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MGTA01H3 (348)

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Management (MGT)
Chris Bovaird

Chapter 9: Managing the human resources Slides: The rise of knowledge workers Why human resources are important: Before: Canada was “Industrial” Economy We made and sold “things” Now: Canada is “knowledge” economy We sell knowledge, expertise Knowledge Workers: require education apply theoretical knowledge apply analytical knowledge Why human resources matter: Brain power will make Canada wealthy, ability 70% of Canadian GDP from services 75% of Canadian employment: services Business success will require individual businesses to attract and retain the best people The Human Resource Function: Predicts Human resources needs Locates the best candidates Selects the best employees Provides training to new employees Design and administer [ay and benefits Provide counselling and assistance Manager’s job is to pull employees into the right direction If a manger lies to an employee, treats employee badly, employees will not take 50% raise, employees will not be motivated to work overtime; Or To work get a raise in wage means to work harder over time etc. Motivation is and internal force that makes you behave in a certain way Text Book: Human resources management (HRM) is the set of organizational activities directed at attracting, developing and maintaining an effective work-force. The Strategic Importance of HRM Valuable means for improving productivity and the awareness today of the costs associated with poor human resource management Human Resource Planning Involves job analysis and forecasting the demand for and supply of labour. Job Analysis Is a systematic analysis of jobs within an organization. Made up of two parts: 1. Job description list of duties of a job, its working condition, and the tools, materials and equipment used to perform it 2. Job specification lists the skills, abilities and other credentials needed to do the job Forecasting HR Demand and Supply After managers understand jobs that need to be performed within the organization they start planning for the organization’s future HR needs. Forecasting the supply of labour involves two tasks: 1. Forecasting internal supply- the number and type of employees who will be in the firm at some future date 2. Forecasting external supply- the number and type of people who will be available for hiring from the labour market at large. Replacement Charts at higher levels managers make plans for positions and for people. The replacement chart lists important managerial positions, who occupies it, how long her or she will probably stay in it before moving on, and who (by name) is now qualified or soon will be qualified to more into it. Skills Inventory To facilitate both planning and identifying people for transfer or promotion, some organizations also have employee information or skills inventories. Matching HR Supply and Demand After comparing future demand and internal supply, managers can male plans to manage predicted shortfalls or overstaffing. If shortfalls are predicted, new employees can be hired, present employees can be retrained and transferred into understaffed areas, individuals approaching retirement can be convinced to stay on. Or labour-saving or productivity-enhancing systems can be installed. Staffing the Organization Look for when they hire; Good work, ethic, reliability and willingness to stay on the job. Recruiting Human Resources Recruiting is the process of attracting qualified persons to apply for jobs that are open. Internal Recruiting Means considering present employees as candidates for openings. Promotions will help build morale and keep high-quality employees from leaving. External Recruiting Involves attracting people outside the organization to apply for jobs. For example external methods is advertising., campus interviews, employment agencies or executive search firms, union hiring halls. Referrals by present employees and hiring `walk-ins` or `gate-hires` Internships short term paid positions where students focus on a specific project (involves college or university students). If individual works well then company usually hires them. Selecting Human Resources Validation the process of determining the predictive value if information. Techniques used: Application forms Tests Interviews Other Techniques (physical examinations, polygraph tests-lie detector tests, etc) Developing Human Resources New Employee Orientation The process of introducing new employees to the company`s policies and programs, personnel with whim they will interact, and the nature of the job so that they can more quickly become effective contributors. Poor orientation can result in disenchantment, dissatisfaction, anxiety, turnover and other employee problems. Training and Development Train and develop employees to enhance and otherwise improve the quality of the contributions they make to the organization. The starting point in assessing training and development needs is conducting a needs analysis – determining the organizations true needs and the training programs necessary to meet them. Analysis focuses on two things: the organizations job-related needs and the capabilities of the current workforce. Methods: Work-Based Programs Worked-Base Programs- a technique that ties training and development activities to task performance. Common method of work-based training is on-the-job training employees gain new skills while on the job. Another work-based program is systematic job rotations and transfers this method is most likely to be used for lower level manager or for operating employees being groomed for promotions to supervisory management positions. Employee learns new task, acquires more abilities and develops a more comprehensive view of the work of an organization or a particular sub-unit. Instructional-Based Programs Instructional-based programs training workers through the use of classroom-based programs such as the lecture approach. Commonly used of these programs is the lecture of discussion approach – a trainer presents material in a descriptive fashion to those attending a trainee program. For example professor lectures students on a particular subject matter, and organizational trainer `lectures` trainees. Off-the-job training is performed at a location away from the work sure. Team Building and Group-Based Training •Outdoor training exercises For example a group doing through a physical obstacle course that requires climbing, crawling and other physical activities. Evaluating Employee Performance •Important part of human resources: Performance appraisal-the specific and formal evaluation of an employee to determine the degree to which he or she is performing effectively •Performance appraisal help managers assess the extent to which they are recruiting and selecting the best employees Time performance Appraisal Process Conducting the performance appraisal For example a supervisor. The supervisor is both responsible for employe
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