Textbook Notes (231,082)
CA (157,489)
UTSG (11,197)
Rotman Commerce (1,054)
RSM100Y1 (432)
Yu Wang (8)
Chapter

RSM100Y1 Chapter Notes -Instructional Design, Value Proposition, Formal System

24 Pages
134 Views
Fall 2010

Department
Rotman Commerce
Course Code
RSM100Y1
Professor
Yu Wang

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CHAPTER 2: LEGAL CONTEXT FOR HRM
Direct Discrimination: Policies or practices that clearly make a distinction based on a
prohibited ground.
Indirect Discrimination: When policies or practices appear neutral but have an adverse effect
on the basis of prohibited ground.
Adverse Impact: when selection rate for a particular group is lower than that for the relevant
comparison group
1977, Canadian Human Rights Act protects from discrimination based on prohibited grounds
ALL INDIVIDUALS HAVE AN EQUAL CHANCE OF BEING HIRED, KEEP A JOB,
GET PROMOTION, OR RECEIVE OTHER WORK BENEFITS REGARDLESS OF
PERSONAL CHARACTERISTICS INCLUDING:
-Race / Colour
-National / Ethnic Background
-Religion
-Sexual Orientation
-Age
-Marital Status
-Sex
-Family Status
-Physical or Mental Disability
-Pardoned Conviction
1982, Charter of Rights and Freedoms first constitutional recognition of right to equality
-equality of men and women
-aboriginal ppls rights
-seek employment anywhere in Canada
-use either official language
1986, Employment Equity Act eliminated employment barriers for
-Women
-Visible minorities
-Arboriginal ppl
-Persons with disabilities
1988, Official Languages Act
2004, Personal information Protection and Electronic Documents Act (PIPEDA) Safeguard
employee privacy by saying how companies can collect, use, and disclose information about
individuals.
www.notesolution.com
Employment Standards Legislation: minimum standards employees receive
Canadian Human Rights Commission (CHRC) provides individuals under federal legislation
the right to resolve complains of discrimination.
most cited complaint: disability (wide range: drugs/alcohol/ physical/ mental/ learning
related/ sensory, etc)
Bona Fide Occupational Requirement (BFOR) necessary requirement for performing a job
Duty to Accommodate: Employer’s duty to consider how an employee’s characteristics such as
disability, religion, or sex can be accommodated and to take action so the employee can perform
the job.
extends to the point of undue hardship: the very survival of the business would be
threatened or essentially changed:
ofinancial cost
ocurrent collective agreement
olowered moral on other employees
oflexibility of the work force/facilities
osufficient risk
Sexual Harassment
-Unwelcome advances, requests for sexual favours, and other verbal or physical conduct
of a sexual nature in the work environment.
-Examples:
oQuestion/discussion about a person’s sexual life
oComments about sexual attractiveness
oContinuing to ask for date after being refused
oSexually suggestive notes
oTelling a woman she should not be performing a certain job
-Quid Pro Quo Harassment: a person makes a benefit/punishment contingent on an
employee’s submitting to/rejecting sexual advances.
-Hostile Work environment: when unwelcome sexual conduct make it difficult for a
person of a particular sex to work
odirty jokes, vulgar slang, nude pictures, personal ridicule
oCourts use a Reasonable Person Test
Workplace bullying is illegal in Quebec encompasses physical harm, rudeness, gossip,
yelling, calling home w work demands, etc.
www.notesolution.com
CHAPTER 4: ANALYZING WORK & DESIGNING JOBS
Work Flow design : analyzes the tasks necessary for production of product or service
output of process : What is provided
activities involved
inputs
raw inputs
equipment
Human Resources
JOB ANALYSIS: process of getting detailed information about jobs by determining tasks,
duties and responsibilities.
Important for:
owork redesign
oworkforce planning
oselection
otraining
operformance appraisal
ojob evaluation
Work Oriented Job Analysis: focused on work results and listings of various tasks
performed to achieve them
Worker Oriented Job Analysis: focused on overall elements of the job and list visual,
interpersonal, sensory, intellectual and physical requirements
Gather information through:
Interviews
Direct observation (job shadow)
disadvantage: may alter behaviour
Structured questionnaires
preset questions
has to be easy to read / understand
Position analysis Question (PAQ)
focus on overall job behaviours
advantages: valid, reliable, easy to use, cost effective
disadvantages: worker oriented, difficult to read and understand
Task inventory
work oriented surveys that break down tasks into their
component tasks
Functional Job Analysis:
what employee does& the outcome of that action
difference between what is done, and what is accomplished
Worker traits inventory
Threshold traits analysis system
www.notesolution.com

