MHR 523 Study Guide - Midterm Guide: Shortage, Scatter Plot, Reasonable Accommodation
28 Jun 2018
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MHR Midterm
Lecture 1. Strategic Role of HRM
Misconceptions about HR
- HR is a useless department
- HR does not understand business
- People go into the field of HR simply because they like “working with people”
Human Resource Management
- HR is the management of people and is concerned with all things that affect employees
Human Capital
- The knowledge, training, education, skills, and expertise of an organization’s workforce
(money, assets)
Functional Areas of HR
- Job analysis and job design
- Compensation- why we work, salary
- Recruitment and selection
- Employee engagement and succession planning
- Performance appraisals
- Discipline and discharge
- Labour relations
Job design
- How to change job to make it more interesting
Job Analysis
- Process by which information about jobs is systematically gathered and organized
External Influences on HR
- Economic conditions
- Labour market issues
- Technology
- Government
- Globalization
- Environmental concerns
Internal Influences
- Organizational culture
- Organizational climate
- Management practices
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Human Resource Movement: Evolutionary Phases
Phase 1. Early 1900’s
- HRM was called personnel administration
- Was minor/non-existent
- Personnel administration hired and fired, ran payroll dept., administered benefits
- Job was mainly to ensure procedures are followed
Phase 2. 1930’s to 1950’s
- As the scientific management movement gained momentum, operational efficiency
increased but wage increases did not keep up, causing workers to distrust management
- Increase of unionization led to personnel management serving primary contact for
Union reps
- After depression (1930’s) legislation was enacted, minimum wage act, unemployment
insurance program, protection of workers’ rights belonged to Unions
- 1940s to 1950s personnel managers were involved in dealing with the impact of human
relations movement
- orientation, performance appraisal and employee relations responsibilities added to
their job
Phase 3. 1960’s to 1980s
- result of government legislation passed affected employees human rights, wages and benefits,
working conditions, health and safety and established penalties for failing to meet them
- personnel departments continued to provide expertise in areas of compensation, recruitment
and training but in an expanded capacity
- technological advances resulted in outsourcing operational HR activities
- outsourcing: contract with outside vendors to handle specific business functions on a
permanent basis
- using outside experts to provide employee counselling and payroll services has been common
for years, but outsourcing of other specific HR functions, including pension and benefits
administration, recruitment, management development and training became common
- term Human Resources Management emerged and changed shift in emphasis from
maintenance and administration to corporate contribution, proactive management of people
and initiation of change
Phase 4. 1990’s to present
- role of HR depts. Is to help their organization achieve strategic objectives
- Not only HR depts. But every line manager has responsibilities related to employees as
they move through stages of human capital life cycle- selection and assimilation into
organization, development of capabilities while working in organization and transition
out of organization
- All potential managers must be aware of basics of HR to succeed in respective roles as
they hold HR responsibilities but are not in HR
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- HR professionals serve as subject matter experts, or in-house consultants to line
managers, offering advice on HR related matters, formulating HR policies and
procedures, and providing wide range of HR services
- 2011 national survey of HR professionals identified the 5 critical pieces of knowledge
required by HR professionals today as business, acumen, understanding of employment
law and legislation, talent management, broad HR knowledge and employee-labour
relations knowledge
- results align with overall trend of increased HR expectations suggesting core
competencies for those responsible for HR activities must secure to help deliver value to
organization
Scientific Management
- process of “scientifically” analyzing manufacturing processes, reducing production costs,
and compensating employees based on their performance
- Fredrick Taylor was the driving force behind scientific management
- Results of management practices in late 1800s and early 1900s emphasized task
simplification and performance based pay
- Incentives expected to lead to higher wages for workers, increased profits for
organizations, and workplace harmony
- All management theorists were not accepting of Taylor’s views
- Mary Parker Follett advocated use of self-management, cross functional cooperation,
empowerment and managers as leaders, not dictators
Lecture 2
Job analysis and link to key HR functions
- Job analysis is the process by which information about jobs is systematically gathered
and organized
Steps in job analysis
1. Review relevant background information- organization/process chart
Organization chart
- Clarifies chain of command; who reports to whom
- Does not explain communication patterns, degree of supervision, power, authority, or
specified duties
Process chart (shows production line)
- Shows flow of inputs to and outputs from job understudy
2. Select jobs to be analyzed
- Driven by strategy, priorities, objectives
- Selection is necessary when there are many incumbents in a single job and when a
number of similar jobs are to be analyzed
3. Collect job analysis info
- Interviews, questionnaires, observations, participant diary/log
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Document Summary
People go into the field of hr simply because they like working with people . Hr is the management of people and is concerned with all things that affect employees. The knowledge, training, education, skills, and expertise of an organization"s workforce (money, assets) How to change job to make it more interesting. Process by which information about jobs is systematically gathered and organized. Personnel administration hired and fired, ran payroll dept. , administered benefits. Job was mainly to ensure procedures are followed. As the scientific management movement gained momentum, operational efficiency increased but wage increases did not keep up, causing workers to distrust management. Increase of unionization led to personnel management serving primary contact for. After depression (1930"s) legislation was enacted, minimum wage act, unemployment insurance program, protection of workers" rights belonged to unions. 1940s to 1950s personnel managers were involved in dealing with the impact of human relations movement orientation, performance appraisal and employee relations responsibilities added to their job.
