Midterm Study Guide

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University of Toronto Scarborough
Management (MGH)
Joanna Heathcote

Chapter 1 – The World of Human Resources Management HRM – process of managing human talent to achieve an organization’s objectives Challenges: 1) Competing, recruiting, and staffing globally a. Globalization – trend toward opening up foreign markets to international trade and investment b. CSR – responsibility of the firm to act in the best interests of people and communities affects by its activities 2) Embracing new technology a. Knowledge workers – workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving b. HRIS – computerized system that provides current and accurate data for purposes of control and decision making 3) Managing change 4) Managing talent, or human capital 5) Responding to the market 6) Containing costs Demographic Changes - Diversity/Immigration` - Age - Gender - Education - Cultural Changes - Employee Rights - Concern for Privacy - Changing Nature of Job/Attitude towards Work - Balancing Work/Family Responsibility of HRM 1) Advice and counsel 2) Service 3) Policy formulation and implementation 4) Employee advocacy Competencies of HRM 1) Business mastery 2) HR mastery 3) Change Mastery 4) Personal Credibility Chapter 2 – Strategy and HRP Strategic Planning – procedures for making decisions about organization’s long-term goals and strategies Human Resources Planning – process of anticipating and providing for the movement of people into, within, and out of an organization – forecast demand, analyze supply, close gap Strategic Human Resources Management – pattern of HR deployments and activities that enable an organization to achieve its strategic goals Linking the process – HRP and strategy must align, focuses on strategy formulation and implementation Mission – basic purpose of the organization and its scope of operations Strategic Vision – statement about where the company is going and what it can become in the future Environmental Scanning – systematic monitoring of major external forces influencing organization: - Economic - Industry/Competitive trends - Technological changes - Government and legislative issues - Social concerns - Demographic and labour market trends Strategic Planning Process: 1) Mission, Vision, and Values 2) Environmental Scanning 3) Internal Analysis a. 3 Cs – Culture, Capabilities, and Composition i. Capabilities – integrated knowledge sets that distinguish you from competitors and delivers value to customers ii. Must be: valuable, rare, unique, and organized iii. Composition – Strategic knowledge worker, core employees, supporting labour, alliance partners b. Forecasting Demand i. Quantitative: Trend analysis, ratio analysis, scatterplot, regression ii. Qualitative: Management forecasts, Nominal Group Tech., Delphi 4) Formulating Strategy 5) Strategy Implementation a. Strategy, Structure, Systems, Style, Staff, Skills, Shared Values 6) Evaluation and Assessment Chapter 3 – Equity and Diversity in HRM Designated Groups – Women, minorities, aboriginals, disabled Canadian Human Rights Commission – Upholds CHRA (Act) Pay Equality – fair pay for individual women employees (male vs. female electrician) Pay Equity – fair pay for entire occupations which are dissimilar (nurses vs. electricians) Employment Equity Act: Requires companies to… - Provide its employees with questionnaire that allows them to indicate whether they belong to a designated group - Identify jobs in which percentage of members of designated groups fall below their availability in the market - Communicate information on employment equity to employees and consult/collaborate - Identify possible barriers in existing employment systems that may be limiting the employment opportunities of members of designated groups - Develop an employment equity plan aimed at promoting equitable workplace - Make all reasonable efforts to implement plan - Monitor, review, and revise plan - Prepare annual report on its employment equity data and activities Implementation of Employment Equity in Organizations: 1) Senior Management Commitment 2) Data Collection and Analysis a. Stock Data – shows status of designated groups in occupational categories and compensation levels b. Flow Data – data that provide a profile of employment decisions affecting designated groups c. Underutilization – term applied to designated groups that are not utilized or represented in employer’s workforce proportional to their numbers in labour market d. Concentration – designated groups whose numbers in a particular occupation or level are high relative to their numbers in labour market 3) Employment Systems Review 4) Establishment of a Workplan a. Numerical goals with time frames b. Explanations about proposed improvement in the hiring, training, and improve their distribution throughout the organization c. Descriptions of specific activities to achieve numerical goals d. Outline of monitoring and evaluation procedures to follow program implementation 5) Implementation 6) Evaluation, Monitoring, and Revision Chapter 4 – Job Analysis Relationship between HRM and Job Requirements - Recruitment - Selection - Training and Development - Performance Appraisal - Compensation Management Preparing for a Job Analysis - Determine how work is organized - Determine uses of job analysis - Identify jobs to be analyzed Process of Job Analysis: - Prepare - Identify Sources of
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