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HR Final Exam Review It includes all the lecture notes~

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Joanne Leck

HRM Lecture 2 Jan. 7, 2011 CH.2: The Changing Legal Emphasis: From Compliance to valuing diversity Importance of understanding legal environment 1. Limiting potential liability 2. Doing the right thing 3. Underlining shared responsibility Major forms of employment legislation - Employment standards - Human rights codes - Advance the employment circumstances of designed groups (Employment equity, pay equity) *Figure 2.1 in text Systemic vs. Intentional Systemic: Employment criteria that have the effect of discriminating on prohibited grounds but are not used with the intent to discriminate (height reqts) (If its an occupation requirement then its okay, but otherwise it is not, however its not illegal) (*Can be related to gender such as, men tend to wear black shoes, so you would hire mostly men, then its illegal) (*Employers perform multiple testing to cancel any issues of discrimination) Intentional: Deliberate use of race, religion or other prohibited criteria in employment decisions. (Most in Canada is at the systemic level, but there are some intentional cases) Def: Prima Facie on the surface Dispart *Fig 2.2 Systemic Discrimination Reasonable Accommodation: Adjustments in the job content and working conditions that an employer may be expected to make in order to accommodate a person protected by human rights provisions. (Handicap people) Bona Fide Occupational Requirement (BFOR) - Justified business reason for discriminating against a member of a protected class. EX: Modeling might want certain gender, or height. Catholic school may want teachers who are catholic only to teach there. **Customer bases/preference is not a reason to form a BFOR** Equity in the Workplace: Employment Equity* - Federal Employment Equity Act - Federal Contractors Program Pay and Equity - Equal pay for Equal work - Equal pay for work of equal value *Forces companies to examine how they do hiring, to avoid discrimination dispute. Also need to look at reverse discrimination (Men say women are and minorities were hired because the company wants to look fair and multicultural.) 4 Designed Groups 1. Women 2. Visible minorities 3. People with disabilities 4. Aboriginals What is sexual Harassment? Exercise 1 1. We dont know if someone will take it the wrong way, so its best not to touch people. 2. Yes, because its a hostile working environment, and it happens a lot. 3. No, two peers that are not affecting company policy. 4. It may because there is a power difference, she may feel obligated in terms of staying on her bosses good side. 5. Dont ask out co-workers when there is a power difference. Lecture 3 Jan. 12, 2011 Diversity Management - Broader/more inclusive than employment equity - A set of activities designed to: - Integrate all employees in multicultural workforce - Use diversity to enhance organizations effectiveness Blackout at Dennys article not serving black people Ch.3 Only responsible for information on the slides in this chapter Human Resources Information System (HRIS) - An integrated system used to gather, store, and analyze info regarding an organizations human resources *Figure 3.2 HRIS Subsystems *Figure 3.3, 3.4 example Self-Service Trends - Employee self-service (ESS) - Enables employees to access and manage their personal information directly - Management Self-Service (MSS) - Enables mangers to access information about employees who report to them and to process HR related paperwork that pertains to their staff Interactive Voice Response (IVR) - Telephone technology in which a touch tone telephone is used to interact with a database to acquire information from or enter data into the database Lecture 4 Jan. 14, 2011 Products of Job Analyses Job Description (Used to manage after hire) - A list of the duties, responsibilities, reporting relationships and working conditions of a job Ex: Attend class (90%+), active listening (75%), taking notes, participate, prepared (readings), study for exams/midterms (70%), be a good team member, hand in work on time (100%), balance social/school life. Job Specification (skills from past) - A list of the human requirements that is, the requisite knowledge, and abilities, needed to perform the job EX: High school diploma (C+), specific courses (Math, Eng), time management, letters of recommendation, team orientation Job Analysis - Procedure for determining tasks, duties and responsibilities of each job and the human attributes (Knowledge, skills, and abilities) required to perform it. *Figure 4.3 Use of job analysis information Methods of collecting Job Analysis Information Qualitative 1. Interviews (individual, group, supervisory) 2. Questionnaires 3. Observation 4. Participant Diary/Log *Figure 4.1 Position Analysis Questionnaire - Very structured job analysis questionnaire which contains 194 items measuring six dimensions 1. Information input 2. Mental processes 3. Work output (physical activities and tools) 4. Relationship with others 5. Job context (physical and social environment) 6. Other job characteristics (pace and structure) *Figure 4.6 Nation Occupational Classification (NOC) - Reference tool for writing job descriptions and job specifications - Complied by the federal government - 30, 000 occupations (a collection of jobs that share some or all main duties) *Figure 4.7 Competency Based Job Analysis - Describing a job in terms of the measurable, observable behavioural competencies an employee must exhibit to do a job well - Traditional job description (with their lists of specific duties) may actually backfire if a high performance work system is your goal (To perform this job, the incoming must be able to perform this job ) Job Design - Process of systematically organizing work into tasks required to perform a job - Design Consideration: 1. Degree of specialization 2. Behavioural aspects 3. Ergonomic aspects 4. Need for flexibility 5. Organizational structure *Figure 4.2 Organizational Structures Task I.D Task Significance ^Production Job Task Varity ^Satisfaction Characteristics Autonomy Model Feedback Lecture 5 Jan. 19, 2011 Human Resources Planning (HRP) - the process of forecasting future HR needs to ensure that the organization will have that required number and type of employees to meet its strategic objectives *Figure 5.2 HR Planning Model Three steps Step 1: Forecast Demand for Labour Step 2: Analyze Supply Step 3: Implement HR programs to balance supply and demand Forecasting Demand Quantitative Approaches 1. Trend Analysis 2. Ratio Analysis 3. Scatter Plot 4. Regression Analysis Forecasting Demand Qualitative Approaches Nominal Group Technique Question: What is correlated with peoplepower needed? Delphi Technique Forecasting Supply (Internal) Skills Inventories Management Inventories Replacement Charts Succession Planning (being able to retain your key people within the company) Markov Analysis (Summarize statistical data about certain jobs)
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