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.

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University of Waterloo
Human Resources Management
HRM 200
Vince Di Ruzza

Chapter 1HRM 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 organizations strategic goals Human Capital The knowledge education training skills and expertise of an organizations workforce 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 organizations 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 organizations 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 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 andor competitors to pool resources for mutual benefit or encourage cooperation in an uncertain environment Productivity The ratio of a organizations 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 transportationcommunications Contingent Employees Workers who do not have regular fulltime or regular parttime 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 productivity Chapter 2Common Law The accumulation of judicial precedents that do not derive from specific pieces of legislation Contract Law Legislation that governs collective agreements and individual employment contracts 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 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 employmentor 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 workers 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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