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MGTA01H3 (583)
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Chapter 9

Chapter 9.doc

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University of Toronto Scarborough
Management (MGT)
H Laurence

Chapter 9 Managing Human RelationsoHuman resource management set of organizational activities directed at attracting developing and maintaining an effective workplaceThe Strategic importance of RMoHuman resources are critical for effective organizational functioningoPoor HR planning can result in sprits of hiring followed by layoffscostly in terms of unemployment compensations payments training expenses and moraleHuman Resource PlanningoStarting point of attracting qualified HR is planningoInvolved job analysis and forecasting the demand for and supply of labouroJob analysis detailed study of the specific duties in a particular job and the human qualities required for that jobJob description lists the duties of a job its working conditions and the tools materials and equipment used to perform itJob specification skills abilities and other credentials needed for the joboForecasting HR Demand and SupplyoAfter mangers understand the job that needs to be performed they start planning for HRoManager access trends in pas HR usage future plans and general economic trendsoForecasting the supply of labour involves forecasting internal supplythe number and type of ppl who will be in the firm at some future date forecasting external supplythe number and type of ppl who will be available for hiring from the labour market at largeoReplacement Charts an HR technique the lists each important managerial position who occupies it how long he or she will probably stay in it for before moving on and who by name is qualified or soon will be qualified to move into itoAllows ample time to plan experiences for ppl identified as potential successors oSkills inventories some organizations have employee information systems or skills inventoriesoMatching HR Supply and Demand after comparing future demand and internal supply m
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