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Chapter 10

COMMERCE 1E03 Chapter Notes - Chapter 10: Ageism, Flextime, Golden Handshake


Department
Commerce
Course Code
COMMERCE 1E03
Professor
Rita Cossa
Chapter
10

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Commerce 1E03
Chapter 10 Notes
WORKING WITH PEOPLE IS JUST THE BEGINNING
Human Resource Management (HRM): is the process of determining human
resources need and then recruiting, selecting, developing, motivating, evaluating,
compensating and scheduling employees to achiever organizational goals.
SEE HUMAN RESOURCE MANAGEMENT FIGURE ON PAGE 258
DEVELOPING THE ULTIMATE RESOURCE
Employees are the “ultimate resource”
People develop the ideas that eventually become the products that satisfy
consumers’ wants and needs
Qualified employees are scarcer today and that makes recruiting more difficult
David Weiss, a partner of GSW consultant, states that as companies are beginning
to shed outdated processes and unprofitable lines of business, HR is in danger of
extinction if it continues to rely solely on recruiting, employee relations, and
compensation and training.
THE HUMAN RESOURCES CHALLENGE
The ability of businesses to compete in international markets depends on new
products and services, and new levels of productivity (people with good ideas)
Managing talent was the number one human resources challenge worldwide and
there were predictions
In order to create people advantage and overcome some of the human resource
challenges identified, the report suggest five major steps to be taken by companies:
1. Understand the external environment
2. Understand the internal environment
3. Select the most critical human resource topics and set priorities
4. Initiate projects with dedicated teams
5. Secure support from top management
Markets need to be self managed by employers who are willing to accept being
independent in their roles throughout the company
DETERMING YOUR HUMAN RESOURCES NEEDS
FIVE STEPS INVOLVED IN THE HUMAN RESOURCES PLANNING PROCCESS:
1. Prepare a human resources inventory of the organizations employees:
this inventory should include ages, names and education, capabilities, etc.
2. Prepare a job analysis. Job Analysis: a study of what is done by employees who
hold various job titles. Job Description: specifies the objectives of the job, the type
of work to be done, the responsibilities and duties, the working conditions, and the
relationship of the job to other functions. Job Specifications: are a written

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summary of the minimum qualifications (e.g., education and skills) required of
workers to do a particular job.
Job descriptions are statements about the job, whereas job specifications are
statements about the person who does the job
3. Assessing future human resources demand: because technology changes rapidly,
training programs must be started long before the need is apparent.
4. Assessing future human resources supply: the labour force is constantly shifting:
getting older, becoming more technically oriented, attracting more women, and so
forth.
5. Establishing a strategic plan: the plan must address recruitment, selection,
training and development, evaluation, compensation, etc.
RECRUITMENT EMPLOYEES FROM A DIVERSE POPULATION
Recruitment: is the set of activities used to obtain a sufficient number of the right
people at the right time.
The result: a pool of qualified applicants
Recruiting is very difficult, for several reasons:
1. Some organizations have policies that demand promotions
2. Legality (i.e. not hiring a woman)
3. Emphasis on corporate culture to hire people who not only are skilled but also fit
in the culture and leadership of the organization
4. People with necessary skills are not available, which makes training more needed
for unskilled workers
Since recruiting is difficult, human resources turn to many sources for assistance
Internal sources: include employees who are already within the firm and using
employees to recommend who to hire (inexpensive way to recruit someone)
SELECTING EMPLOYEES WHO WILL BE PRODUCTIVE
Selection: the process of gathering information and deciding who should be hired,
under legal guidelines for the best interests of the individual and the organization
Selection is expensive because it involves interview time, medical exams, training
costs, unproductive time spent learning the job, moving expenses, etc.
A typical selection process involves 5 steps:
1. OBTAINING COMPLETE APPLICATION FORMS: legal guidelines limit the kinds of
questions that may appear on an application form. Forms help the employer
discover the applicants educational background, past work experience, career
objectives, and other qualifications.

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2. CONDUCTING INITIAL AND FOLLOW UP INTERVIEWS: if the interviewer
considers the applicant a potential employee, the manager who will supervise the
new employee interviews the applicant as well. Questions are delicate in this
process, for example, asking an applicant about his/her family background, children,
and family planning are prohibited.
3. GIVING EMPLOYMENT TESTS: organizations use tests to measure basic
competencies in specific job skills (e.g. word processing) to help evaluate applicants
personalities and interests.
4. CONFIRMING BACKGROUND INFORMATION: most organizations now confirm a
candidates work record, school record, credit history, and references more carefully
than they have in the past. Background checks help an employer identify which
candidates are most likely to succeed in a given position.
5. ESTABLISHING TRIAL (PROBITIONARY) PERIODS: often an organization will hire
an employee conditionally, this enables the person to prove his/her worth to the
job.
The selection process is long and difficult but it worth the effort to select new
employees carefully because of the high costs of replacing workers
HIRING CONTINGENT WORKERS
Contingent Workers: workers who do not have regular, full time employment. (i.e.
part time workers -30 hours, temporary workers, seasonal workers, independent
contractors, interns, and co-op students)
Companies may also look to hire contingent workers when full-time employees
are on some type of leave (such as maternity leave), when there is a peak demand
for labour (basically when there is a high need for workers)
Contingent workers receive few benefits; they are rarely offered health insurance,
vacation time, or private pensions.
Many people find that temporary workers offer them a lot more flexibility
TRAINING AND DEVELOPING EMPLOYEES FOR OPTIMUM PERFORMANCE
Employers find that spending money on training is money usually well spent.
A quality training program could lead to higher retention rates, increased
productivity, and greater job satisfaction among employees
Training and Development: include all attempts to improve productivity by
increasing an employee’s ability to perform.
Training focuses on short-term skills, whereas development focuses on long term
abilities.
TRAINING AND DEVELOPMENT INVOLVE THREE STEPS:
1. Assessing the needs of the organization and the skills of the employees to
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