MGMT1001 Chapter Notes - Chapter 10: Trade Union, W. M. Keck Observatory, Work Unit
Human Resource
1. Human resource is important because:
✓ it is a significant source of competitive advantage
✓ a part of organisational strategy
✓ can boost organisational performance and individual performance (a good HR)
2. High-performance work practices are work practices that can lead to both high individual
and organisational performance
Examples: self-managed teams, decentralised decision-making, flexible job assignments,
open communication, performance based compensation, extensive employee involvement,
employee autonomy, easily attainable information.
3. HRM Process: Selection, training, and retaining employees.
Selection: selection, recruitment, HR planning, decruitment
Training: orientation, training
Retaining: performance management, compensation and benefits, career development
4. External Factors that Affect HRM Process
✓ Economy. Ex: economic downturn
✓ Labour unions: an organisation that represents workers and seek to protect their
interest through collective bargaining.
Influences: wage and effort outcome, a security system with employers (whom he or
she hires and whether employees must join the union), administration of rules (work
conditions and procedures), political power (urge the establishment of a certain
legislatio for laour’s iterest
✓ Industrial relations laws and legislations
Idustrial relatios: the foral iteratios etwee uios ad a orgaisatio’s
management. Together they establish legislations and act (but the government has
more influence and power over this legislation compared to labour union)
Ex: Age discrimination act 2004, fair work act, work health and safety act 2011,
workplace gender equality 2012, Canadian human rights act.
PS: managers need to be aware of the specific laws and regulations that apply in the
particular country they work in.
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5. Human Resource Planning: the process that managers ensure that they have the right
number and kinds of capable people in the right places and at the right time. This process
can help prevent talent shortages and surpluses.
a. Current Assessment of HR
Reviewing the HR inventory (what talents and skills), make a job analysis (job duties),
revise job description (written statement of what the job does, how it is done and why it
is done) and job specification (minimum qualifications).
b. Meeting Future HR Needs
Future HR is deteried y the orgaisatio’s issios, goals, ad strategies. Advance
planning of HR is essential, because even in times of high unemployment there are
certain categories of employees with highly sought-after skills that will be difficult to
obtain.
After assessing both current capabilities and future needs, managers can estimate areas in which
the organisation will be understaffed or overstaffed.
6. Recruitment and Decruitment (next step after HR planning)
✓ Recruitment: the process of locating, identifying and attracting capable applicants
Main sources of potential job candidates
• Internal search
Advantages: low cost, builds employee morale, candidates are familiar with
organisation.
Disadvantages: limited supply
• Advertisements
Advantages: wide distributions, can be targeted specific groups.
Disadvantages: generates many unqualified candidates
• Employee referrals
Advantages: generate strong candidates
Disadvantages: may not increase diversity and mix of employees.
Considered to be the best method as potential candidates are pre-screened by
current employees.
• Employment agencies
Advantages: wide contacts, careful screening, short-term guarantees often given.
find more resources at oneclass.com
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Document Summary
Human resource: human resource is important because: it is a significant source of competitive advantage. Can boost organisational performance and individual performance (a good hr) High-performance work practices are work practices that can lead to both high individual and organisational performance. Examples: self-managed teams, decentralised decision-making, flexible job assignments, open communication, performance based compensation, extensive employee involvement, employee autonomy, easily attainable information: hrm process: selection, training, and retaining employees. Retaining: performance management, compensation and benefits, career development: external factors that affect hrm process. Labour unions: an organisation that represents workers and seek to protect their interest through collective bargaining. I(cid:374)dustrial relatio(cid:374)s: the for(cid:373)al i(cid:374)tera(cid:272)tio(cid:374)s (cid:271)etwee(cid:374) u(cid:374)io(cid:374)s a(cid:374)d a(cid:374) orga(cid:374)isatio(cid:374)"s management. Together they establish legislations and act (but the government has more influence and power over this legislation compared to labour union) Ex: age discrimination act 2004, fair work act, work health and safety act 2011, workplace gender equality 2012, canadian human rights act.
