Mos 1021 Lecture 1

Human resources describes those people or that set of individuals who form the workforce of an organisation, business, industry or economy

Human Resource Management (HRM) is the formulation and implementation of the practices, policies, and systems meant to shape or influence employee behaviours, attitudes, and performance towards achieving organisational goals. “People Practices”.

it is considered a necessary cost, not a source of value, worthwhile investments

Analysing work and designing jobs

workforce planning

recruiting and selection

training and development

performance management

rewards and compensation

creating positive work environment

Also responsible for providing safe and healthy work environments, and proactively meeting legal requirements

Were conducted by Elton mayo and fritz roethlisberger in the 1920s with the workers at the Hawthore plant of western electric company, put an emphasis on socio-physcological aspects of human behaviour in organisations

- looked at the relationship between pay, working hours etc and how this effects behaviour in the work place

Emerges around 1930s George elton mayo, following the hawthorne studies, was a critic of the classical management approaches , pushes HMR to a participating approach, HMR is valuable. It focused on the link between employee satisfaction and well being

Why are people so valuable? Managers and economists see HMR as a necessary expense, rather than a source of valueEconomic value is associated with capital — equipment, technology and facilitiesMore businesses are seeing human capital as the next competitive advantage

Describes an organisation’s employees in terms of those unique characteristics they possess which add value to an organisation. ( needed to operate)

The right people can deliver quality, profitability, customer satisfaction, and sustainable competitive advantage. ( is better than competitors at something and can hold that advantage overtime)

there are not only finical barriers in business, there are barriers to access talent

Employees in todays organisations are NOT interchangeable, easily replaced parts of the system but the source of the companies success or failure

- are valuable

- cannot be imitated

- are rare

-no good substitutions

Effective management of HR can form the foundation of a High Performance work system

-- an organisation in which technology, organisational structures, people and proceses all work together to give an organization a competitive advantage

Strategic HRM is the process of aligning human resources functions with organisational strategy in order to achieve long or short-term organisational goals.

identifying the numbers and types of employees the organization will require to meet its objectives

Collecting and using data to show that human resources practices have a positive influence of companies on the bottom line or key stake holders

Evidence-Based HRM: Using the best evidence available to make management decisions and/or design HRM policies and practices that are most likely to have a positive effect on an organization and its key stakeholders. Uses best evidence available * remote work environments reduce teamwork and collaboration, collaboration is seen as an important element of success (i.e. google)

Improving productivity

globalization

outsourcing/offshoring

mergers/ aquistitons

is the relationship between an organisations outputs( products, info, and services) and its inputs ( people, facilities, equipment, data and materials.

For companies to survive and prosper many need to expand into international markets. Businesses need to develop global markets

Outsourcing: the practice of having another company provide services

Offshoring: refers to the setting up of a business enterprise in another country

Merger: The combining of two or more companies.

Acquisition: a company is taken over by another (HR can help to merge workplaces with there different various cultures)

* expartiates are employees who take assignments in other countries

Problem dependent, is depended on the specifics of the situation

1: administrative services and transactions

2: Business Partner Service

3: Strategic partnership

1: Administrative services and transactions Handling administrative tasks ( for example, processing tuition reimbursement applications and answering questions about benefits) efficiently and quality requires expertise in the task

Developing effective HR systems that help the organisation meet its goals for attracting, keeping and developing people with the skills it needs.Requires an understanding of the business

Contributing to the companies strategy through an understanding of its existing and needed human resources and ways the HR practices can give the company a competitive edge Requires and understanding of the business, its industry, and its competitors ( needs to understand current and future needs) ( what can the HR community help with)

Tear 1: Credible activist

Tear 2: Cultural steward, Talent manager. strategic architect

Tear 3: Business Ally, Operational Executor

Credible activist :

- delivers results with integrity

- shares information

- builds trusting relationships

- influences other , providing candid observation, taking appropriate risks

Cultural steward

- Facilitates change

- Develops and values the culture

- helps employees navigate the culture ( find meaning in their work, manage work/life balance, encourage innovation

Talent manager/ organisational designer

-develops talet

- designs reward system

- shapes the organization

Strategic Architect

- recognises business trends and their impact on the business

- applies evidence based HR

- develops people strategies that contribute to the business strategy

Business ally

- understands how the business makes money

-understands language of the business

Operational executor

- implements workplace polices

- advances HR technology

- administers day to day work of managing people

Organisations rely on HR to create fair policies with regards to hiring, discipline, promotions, benefits, and the other activities of HR ( polices are fair and legal) ( laws within different regions match)

Governments have many laws regarding the treatment of employees, these laws govern such matters of human rights, employment equity, employee safety and health compensation and benefits and employee privacy. Management depends on HR to ensure these laws are being followed.

