Chapter 8 Notes v2.docx

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University of Fraser Valley
Business Administration
BUS 100
Kim Milnes

Thomas Davies Business 100 Chapter 8 Managing Human Resources and Labour Relations The Foundations of Human Resource Management 1) Human resource management = set of organizational activities directed at attracting, developing, and maintaining an effective workforce 2) Strategic Importance of HRM a) Simply, little gets done without effective employees b) Faster, cheaper with happy staff (less turnover, more skilled at roles, etc.) 3) HR Planning a) Job Analysis Detailed study of the specific duties in a particular job and the human qualities required Made of two parts: (1) Job description = objectives, responsibilities, and key tasks of a job, the conditions of work, relationship to other positions, skills needed (2) Job specification = specific skills, education, and experience needed b) Forecasting HR Demand and Supply Must be able to assess future HR situation two tasks (1) Internal supply number/type employees in firm at future dates (2) External supply number/type people available for hiring May just adjust current levels, or use complex methods for forecasting Replacement chart (1) HR technique that lists each impt. managerial position, who occupies it, expected duration, and who is best to replace outgoing person (2) WestJet used this to ensure smooth transitions, even when unexpected happens Skill Inventories (Employee Information System) (1) Computerized systems that contain information on each employees education, skills, experience, aspirations Forecasting external supply more difficult (1) Greater reliance on outside sources (pop./demographic statistics, numbers from post-secondary facilities, etc.) c) Matching HR Supply and Demand Planning to ensure that supply/demand meet, based on forecasting (1) Hire more, retrain people, increase tech to reduce people, etc. 4) Staffing a) Three key characteristics = good work ethic, reliability, willingness to stay on the job Recruiting Human Resources 1) Recruiting = phase in staffing of a company in which the firm seeks to develop a pool of interested, qualified applicants a) Internal recruiting = considering present employees In unionized firms, this procedure usually clearly laid out 1Thomas Davies Business 100 b) External recruiting = attracting people outside organization for jobs Through private firms, campus tours, ads, etc. c) Internships = short-term student positions, focusing on a specific project 2) Selecting Human Resources a) Validation (process of determining the predictive value of information) to determine who is most likely to succeed b) Application form Gathers basic information on person/job history c) Tests Ability, skill, aptitude, knowledge relevant to job are common Assessment centre = series of exercises in which management candidate perform realistic duties while under observation (1) Video assessment = showing video of situation, and asking how to respond d) Interviews Popular, but can also be very subjective/inaccurate People know the right answers countered by adding curveball questions Behaviour-based interviewing = approach to improve validity by focusing on behaviour, instead of what person says e) Other techniques Physical exams, reference checks Developing Human Resources 1) Training and Development a) On-the-job training = informal, employees gain skills while performing them at work b) Job rotation = employees learn wide set of tasks as they are rotated among
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