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MHR 523 Chapter Notes -Human Relations Movement, Workforce Planning, Videotelephony


Department
Human Resources
Course Code
MHR 523
Professor
Kristyn Scott

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MHR 523-Human Resources Management in Canada
Chapter 1- The Strategic Role of Human Resources Management
Human Resources Management (HRM): the management of people in organizations to
drive successful organizational performance and achievement of the organization’s
strategic goals
Human Capital: the knowledge, education, training, skills, and expertise of an
organization’s workforce
Operational Responsibilities: skills, administrative tasks, reactive, collecting
metrics/measurements, working to achieve goals and objectives, following the
laws/policies/ and procedures, employee focus, explaining benefits to employees,
setting up training sessions for employees, administering the salary/wage plan, always
doing things the same way, works within the organization culture
Outsourcing: the practice of contracting with outside vendors to handle
specified functions on a permanent basis
Strategic Responsibilities: concepts, planning, proactive, analyzing
metrics/measurements, setting the goals and objectives, interpreting/establishing/and
revising the laws/policies/ and procedures, organizational focus, designing benefit plans
that help the organization achieve its missions and goals, assessing training needs for the
entire organization, workforce planning and building relationships with external
resources, creating a pay plan that maximizes employees’ productivity/morale/and
retention, recognizing that there may be better ways of doing thing; recognizing how
changes affect the entire organization, attempts to improve the organizational culture
Strategy: the company’s plan for how it will balance its internal strengths and
weaknesses with external opportunities and threats in order to maintain a
competitive advantage
Environmental Scanning: identifying and analyzing external opportunities and
threats that may be crucial to the organization’s success
Metrics: statistics used to measure activities and results
Balanced Scorecard: a measurement system that translate an organization’s strategy
into a comprehensive set of performance measures
Environmental Influences
External Factors
Economic
o Productivity: the ratio of an organization’s output to its inputs
o Primary Sector: agriculture, fishing and trapping, forestry, and mining

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o Secondary Sector: manufacturing and construction
o Tertiary or Service Sector: public administration, personal and business
services, finance, trade, public utilities, and
transportation/communications
Workforce:
o Increasing workforce diversity
Traditionalists/Silent Generation: individuals born before 1946
Baby Boomers: individuals born between 1946 and 1964
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
Generation X: individuals born between 1965 and 1980
Generation Y: individuals born since 1980
Demographic:
o Education
o Technology: twitter, Facebook, video conferencing, data control, ethics

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o Government: laws, policies, jurisdictions
o Globalization: the emergence of a single market for most products and
services
Environmental concerns: global warming, pollution, climate change, extinction of
wild life, carbon footprint, etc.
Internal Factors
o Organizational Culture: the core values, beliefs, and assumptions that are
widely shared by members of an organization
o Organizational Climate: the prevailing atmosphere that exists in an
organization and its impact on employees
o Empowerment: providing workers with the skills and authority to make
decisions that would traditionally be made by managers
Brief History of HRM
Scientific Management: Concern of Production
o Scientific Management: the process of ―scientifically‖ analyzing
manufacturing processes, reducing production costs, and compensating
employees based on their performance levels
The Human Relations Movement: Concern for People
o Human Relations Movement: a management philosophy based on the
belief that the attitudes and feelings of workers are important and
deserve more attention
The Human Resources Movement: Concern for People and Productivity
o Human Resources Movement: a management philosophy focusing on
concern for people and productivity (4 phases)
HR professionals are certified by provincial HR associations that together form the
Canadian Council of Human Resources Associations (CCHRA), regulates the human
resources profession in Canada has a code of ethics for HR professionals
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