Textbook Notes (363,212)
Canada (158,271)
MGTA01H3 (583)
Chapter 9

Chapter 9 notes (What I used to study for final)

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University of Toronto Scarborough
Management (MGT)
Chris Bovaird

CHAPTER 9 Human Resource Management: set of organizational activities directed at attracting, developing, and maintaining an effective workforce - huge impact on a firms bottom line performance - poor HRM can result in spurts of hiring followed by layoffs which is expensive - the first step of HRM is planning which involves job analysis and forecasting Job analysis: a detailed study of the specific duties in a particular job and the human qualities required for that job - made up of two parts: Job description: the objectives, responsibilities, and key tasks of a job; the conditions under which it will be done; its relationship to other positions; and the skills needed to perform it Job specification: the specific skills, education, and experience needed to perform a job - once the HRM has this he must use info such as trends in the past HR usage, future organizational plans and general economic trends to plan what he will do in the future - requires two tasks: Forecasting internal supply the number and type of employees who will be in the firm at some future date Forecasting external supply the number and type of people who will be available for hiring from the labour market at large - this allows companys to spot areas where there will be too many qualified professionals competing for too few promotions or too few good people available to fill important positions Replacement charts: an HR technique that lists each important managerial position, who occupies it, how long he or she will probably stay in it before moving on, and who (by name) is now qualified or soon will be qualified to move into it - allows time to find a successor Employee information systems (skills inventories): computerized systems that contain information on each employees education, skills, work experience, and career aspirations - to find information on external supply of labour, HRM must rely on government records - after comparing future demand and internal supply, managers can manage predicted shortfalls or overstaffing - top three characterisitics employers look for: good work ethic, reliability, and willingness to stay on the job - once a HR has an idea of its future needs, it needs to start recruiting www.notesolution.com
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