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HRM 200 Textbook Summary [Full Course] File contains concise, easy-to-read summaries of assigned textbook readings. Readings arranged chronologically by when they were assigned for ease of use; organized by chapter for increased readability.

Human Resources Management
Course Code
Vince Di Ruzza

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Chapter 1
- HRM professionals are responsible for ensuring that the organization attracts, retains and
engages the diverse talent required to meet operational and performance commitments made
to customers and shareholders
- Human Resources Management: The management of people in organizations through
formulating and implementing human resources management systems that are aligned with
organizational strategy in order to produce the workforce competencies and behaviors required
to achieve the organization’s strategic goals
- Human Capital: The knowledge, education, training, skills and expertise of an organization’s
- Five categories of the Human Capital Index:
o Recruiting excellence
o Clear rewards and accountability
o Collegial and flexible workplaces
o Communications integrity
o Prudent use of resources
- Balanced Scorecard: A measurement system that translates an organization’s strategy into a
comprehensive set of performance measures
- HRM responsibilities and accountabilities:
o Operational: HR professionals hire and maintain employees, and then manage
employee separations
o Strategic: HR is focused on ensuring that the organization is staffed with the most
effective human capital to achieve its strategic goals
- Environmental Scanning: Identifying and analyzing external opportunities and threats that may
be crucial to the organization’s success
- Employee Engagement: The emotional and intellectual involvement of employees in their work
- Organizational Culture: The core values, beliefs and assumptions that are widely shared by
members of an organization
- Organizational Climate: The prevailing atmosphere that exists in an organization and its impact
on employees

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- Empowerment: Providing workers with the skills and authority to make decisions that would
traditionally be made by managers
- Boundaryless Organization Structure: A structure in which relationships are formed with
customers, suppliers and/or competitors, to pool resources for mutual benefit or encourage
cooperation in an uncertain environment
- Productivity: The ratio of a organization’s outputs to its inputs
- Primary Sector: Agriculture, fishing and trapping, forestry and mining
- Secondary Sector: Manufacturing and construction
- Tertiary or Service Sector: Public administration, personal and business services, finance, trade,
public utilities, and transportation/communications
- Contingent Employees: Workers who do not have regular full-time or regular part-time
employment status
- Sandwich Generation: Individuals with responsibility for rearing young dependents as well as
for assisting elderly relatives who are no longer capable of functioning totally independently
- Scientific Management: The process of “scientifically” analyzing manufacturing processes,
reducing production costs and compensating employees based on their performance levels
- Human Relations Movement: A management philosophy based on the belief that the attitudes
and feelings of workers are important and deserve more attention
- Human Resources Movement: A management philosophy focusing on concern for people and
Chapter 2
- Common Law: The accumulation of judicial precedents that do not derive from specific pieces of
- Contract Law: Legislation that governs collective agreements and individual employment
- Employment Standards Legislation: Laws present in every Canadian jurisdiction that establish
minimum employee entitlements and set a limit on the maximum number of hours or work

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permitted per day or week
- Charter of Rights and Freedoms: Federal law enacted In 1982 that guarantees fundamental
freedoms to all Canadians
- Equality Rights: Section 15 of the Charter of Rights and Freedoms, which guarantees the right to
equal protection and equal benefit of the law without discrimination
- Unintentional Discrimination: Discrimination that is embedded in policies and practices that
appear neutral on the surface, and are implemented impartially, but have an adverse impact on
specific groups of people for reasons that are not job related or required for the safe and
efficient operation of the business
- Reasonable Accommodation: The adjustment of employment policies and practices that an
employer maybe expected to make so that no individual is denied benefits, disadvantaged in
employment , or prevented from carrying out the essential components of a job because of
grounds prohibited in the human rights legislation
- Undue Hardship: The point to which employers are expected to accommodate under human
rights legislative requirements
- Bona Fide Occupational Requirement (BFOR): A justifiable reason for discrimination based on
business necessity or a requirements that can be clearly defended as intrinsically required by
the tasks an employee is expected to perform
- Sexual Coercion: Harassment of a sexual nature that results in some direct consequence to the
worker’s employment status or some gain or loss of tangible job benefits
- Sexual Annoyance: Sexually related conduct that is hostile, intimidating or offensive to the
employee but has no direct link to tangible job benefits or loss thereof
- Occupational Segregation: The existence of certain occupations that have traditionally been
male dominated and others that have been female dominated
- Four Designated Groups:
o Women
o Aboriginals
o People with Disabilities
o Visible Minorities
- Employment Equity Program: A detailed plan designed to identify and correct existing
discrimination, redress past discrimination, and achieve a balanced representation of designated
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