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Chapter 9

MGTA03 Chapter 9

10 Pages
97 Views

Department
Management (MGT)
Course Code
MGTA01H3
Professor
Chris Bovaird

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Chapter 9 – 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
Human resources/personnel is critical for effective organizational functioning
HRM has been growing in past years and is continuing to grow as it is recognized
to be valuable for improving productivity, it has increased legal complexities, and
the many costs that arise from bad human resource management
Poor human resource planning can lead to layoffs – expensive unemployment
costs and training expenses
There is a ‘Chief Human Resource Executive who is directly accountable to CEO
Firms are establishing strategic human resource plans along with their strategic
planning activities
Human Resource Planning
The starting point in attracting qualified human resources is planning
1) Job AnalysisA detailed study of the specific duties in a particular job and the
human qualities required for that job. Necessary for appropriate selection
methods, etc.
~Job Description: The objectives, responsibilities, and key tasks of a job. The
conditions under which it will be done, its relation to other positions and the skills
needed to perform it
~Job Specification: The specific skills, education, and experience needed to perform
a job
2) Forecasting HR Demand and Supply
Managers start by assessing the trends in past HR usage, future
organization plans and general economic trends
Sales forecast and historical ratios can be used to predict demand for
employees
Large organizations use more complicated models to assess
To forecast the supply of labour:
www.notesolution.com
~Forecast the internal supply of labour: the number and type of employees
who will be in firm at future date
~Forecast the external supply of labour: the number and type of people who
will be available for hiring from the labour market at labour market at large
The simplest approach is to adjust present staffing levels for anticipated
turnovers and promotions
Forecasting can help companies spot where there will be too many
overqualified professionals or too few spots
Replacement Chairs: An HR technique that lists each important
managerial position, who occupies it, how long he or she is planning to
stay in it and who is qualified to move into it. This is good to help identify
potential successors
Skills Inventories/ Employee Information SystemsComputerized
systems that contain information on each employee’s education, skills,
work experience and career aspirations. They are computerized and can
easily be located. Can quickly locate who can fill the position.
However, to get an idea of external supply of labour, need to depend on
outside sources, government reports, information and statistics
Matching HR Supply and Demand
Managers make plans to determine overstaffing and shortfalls
If there is a shortfall, new employees can be hired, present employees transferred
to understaff areas, individuals convinced to not retire yet, the external labour
supply force helps to recruit individuals in labour market
If there is overstaffing, extra employees can be transferred, encouraging early
retirement, layoff, etc.
Staffing the Organization
Managers need to find and hire individuals who meet the job requirements
Favourable characteristics of employees are good work ethic, reliability and
willingness to stay on the job
Recruiting Human Resources
Recruiting: The phase in the staffing of a company in which the form seeks to
develop a pool or interested, qualified applicants for a position
1) Internal Recruiting: considering present employees as candidates for job
openings. Promotion within the company can help build morale and keep
high quality employees from leaving. In unionized firms, kills inventory
can help determine or managers can recommend.
www.notesolution.com
2) External Recruiting: Attracting people outside the organization to apply
for the job. Done by advertising, campus interviews, job fair, etc.
3) Internships A short term paid position where students focus on a
specific project. Offers college and university students, if it works out
well, will be rehired.
Selecting the Human Resources
The intention of the selection process is to gather information
from applicants that will predict their job success and then hire the most
successful candidates
Validation: The process of determining the predictive value of
information
Managers use a variety of selection techniques
Application Forms is the first step and need to be filled out. It is
efficient way of gathering information about the candidate’s educational
background, work history and anything job related. This should determine if
candidate should be further evaluated / interviewed.
Tests are also done to test skills, aptitude and knowledge relevant
to the job. All candidates are giving same conditions and test. Many managers
require candidates to be tested. Tests must be non discriminant.
Interviews are a popular selection device, but is a poor predictor
of job success because it is bias and based on how candidates are perceived
and judged through first meeting. Interview validity can be improved with
training interviewers and doing a structural interview. A structural interview
has questions written in advance. Interviewers can ask ‘curveball questions,
that they would never expect to evaluate their strengths and weaknesses
Other techniques vary with other circumstances. Polygraph tests
are illegal now and so are drug tests. Before, they were requested to new
employees but they were judged as being discriminatory.
The general steps of the selection process is the resume, screening
interview, reference check, the interview and the job offer
Developing the Human Resources
Most employees need additional training if they grow and develop into their jobs.
New Employee Orientation
www.notesolution.com

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Description
Chapter 9 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 Human resourcespersonnel is critical for effective organizational functioning HRM has been growing in past years and is continuing to grow as it is recognized to be valuable for improving productivity, it has increased legal complexities, and the many costs that arise from bad human resource management Poor human resource planning can lead to layoffs expensive unemployment costs and training expenses There is a Chief Human Resource Executive who is directly accountable to CEO Firms are establishing strategic human resource plans along with their strategic planning activities Human Resource Planning The starting point in attracting qualified human resources is planning 1) Job Analysis A detailed study of the specific duties in a particular job and the human qualities required for that job. Necessary for appropriate selection methods, etc. ~Job Description: The objectives, responsibilities, and key tasks of a job. The conditions under which it will be done, its relation to other positions and the skills needed to perform it ~Job Specification: The specific skills, education, and experience needed to perform a job 2) Forecasting HR Demand and Supply Managers start by assessing the trends in past HR usage, future organization plans and general economic trends Sales forecast and historical ratios can be used to predict demand for employees Large organizations use more complicated models to assess To forecast the supply of labour: www.notesolution.com
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