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Chapter 9

Chapter 9 Notes


Department
Management (MGT)
Course Code
MGTA01H3
Professor
Chris Bovaird
Chapter
9

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Chapter 9 Notes: Managing Human Resources
The Foundations of Human Resource Management
Human Resource Management: Set of organizational activities directed at
attracting, developing, and maintaining an effective workforce
The Strategic Importance of HRM
Critical for effective organization
Poor human resource planning = layoffs = unemployment compensation, training
expenses
Human Resource Planning
Involves job analysis and forecasting the demand for and supply of labour
Job Analysis
A detailed study of the specific duties in a particular job and the
human qualities required for that job
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 kills, education, and
experience needed to perform a job
Forecasting HR Demand and Supply
Assess trends in past HR usage, future organizational plans and
general economic trends
2 tasks: forecasting internal and external supply of labour
Internal supply: The number and type of employees who will
be in the firm at some future date
External supply: the number and type of people who will be
available for hiring from the labour market at large
oSimple approach is to adjust present staffing lvl for
anticipated turnover and promotions
Replacement chart: 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 is now qualified or soon will be
qualified to move into it
Allows ample time to plan developmental experiences for
people identified as potential successors
Skills inventories: aka employee information systems.
Computerized system that contain information on each employees
education, skills, work experience, and career aspirations
Can quickly locate every employee who is qualified to fill a
position
Matching HR Supply and Demand
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Managers can predict shortfalls or overstaffing
Shortfall is predicted = hire more, or transfer employees to different area
Overstaffed = stop hiring, encourage early retirement and lay off
Staffing the Organization
Recruiting Human Resource
Recruiting: The phase in the staffing of a company in which the firm seeks
to develop a pool of interested, qualified applicants for a position
2 types of recruitment: Internal and External
Internal Recruiting: considering present employees as candidates
for job openings
Promotion can help build morale + keep high quality employees
from leaving
External Recruiting: Attracting people outside the organization to
apply for jobs.
Methods: advertising, campus interview, employment agencies
etc
Job fair allows candidates and employers talk face-to-face
oCheaper than posting jobs with agency or headhunter
Internship: A short- term paid position where students focus
on a specific project
Selecting Human Resources
Validation: The process of determining the predictive value of information
Application Form
Efficient method of gathering information about the applicants previous
work history, education etc
Tests
Tests of ability, skill, aptitude or knowledge relevant to the job
Increases the chance of hiring high- performing employees
Interviews
Sometimes a poor predictor of job = bias
Interviewer would ask curveball questions to see how candidates think on
their feet
Improve interview validity by training interviewers and increase the
structure of the interview
Other Techniques are used during selections such as physical and drugs tests
Developing Human resources
Orientation -> assessment of training and development needs -> training techniques
and methods
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