Human Capital
The economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments - is essential to any organization's long-term performance success
Attracting a quality workforce
Includes human resource planning, recruitment, and selection
Developing a quality workforce
Includes employee orientation, training and development, and career planning and development
Maintaining a quality workforce
Includes management of employee retention and turnover, performance appraisal, and compensation and benefits
Human Resource Management is the process of
Attracting, developing and maintaining a high-quality workforce
Discrimination
Occurs when someone is denied a job or job assignment for reasons not job relevant
Employment Equity Act
An effort to give preference in employment to Aboriginals, women, visible minorities, and people with special physical/mental disability
Reverse discrimination
Issue raised about the potential for members of majority population
Bona Fide Occupation Qualifications
Criteria for employment that can be clearly justified as being related to person's capacity to perform a job
Sexual Harassment
Behaviour of a sexual nature that affects a person's employment situation
Pay equity and comparable worth
Persons performing jobs of similar importance should be paid at comparable levels
Part-time workers & Independent contractors
Workers hired on temporary contracts and not part of the organization's permanent workforce, and are not covered under basic employment standards legislation
Workplace privacy
RIght to privacy while you work
Human Resource Planning
Analyzes staffing needs and identifies actions to fill those needs
Job descriptions
Detailing duties and responsibilities of job holder
Job specification
Listing qualifications required of job holder
Recruitment
A set of activities designed to attract a qualified pool of job applicants to an organization
3 steps to the recruitment process
1. Advertisement of a job vacancy
2. Preliminary contact with potential job candidates
3. Initial screening to create a pool of qualified applicants
External recruitment
Candidates are sought from outside the hiring organization. Brings in outsiders with fresh perspectives and specialized expertise not available internally
Internal recruitment
Candidates are sought from within the organization. Less expensive, deals with persons whose performance records are well established, builds loyalty and motivation
Traditional Recruitment
Candidates receive information only on most positive features in the hope of "selling" the organization. Unrealistic expectations may result in costly turnover when new hires leave prematurely (lost productivity, additional recruiting costs)
Realistic Job Previews
Candidates receive all pertinent information before the job is accepted. Individual is better prepared to handle the new job, has a higher level of job satisfaction, less inclined to quit prematurely
Selection Process
1. Formal Application
2. Interview or site visit
3. Testing
4. Reference Checks
5. Physical Exam
6. Final Analysis and decision to hire or reject
Work sampling
Evaluates a person's performance on a set of tasks that replicate those required in the job under consideration
An assessment center
Evaluates a person's potential by observing his/her performance in simulated work situations
Reliability
Device measures consistently over repeated uses
Validity
Demonstrable relationship between a person's rating on a selection device and eventual job performance
Socialization
the process of influencing the expectations, behaviour, and attitudes of a new employee in a way considered desirable by the organization
Training
A set of activities that provides the opportunity to acquire and improve job-related skills
Orientation
Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization
On-the-job Training
Job rotation, coaching, mentoring, modeling
Off-the-job Training
Management development or training to improve knowledge and skills in the management process
Performance management systems
Ensure that performance standards and objectives are set, performance is regularly assessed, and actions are taken to improve future performance
Performance appraisal
The process of formally assessing someone's work accomplishments and providing feedback. Serves two basic purposes: Evaluation & Development
Evaluation
Where people stand relative to objectives and standards
Development
Assists in training and continued personal development
Performance Appraisal Methods
- Graphic Rating Scales
- Behaviourally anchored rating scales (BARS)
- Critical-incident techniques
- Multi-person Comparisons
Graphic Rating Scales
Checklists of traits or characteristics thought to be related to high job performance. Quick and easy to use; questionable validity and reliability
BARS
Explicit descriptions of actual behaviours that exemplify various levels of performance achievement. More reliable and valid than graphic rating scales; helpful in training people to master important job skills
Critical-Incident Techniques
Running log or inventory of effective and ineffective behaviours. Documents success or failure patterns
Multi-Person Comparisons
Compares person's performance with that of one or more others.
Rank ordering
Each person arranged in order of performance or achievement
Paired Comparison
Each person compared with every other person and rated the superior or weaker member of the pair
Forced distributions
Each person placed into a frequency distribution that requires that a certain percentage fall into specific classifications
Alternatives to supervisory appraisal
- Peer Appraisal
- Upward Appraisal
- 360 degree feedback
Peer Appraisal
People who work regularly and directly with a jobholder involved in appraisal
Upward Appraisal
Subordinates reporting to the jobholder involved in appraisal
360 degree Feedback
Superiors, subordinates, peers, and even internal and external customers involved in appraisal
Career Development
Progression and development of ones career
Career
Sequence of jobs that constitute what a person does for a living
Career Path
Sequence of jobs held over time during a career
Career Planning
Process of systematically matching career goals and individual capabilities with opportunities for their fulfillment
Career Plateau
Position from which someone is unlikely to move to a higher level of work responsibility
Work-life balance
How people nalance career demands with personal and family needs
Compensation and Benefits
Good compensation and benefit systems improve control by attracting and retaining qualified people
Base Compensation
Salary or hourly wages
Fringe Benefits
Additional non-wage or non-salary forms of compensation such as health insurance, retirement plans, etc.
Flexible Benefits
Employees choose from a range of benefit options
Family-friendly Benefits
Childcare, eldercare, flexible schedules, parental leave, part-time employment options
Employee assistance programs
Assistance in dealing with stress, alcohol and substance abuse counselling, referrals for domestic violence and sexual abuse, family and marital counselling
Promotions
Movement of personnel to higher-level positions
Transfers
Movement to a different job at a similar level of responsibility
Retirement
Withdrawal from position or occupation
Termination
Involuntary and permanent dismissal
Collective Bargaining
Process of negotiating, administering and interpreting the labour contract
Labour Contract
Formal agreement between a union and the employer about the terms of work for union members
Unions can create difficulties for management by
- Striking
- Boycotting
- Picketing
Striking
Refusing to come to work
Boycotting
Refusing to buy employer's products or services and asking others to do the same
Picketing
Post and carry signs complaining about employer's treatment of workers
Management can create difficulties for unions by
- Using Lockouts
- Hiring Strike-breakers
- Seeking injunction
Lockouts
Refusing to let employees come to work
Strike-Breakers
Non-union workers doing striker's job
Injunction
Court order requiring strikers to return