Companies require a number of tasks to be preformed, tasks are grouped in various formations to create jobs. Job analysis, the process of getting detailed information about jobs. Job Design, is the process of defining the way work will be preformed and the tasks that a given job requires. Job analyse and job design are the main focus of HR

the process through which the organisation seeks applicants for potential employment

the process by which the organizations attempts to identify applicants with the knowledge, skill, ability and other characteristics that will help the organisation achieve its goals

training, a planned effort to enable employees to learn job related knowledge, skills and behaviour.( present orientated)

Development, the acquisition of knowledge, skills and behaviour that improve an employers ability to meet the challenges of a variety of new or existing jobs. ( future orientated)

the process of ensuring that employees activities and outputs match the organisations goals. Making sure employees are doing what needs to get done and if they aren't how do they fix the problem.

Describes things like salaries, bonuses, rewards. Overlapping functional and strategic purposes

Functional: need to pay people to work

Strategic: talks about attracting and retaining talent, and rewarding them ( for strategic competitive advantage). Build and properly motivate

HRs key function is to have a safe satisfying and engaging relationship. HR is expected to be a honest broker.

1: Fair Human resource polices

2: Complying with legislation

3: Analysing and designing Jobs

4: recruitment and selection

5: training and development

6: managing performance

7: Compensation and rewards

8: Employe labour relations

9: Strategy

Legislation, Professionalism, Ethics and HRM

refers to the fundamental principals of right and wrong, ethics vary from culture to culture

Ethical HR practices will:

1:Provide the greatest good for the greatest number of people

2:Respect human rights and privacy

3:Treat people equitably and fairly

has 9 national codes of ethics,

1: Preamble,

2: Competence,

3: Legal requirements,

4: Dignity in the work place,

5: Balancing interests,

6: Confidentiality,

7:Conflict of interest,

8: professional growth and support,

9: Enforcement

Certified human resources professional

is the nationally recognised designation that recognises individuals who have met the standards of professional knowledge and competence defined by the CCHRA

an organisation workers

individuals who are actively seeking employment

- the number of kinds of people in the external labour market determine the kinds of people available to an organisation

- factors changing the workforce, ageing population, diverse workplace, skill deficiencies

Employes who main contribution to the organisation is specialised knowledge (such as: knowledge of customers, a process, or a profession)

The extent that employees are satisfied and committed to and prepared to support what is important to the organisation

the assignment of work to groups of employees with various skills who interact to assemble a product or provide a service

A description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions. An unspoken agreement or understanding about contributions, expectations, and rewards. * different expectations * work life balance * effective work environments * more control ( over when and how work is done)

What companies expect from employees: Skills, knowledge, and insights High productivity and high quality work Willingness to take more responsibility and more responsibility for their own careers

What employees want companies to provide:Flexible work schedules Effective work environments More control over when and how work is done Training & Development opportunities Financial incentives linked to organizational performance.

an employer expected employees to provide time, knowledge and skills, and loyalty while employees expected job security and opportunities for promotion in return. very liner

Term developed by Doug hall, talks about modern careers and how they function, the individual rather than organisation has the power to shape there career. He doesn't believe its linear he believes its scattered . Believes that it is designed to fufill your own needs and wants. Defined by constant change. Should be self fulfilling. moves all over the place

Flexible Staffing Levels: Achieved through the use of alternative work arrangements that allow organizations to quickly adjust staffing levels to meet changing needs.

Flexible Work Schedules (FlexTime): Allows employees more freedom in determining work schedules.

