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Midterm

MHR 523 Study Guide - Midterm Guide: Critical Thinking, Scientific Management, Human Capital

16 pages154 viewsFall 2016

Department
Human Resources
Course Code
MHR 523
Professor
Anne Hardacre
Study Guide
Midterm

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Human Resources Notes:
Review:
50 Marks, 20% of the course (2 hours)
M/C-: 20 marks
Short Answer: 24 marks
Critical thinking: 6 marks
Focus AREAS:
- Recruitment Sources
- Recruitment Process
- Recruiting a diverse workforce
- Factors affect HRM
- Objective/importance of the various employment laws, we discussed
- Human Rights Legislation and term associated
- Employment Standards Legislation
- HRP-labour surplus vs. labour demand programs to balance
- Job Analysis processes and uses of job analysis
- Job design options (job rotation, job enrichment, and job enlargement
- Steps of HRP and role of environment scanning
- HR Managers Duties
- Operational and Strategic Aspects of HR Management
- Why is Human Resources Management Important to All Managers?
Critical Thinking:
- I will give you one question that you will answer worth 6 marks. It will be on HR
strategic functions (recruitment, HR strategy, job design and job analysis.
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Chapter One: Strategic Role of Human Resources Management
Human Resources Management (HRM): the management of people in organization to
drive successful organizational performance and achievement of the organization’s
strategic goals.
Human Capital: the knowledge education, training, skills and expertise of an
organization’s workforce.
Why is Human Resources Management Important to All Managers?
Some mistakes that managers don’t want:
- Hire the wrong person
- Experience high turnover
- Have employees work below performance expectations
- Waste time with useless interviews
- Have the company taken to court because of discriminatory actions
- Have the company cited under federal occupational safety laws for unsafe
- Have some employees think their salaries are unfair relative to others in the
organization
- Allow a lack of training to undermine a department’s effectiveness
- Commit any unfair labour practices
He/she may spend time as a HR manager
- One third of the top HR managers in Fortune 100 companies moved to HR
from other functional areas, reasons being:
- Some people may give the firms HR efforts a more strategic emphasis
- The possibility that they’re sometimes better equipped to integrate the firm’s
human resource efforts with the rest of the business
HR is critical in large and small organizations
More than 2 in every 3 people working in the private sector in Canada as of 2012
about 7.7 million our of 11.3 million- work for small firms
Scientific Management: Concern for Production
Scientific Management: the process of “scientifically” analyzing manufacturing
processes, reducing production costs, and compensating employees based on their
performance levels
Frederick Taylor was the driving force behind scientific management
The Human Resources Movement: Concern for People and Productivity:
Human Resources Movement: a management philosophy focusing on concern
for people and productivity
Phase 1:
- Early 1900s, HRM-or personnel administration, as it was then called played a
very minor or non-existent role
- During this era, personnel administrators assumed responsibility for hiring and
firing, ran the payroll department, and administered benefits
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- Their job consisted largely of ensuring that procedures were followed
Phase 2:
- A scientific management movement momentum, operational efficiency
increased but wage increases did not keep up, causing workers to distrust
management
- The resulting increase in unionization led to personnel departments serving as
the primary contact for union representatives
- Following the depression of the 1930s, various pieces of legislation were
enacted, including min. wage act, an unemployment insurance program, and
protection of worker’s right to belong to unions
- Legal compliance was subsequently added to the responsibilities of personnel
managers
- During the 1940’s and 1950’s, personnel managers were also involved in
dealing with the impact of the human relations movement
Phase 3:
- Technological advances resulted in outsourcing much of the operational HR
activities
- Outsourcing: the practice of contracting with outside vendors to handle
specified business functions on a permanent basis
- Although using outside experts to provide employee counseling and payroll
services has been common for many years, the outsourcing of other specific
HR functions, including pension and benefits administration, recruitment,
management development, and training, has become increasingly common
Phase 4:
- This is the current phase, where the role of HR department has evolved to that
of helping their organization achieve its strategic objectives
- This list highlights core job requirements that are found in non-HR roles that
were traditionally limited to the HR department
o Chief Executives
o Information Technology Project Managers
o General an Operational Managers
o Registered Nurse
o First-Line Supervisors of Police and Detectives
o Chefs and Head Cooks
Operational and Strategic Aspects of Human Resources Management:
Authority: the right to make decisions, direct others’ work, and give orders
Line Authority: the authority exerted by an HR manager by directing the
activities of the people in his or her own business unit, department/ service area
Staff Authority: gives the manager the right to advise other managers or
employees
Line Authority: a manager who is authorized to direct the work of subordinated
and is responsible for accomplishing the organization’s tasks
Staff Manager: a manager who assists and advises line managers
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