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Description
CHAPTER 2: LEGAL CONTEXT FOR HRM Direct Discrimination: Policies or practices that clearly make a distinction based on a prohibited ground. Indirect Discrimination: When policies or practices appear neutral but have an adverse effect on the basis of prohibited ground. Adverse Impact: when selection rate for a particular group is lower than that for the relevant comparison group 1977, Canadian Human Rights Act protects from discrimination based on prohibited grounds ALL INDIVIDUALS HAVE AN EQUAL CHANCE OF BEING HIRED, KEEP A JOB, GET PROMOTION, OR RECEIVE OTHER WORK BENEFITS REGARDLESS OF PERSONAL CHARACTERISTICS INCLUDING: - Race / Colour - National / Ethnic Background - Religion - Sexual Orientation - Age - Marital Status - Sex - Family Status - Physical or Mental Disability - Pardoned Conviction 1982, Charter of Rights and Freedoms first constitutional recognition of right to equality - equality of men and women - aboriginal ppls rights - seek employment anywhere in Canada - use either official language 1986, Employment Equity Act eliminated employment barriers for - Women - Visible minorities - Arboriginal ppl - Persons with disabilities 1988, Official Languages Act 2004, Personal information Protection and Electronic Documents Act (PIPEDA) Safeguard employee privacy by saying how companies can collect, use, and disclose information about individuals. www.notesolution.com Employment Standards Legislation: minimum standards employees receive Canadian Human Rights Commission (CHRC) provides individuals under federal legislation the right to resolve complains of discrimination. most cited complaint: disability (wide range: drugs/alcohol/ physical/ mental/ learning related/ sensory, etc) Bona Fide Occupational Requirement (BFOR) necessary requirement for performing a job Duty to Accommodate: Employers duty to consider how an employees characteristics such as disability, religion, or sex can be accommodated and to take action so the employee can perform the job. extends to the point of undue hardship: the very survival of the business would be threatened or essentially changed: o financial cost o current collective agreement o lowered moral on other employees o flexibility of the work force/facilities o sufficient risk Sexual Harassment - Unwelcome advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature in the work environment. - Examples: o Question/discussion about a persons sexual life o Comments about sexual attractiveness o Continuing to ask for date after being refused o Sexually suggestive notes o Telling a woman she should not be performing a certain job - Quid Pro Quo Harassment: a person makes a benefit/punishment contingent on an employees submitting to/rejecting sexual advances. - Hostile Work environment: when unwelcome sexual conduct make it difficult for a person of a particular sex to work o dirty jokes, vulgar slang, nude pictures, personal ridicule o Courts use a Reasonable Person Test Workplace bullying is illegal in Quebec encompasses physical harm, rudeness, gossip, yelling, calling home w work demands, etc. www.notesolution.com CHAPTER 4: ANALYZING WORK & DESIGNING JOBS Work Flow design : analyzes the tasks necessary for production of product or service output of process : What is provided activities involved inputs raw inputs equipment Human Resources JOB ANALYSIS: process of getting detailed information about jobs by determining tasks, duties and responsibilities. Important for: o work redesign o workforce planning o selection o training o performance appraisal o job evaluation Work Oriented Job Analysis: focused on work results and listings of various tasks performed to achieve them Worker Oriented Job Analysis: focused on overall elements of the job and list visual, interpersonal, sensory, intellectual and physical requirements Gather information through: Interviews Direct observation (job shadow) disadvantage: may alter behaviour Structured questionnaires preset questions has to be easy to read / understand Position analysis Question (PAQ) focus on overall job behaviours advantages: valid, reliable, easy to use, cost effective disadvantages: worker oriented, difficult to read and understand Task inventory work oriented surveys that break down tasks into their component tasks Functional Job Analysis: what employee does& the outcome of that action difference between what is done, and what is accomplished Worker traits inventory Threshold traits analysis system www.notesolution.com Fleishman Job Analysis survey Job Element Method - Job Description: - Job title - Brief description of TDR (task duties and responsibilities) - List of essential duties & detailed specification of the tasks to involved in carrying out each duty Job Specification: qualities of a person performing the job (list of competencies) JOB DESIGN: process of defining the way work will be performed and the tasks that a given job requires Goals: High level of job satisfaction and performance done by industrial engineers Job satisfaction: degree to which an individual feels positively or negatively about various aspects of the job Common Aspects: Pay Tasks Supervision Co-workers Work setting Advancement opportunities Individual Performance Equation: Performance = Ability x Support x Effort Motivating Job Characteristics: - Skill Variety - Task Identity - Task Significance - Autonomy - Feedback MOTIVATION METHODS: Job enlargement: diversifying the tasks Job extension: combining several simple jobs to form a more varied range of tasks Job rotation: moving employees along several different types of jobs www.notesolution.com
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