MHR 523 Lecture Notes - Wrongful Dismissal, Personal Information Protection And Electronic Documents Act, Eastern Partnership

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13 Apr 2012
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Lecture 7 chapter 8&9 orientation and training.
Chapter 8 orientation and training
Providing employees with basic information about the organization and the job
Socialization: on going process of instilling in all employees the prevailing attitudes
standards and values
Reality shock:
Purpose of orientation programs
Improved job performance
Reduced first day jitters and reality shock
Improved productivity
Improve retention levels and reduced recruitment costs.
Special orientation situations
Diverse workforce
Mergers and acquisitions (two companies comes together, TD, HP, Culture of doing
things)
Multi location organizations
Executives.
(Increase productivity and reduce accidents)
Evaluation of orientation programs
Employee reaction (read the way they act) > socialization effects>cost benefit
analysis (best measure but most difficult)
Onboarding** final
Who conducts an orientation session? Someone who has been with the company for
a while, direct supervisor manager, HR rep, multiple levels.
Chapter 9 development
Career planning and development: process through which an employee becomes
aware of personal career related attributes and the lifelong series of activities that
contribute to his or her career fulfillment
Who is responsible for career planning’s:
YOURSELF!!
PARENTS!! ($$)
MANAGERS!!
MENTORS!! (Advice)
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Self-motivation, independent learning, effective time and money management and
self-promotion, researching about the work and industry you want to be apart of.
Networking is the foundation of effective career management
Managers: provide timely and objective performance feedback
Offer developmental assignments and support
Participate in career development discussions
Act as a coach advisor and referral agent
Managing transfers: greater possibility of advancements
Personal enrichment
More interesting job
Greater convenience
Two thirds of transfers reduced due to family/spousal concerns
Making promotional decisions: effects of promotional decisions
Serenity if it s a sorority based promotion it may have a negative toll on 4DG
Entering the workforce later on
Merit
Management development:
Succession Planning- finding replacement staff through replacement charts
**Should you tell people that they are on the replacement chart? don’t tell them , as
long as I know the conditions to meet (through meritocracy) fair
GOOD THINGS:
Role model for other employees
Be in control of your own development
How is development done? Transfer working with different groups of the
organization
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Chapter 10: Performance Management
Process encompassing all activities related to improving employee performance
productivity and effectiveness. Includes goal setting pay for performance training
and development career management and disciplinary action
**5 STEPS**
1. Defining performance expectations
2. Providing ongoing feedback and coaching
3. Conducting performance appraisal
4. Implement
5. Evaluate employees
Chapter 11 & 12 Lecture 9
Chapter 11
Total rewards: integrated package of all rewards gained by employees arising from
their employment
Aligned with a business strategy.
Dilbert’s theory on salary*
*The less you know the more you make*
Stage 1: job evaluation
Job evaluation: systematic comparison of jobs to determine relative worth
Within the organization
Benchmark job: one that is critical to the organizations operations or
Commonly found in organization
Compensable factor: skill effort responsibility working conditions
Requires BY PAY EUITY LEGISLATION
Stage 2: conduct a wage survey
A survey aimed at determining prevailing wage rates
A good salary survey provides specific wage rates for-comparable jobs
Formal written questionnaire surveys are the most comprehensive
Formal or informal survey by employer
Stage 3: combine job evaluation and salary survey information to determine
pay for jobs.
**Wage curves**
Reasons for wage gaps:
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