Textbook Notes (362,815)
Canada (158,059)
Management (796)
MGM101H5 (354)
Chapter 9

Chapter 9- Human Resource Management.docx

8 Pages
Unlock Document

University of Toronto Mississauga
Dave Swanston

Chapter 9- Human Resource Management Working with People is the Beginning  Human Resource Management- The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals Developing the Ultimate Resource  HR management is receiving increased attention due to the shift from traditional manufacturing industries to service and high-tech manufacturing industries that require highly technical skills  HR should streamline its core responsibilities and align its efforts with the company’s vision and customer need to take advantage of unique qualifications that will enable it to provide strategic value to the company and the company’s customers  HR function is the responsibility of all managers The Human Resource Challenge  Challenges with HR:  Managing demographics (aging workforce)  Improving leadership development  Managing work-life balance  Transforming HR into a strategic partner  Five steps to overcome HR challenges: 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 the dedicated teams 5. Secure support from top management  Three opportunities facing HR professionals: 1. To be relentless in ensuring that every undertaking is well sponsored and has positive business impact 2. To be a catalyst for constructive change by building on the strengths of the organization 3. To build integrated and aligned people systems that differentiate the organization in the marketplace and that can be self-managed Determining Human Resource Needs Five steps in the HR planning process/strategy: 1. Prepare HR inventory  Information about organization’s employees to determine whether labour force is technically up to date, thoroughly trained, etc 2. Prepare job analysis  Job Analysis- A study of what is done by employees who hold various job titles; necessary to recruit and train employees with necessary skills to do the job and result: o Job Description- (Statements about the job) A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions o Job Specifications- (Statements about the person who does job) A written summary of the minimum qualifications required of workers to do particular job 3. Assess future HR demand  Since technology changes rapidly, training programs must start early to ensure trained people are available when needed 4. Access future HR supply  Since labour force is shifting, getting older, and becoming more technically oriented; increased shortages of some workers and oversupply of others 5. Establish a strategic plan  Recruitment, selection, training and development, evaluation, compensation, scheduling, and career management for the labour force Strategic Human Resource Plan Recruiting Employees from a Diverse Population  Recruitment- Set of activities used to obtain sufficient number of right people at the right time  Recruiting has become difficult due to several reasons:  Keeping employees becomes difficult when organizations have policies that demand promotions from within, operate under union contracts, or offer low wages  Legal guidelines that surround hiring practices (The Canadian Human Rights Act)  Hire employees who are not only skilled but also fit in with culture + leadership style of the organization  When people with necessary skills are not available, workers must be hired and trained  HR managers turn to many sources for assistance to deal with HR difficulties:  Way in which small businesses can address their recruiting needs: page 206 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 individuals and the organization (expensive process)  Five steps of the selection process: 1. Obtaining Application Forms  Legal guidelines limit kind of questions on application form  Application forms indicate qualifications directly related to the requirements of job  Screening process is developed to select and hire candidates 2. Conducting Interviews  Managers must ask all candidates the same questions to fairly compare answers and questions must not include any form of discrimination 3. Giving Employment Tests  Used to measure basic competencies in specific job skills and help evaluate applicants’ personalities and interests 4. Confirming Background Information  Help identify which candidates are most likely to succeed in given position 5. Establishing Trial (Probationary) Periods  Hire employee conditionally to enable person to prove worth on job and after probationary period, firm may permanently hire/fire employee  Hiring Contingent Workers  Contingent Workers- A cost effective hiring method in which workers who do not have regular, full time employment such as part time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students  Reason for contingent works= need for employees  Receive few benefits and earn less than permanent workers Training and Developing Employees for Optimum Performance  Training and Development- All attempts to improve productivity by increasing an employee’s ability to perform; training= short term skills and development=long term abilities  Includes three steps: 1. Assessing needs of organization and the skills of the employees to determine training needs 2. Designing training activities to meet the identified needs 3. Evaluating effectiveness of the training  Training and Development Programs include:  Employee Orientation- Activity that introduces new employees to the organization, employees, supervisors, and policies, practices, values and objectives of firm  On-the-job training- Training in which the employee immediately begins tasks and learns by doing or watches others for a while and then imitates them, at the workplace  Apprenticeship programs- Training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedure of a craft  Off-the-job training- Training that occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development  Online training- Training programs in which employees “attend” classes via the internet  Vestibule training- Training done in schools where employees are taught on equipment similar to that used on the job  Job simulation- The use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job  Management Development  Management Development- The process of training and educating employees to become good managers and then monitoring the process of their managerial skills  Most management training programs include: o On the job coaching- Senior managers coaches lower level manager o Understudy positions- Selected employees work as assistants to higher level managers until they are ready to assume such positions themselves o Job rotation- Managers are given assignments in variety of departments to learn about different functions of the organization o Off the job courses and training- Managers go to schools/seminars to hone technical and human relations skills  Empowering Workers  Empowering employees means giving employees the authority (the right to make decisions without consulting the manager) and responsibility (the requirement to accept the consequences of one’s actions) to respond quickly to customer requests  Enabling- Giving workers the education and tools they need to make decisions; key to success of empowerment  Networking  Networking- The process of establishing and maintain contacts with key managers in one’s own organization and other organizations and using those contacts to weave strong relationships that serve as informal development systems  Mentor- An experienced employee who supervises, coaches, and guides lower level employees by introducing them to the right people and generally being their organizational sponsor  Diversity in Management Development  Companies that take the initiative to develop female and minority managers understand three crucial principles: 1. Grooming women and minorities for management positions isn’t about legality/morality; it is about bringing ore talent in the door- key to long term profitability 2. The best women and minorities will become harder to attract and retain so companies that start now will have an edge later 3. Having more woman and minorities at all levels means that businesses can serve
More Less

Related notes for MGM101H5

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.