Alternative work arrangements: methods of staffing other than the traditional hiring of fulltime employees (ex: independent contractors, on call workers, temporary workers, and contract company workers)

is the idea that its the state of being physically present but mentally absent ( when your sick and not always on the ball). physically present mentally absent

a formal statement or prediction of the expected relationship between two variables.

“We hypothesize that employees who are trained in groups will not perform better than employees who are trained alone.”

** don't need to be accurate, but need to be relevant

Independent variables (IV): Will influence and predict or cause variation in the dependent variable. Dependent variables (DV): Are influenced by the independent variable and will vary as a result of changes to the independent variable.* be able to determine independent and dependent variable

These are methods that attempt to answer a question by examining existing information from pervious studies that used primary methods

ex. Meta-analysis: Essentially, an analysis of analyses. A meta-analysis is a statistical process that combines the results of many individual, independently conducted empirical studies into a single result.*quicker and cheaper*raises questions about relevancy*publication bias

These are methods that generate new information about a particular research question. Laboratory experiments Quasi-experimentsQuestionnaires Observations

ex: Laboratory experiments: These are research experiments conducted in a contrived setting where an investigator manipulates independent variables and randomly assigns participants to different conditions. * test hypothesis, contrived setting (researcher ha near complete control)

Quasi-experiments: Research experiments conducted in field settings where the researcher is only able to manipulate some of the independent variables.

The correlation coefficient is an indicator of the degree of linear relationship between two variables or sets of data.

Regardless of the research technique we use, it is important to employ large, random samples so that we will have external validity and our findings can be generalized.Random Sampling and Random AssignmentFor example, a research design, which involves sending out survey questionnaires to students picked at random, displays more external validity than one where the questionnaires are given to friends.* use large random samples

Must comply with regulation & legislation at the municipal, provincial, federal, & international levels.

Ministry of Labour Health & Safety regulations, WSIB, and WHMIS training.

The workforce is becoming more diverse. For the smart HR professional, this represents an opportunity to employ new, and often overlooked, resources within the labour force.

This also increases the need for and complexity of Human Rights Legislation.

Recognizes the dignity of all workers and encourages inclusion in the workplace

Limits discrimination in staffing (e.g., job advertisements, harassment, termination, accessibility for people with disabilities)

Enforced by the Human Rights Commissions

Human rights legislation will depend on jurisdiction

governs about 90% of employers (e.g., retail, schools, most manufacturing)

about 10% of employers (e.g., banks, airports, federal departments)

Guarantees every person freedom from discrimination based on:

Race

National or ethnic origin

Colour

Religion

Sex

Age

Mental or physical disability

Federal & provincial laws provide minimum employee standards relating to:

Minimum wage

Overtime pay

Hours of work

Work scheduling

General holidays

Annual vacations

Benefits for part-time workers

Parental leave

Terminations & severance pay ( hard to fire people properly)

is the act of treating people differently and making a distinction between certain individuals or groups based on prohibited grounds of discrimination

Policies or practices that clearly make a distinction on the basis of one or more prohibited grounds. Example: you own a flower shop and decide you only want to hire people with the same religious beliefs.

Policies or practices that appear to be neutral but have an adverse effect on the basis of one or more prohibited grounds.

Race or color

religion

physical or mental disability

dependence on alch or drugs

age

sex

marital status

family status

sexual orientation

national or ethnic origin

ancestry

pardoned conviction

Describes any behaviour that demeans, humiliates, or embarrasses a person and that a reasonable person should have known would be unwelcome Harassment can take the form of: Actions (e.g., touching, pushing) Comments (e.g., name-calling) Displays (e.g., cartoons)

Employment Equity legislation focuses on eliminating employment barriers to four designated groups

1: women

2: members of visible minorities

3: Aboriginal peoples

4: persons with disabilities

means that all employees should receive equal pay for work of equal value

Relative value often determined by:

Skill

Effort

Working conditions

responsibility

Bona Fide Occupational Requirement: An established and necessary requirement for preforming a job successfully that is thus rendered non-discriminatory.

It is the responsibility of an employer to prove the existence of a BFOR The 1999 Meiorin case established criteria for a BFOR.

In most instances, however, employers have a duty to accommodate. