Lecture 11 – HRM
Human Resource Management
1. Individual differences (OB)
Human resource management practices – Staffing, volunteer management, job design,
program evaluation, reward system
Outcomes – Satisfaction, commitment, effort, effectiveness
Running the Numbers
In 2010, more than 13.3 million people – accounting for 47% of Canadians aged 15 and over – did
Overall, volunteers devoted almost 2.1 billion hours to their volunteer activities: a volume of work that
is equal to just under 1.1 million full-time jobs
A small proportion of these volunteers (10%) accounted for 53% of all hours given to non-profit and
The 25% of volunteers (or 12% of Canadians) who gave the most hours are defined as top volunteers.
They spent 161 hours or more on volunteer activities during the 12 months preceding the 2010 survey.
University graduates were twice as likely to be top volunteers as people with less than a high school
About 12% of people aged 15 and over did volunteer work for sports and recreational organizations, and
12% for social services organizations
The vast majority of volunteers are motivated by their desire to contribute to their community: 93%
gave this reason in 2010.
Why do people volunteer?
- Helping others/contributing to community is the most frequently cited reason to volunteer
- Acquiring skills
- Identification with a cause they support
- Religious or social duty or obligation
- Social rewards: friendship or recognition.
Why don’t people volunteer?
- Not interested
- No time
- Gave money - Inability to commit
- Health problems
- Don’t know how to become involved
- Never asked
Employees (paid or volunteer) make organizational systems work
Need right people to carry out plans and procedures of the organization
Purposes of Staffing
Technical: Creating a fit between the individual’s skills and the job requirements –Ensures that
individuals are capable of performing assigned tasks.
Citizenship: Matching the individual orientations with organizational goals, values, and culture – Ensure
individuals fit into the culture and climate of organization.
Focus of Staffing
Focus on Jobs
- Content of job
- Number and type to be filled
Specifying what is required of the individual for successful performance of the job
- Assessing staffing needs
- Analyzing the job
- Describing the job
- How many openings are there?
- How many jobs need to be filled
Need to look both short and long term
Future growth and/or downsizing
Retirements, turnover ratios
People leaving for other reasons
- Studying the job and tasks associated with it including operations & responsibilities
- Used to create job description