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ADMS 2400 (129)
Lecture

Lecture Notes.docx

13 Pages
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Department
Administrative Studies
Course Code
ADMS 2400
Professor
Paul Favaro

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Description
ADMS 2600 Chapter 1 – 7 Lecture Notes Chapter 1 - HR covers a wide range of topics - Be strategic not just focus on the admin - Study HR cuz ppl are essential resources - Ppl create organizational innovations and accomplishments - Org success depends on the attention to HR - If ees are not happy, not paid well, no training opp, unfair practices they are not committed to the job, quit, more absent, take longer lunches - There are different functional areas in HR ie recruitment, job analysis, job description, H&S, labour relations, etc. HRM: - Functional def: what hr does, they recruit, select, train, develop - Goal based def: strategic side – ppl to be more productive, have an impact on the workplace and society, the environment - HR serves 3 stakeholders – org itself, society and the ee Objectives of HRM - Primary objective is to contribute to org effectiveness - Financial aspects, impact the bottom line ie productivity - HR is influenced by many factors – industry characteristics (ie. Work life balance, work autonomy), org product or service (ie. Skill sets you are looking for in a ee), org competitiveness strategy - HR has to be socially responsible - Meet the needs and challenges of society - Legal compliance – rules and regs - human rights by treat ppl fairly, how you impact the environment - HR impacts ee - Assist ees by meeting personal goals - Short term performance goals and long term career goals (ie. Tuition reimbursement) Challenge 1 - Responding strategically to changes in the marketplace - Being a strategic partner by rotating job functions - HR tasks range from admin tasks to being a strategic partner - HR mgrs need an intimate understanding of the firms competitive business operations and strategies - Makes sure HR is part of the decision, in the boardroom, they need to be aware of what is going on in the org Challenge 2 - Competing, recruiting and staffing globally - Globalization makes it easy to work anywhere in large organization - Impacts of globalization o Anything, anytime, anywhere markets o partnership with foreign firms o lower trade and tarrif barriers - all orgs are affected by this whether big or small Challenge 3 - setting and achieving corporate social responsibility and sustainability goals - Corporate social responsibility Challenge 4 - Advancing HRM with technology - Technology can bring ppl together ie. intranets - Allows for quick and instant access to ppl - Moving from regular/touch labour to knowledge labour Challenge 5 - Contain costs while retaining top talent and max productivity - Manage benefits, downsize, outsourcing, offshoring, ee leasing, furlough (work sharing) Challenge 6 - Responding to demographic and diversity shift in the workforce - Aging workforce, cultural backgrounds, educated ees, more women - Manage this diversity by being aware of the characteristics common to ees while managing ees as individuals - Misconception of what different generations want – all ppl want to change things for the better so despite differences everyone wants meaningful jobs Challenge 7 - Looking at adapting to educational and cultural shifts affecting the workface - Changing attitudes – ppl don’t see their job as thenot be all and end all, ppl want to be happy in their life - Ee rights - Work life balance - Who is responsible for building org skill and motivating – hr and line mgrs - Both are communicating with each other and everyone Chapter 2 - Important to align polices and practices with business strategy so there is fit - Take ppl into consideration not just about finances - ppl are essential resource but there are others - Other strategic or valuable assets – infrastructure, location, financial resources Common misconception of HR - HR is just an admin function (social events) - Has little strategic importance and is not a source of competitiveness - Hr is a cost centre and does not generate revenue - There is value to have HR as a business partner - Can have a role in org strategy - Hr is associated with org performance - Money you put into hr is an investment Strategic HRM and planning process - Strategy formulation - And strategy implementation - Strategic analysis - What resource are needed and what are available Step 1 - Develop mission, vision, value - Mission is the purpose of the org - Vision – where you want to go - Core values – your beliefs Step 2 - Environmental analysis - Look externally and see opportunity and threats - Systemic monitoring of the major external forces that influence the org o Economic factors o Demographics o Competitive trends o Government regulations o Technological change - Internal aspects o What are we good at as a company o What is our culture as it can be a competitive advantage o What are the capabilities, skill set of ees o How many ppl in the org o What can the company improve on o Know your weakness and strengths Forecasting - Looking at even flow - Forecast demand to products, services, absenteeism, turnover - Forecast the same things for demand and supply - If there is an imbalance you can have a shortage or a surplus (to many ees) - Trend analysis helps you analysis hr demands - Take business factor and see how productive your workforce is to see what your hr demand is - Quantitative: Business factor + labour productivity = HR demand Markov analysis - Look at % of ees that remain in a job over the years - See who we have and who we need to hire Internal demand forecasting tools - Skill sets currently have - Replacement - Succession planning Step 4 - Strategy formulation - Swot – personalize where you are - - Companies can grow thru acquiring other orgs - Merge with others - Value creation o Low cost strategy (ie. Walmart)  Want clear job descriptions  Job specific training  Internally staff o Differentiation strategy (ie. Apple)  Broad job classes  Externally staff bc they want the best person and willing to put in the resources to find that person - Strategy must have fit - What you are doing as a business - vertical - Cohesion across practices – horizontal Step 5 - implementing Step 6 - Measure what you implemented - Hr needs to be a strategic partner - Align process with business strategy - Evaluate effectiveness of strategy Chapter 3 Why obey the law - Society is a huge stakeholder in organizations - We need to serve societies interest - Not just following the law but treating ppl fairly o Outcome is happier ees o Less recruitment costs o Good reputation o Good organizational culture o Effects ee motivation Charter of Rights and freedoms - Part of constitutional act - Applies to everyone - Included is freedom of speech – called freedom of thought, belief, expression, opinion - Right to have our own belief and express them, freedom of association join groups (ie unions) - Freedom from discrimination – everyone is equal before the law without discrimination - Exception – sometimes we can discriminate when it advances the careers or interest of ppl who have been historically disadvantaged - Need a Bona fide reason when it applies to the job Which types of discrimination does mgt have to deal with regularly? - Gender ie. Lifting requirements - Age - Religious grounds Human Rights Legislation - Prohibits discrimination in employment in the provision of goods and services - Designed to provide equal opportunity for all ees Bona fide occupational requirement (BFOR) - If there are certain stipulations in a job that you are required to have certain characteristics then you can hire certain ppl only - Reason has to be job related Equity legislation - 2 main pieces - Pay equity and employment equity - Purpose is to advance the employment circumstances of ppl who have been historically disadvantaged - Proactively help these group - Pay equality – equal pay for equal work - If we are in the same job - Pay equity – separate jobs but are equally valuable - Same skill, effort, responsibility, work condition but different job should still be paid the same - Equal worth to the organization Pay equity - There is a wage gap between men and women - Part of the reason is due to experience (ie, mat leave), education - Even if we control these factors, there is still a difference - Pay equity wants to reduce this gap Employment equity - Only applies to federal regulated companies not small business cuz they don’t have the means to have an employment equity program - Address historical discrimination for certain groups - Affirmative action – term in the US and looks at quotas - In Canada there isn’t quota but hire the best candidate - If you have 2 similar candidates then you should hire the minority - Program o Create goals o Plans to achieve it o Provide reasonable accommodation (ie sign language interpreter when interviewing, adjust work schedules to accommodate religious reasons) - How does this fit with hr - Job description, selections system to make sure they are non discriminatory, training so that opportunity are available for everyone, promotion that is free from bias, compensating ees based on merit and not favoritism Implementing this program - Have senior mgt commitment o Consult with all stakeholders even the union - Collect data o Stock data – how many ppl you have, where they are located, what type of job they have o Flow data – how ppl move into and out of an org - Communication between all the levels - Workplace utilization analysis o Are we utilizing ppl in these 4 groups o Concentration – more ppl in a certain job than what is available - Employment system review o Special measures designed to accelerate the entry of ppl coming in or promotion o Such as mentor program for women leaders o Take reasonable measures so that there are no barriers in place - Establish a work plan, implement it and measure it Duty to accommodate - If it is huge then it can be excepted - Adverse effect discrimination – try and accommodate ees when you can Harassment - No clear definition of this - When someone feels something is unwelcome or unwanted - Basically would a reasonable person think this is harassment? - Verbal, non verbal, physical, other - Intention does not matter but behavior does - Ppl don’t realize they are engaging in this behavior Diversity mgt - Need to attract, retain, promote and fully utilize skills of our ees - Valuing diversity means rewarding ppl fairly, taking them seriously, recognizing their capabilities Chapter 4 Job Analysis - Important part of HR - Can have interesting components in jobs to motivate ees Job - Made up of related tasks or duties - More than one person can hold a job - Many ppl can have the same job while only one person can have a position Job Analysis (JA) - the process of looking at jobs, obtaining info, obtaining the knowledge skills and ability - look at work conditions - what needs to be done and at what level - helps in the hiring process, training purposes so you can know what gaps exist - important in terms of being legally defensible - helps in performance appraisal – helps you get a clear understanding of what is expected of you and helps mgrs know what is expected of their ee - helps in compensation - procedural justice – makes sure the process is fair and applied to everyone Steps in JA process - step 1 – prep o identifying the jobs that are needed for an organization o then create outputs from this info o look at the mission and goals of the org and link it here o follow the rules of the union contract if applicable - step 2 – collection of JA info o who are we going to ask and how o different sources – person in the job, supervisor, subordinates, customers o look at existing job descriptions – but they could be outdated or the job could have changed, could be vague o look at ee manuals, publications o look at the NOC (national occupational classification) o methods ie interv
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