions and job security: compensation and benefits, health and safety, equal employment opportunity (eeo)
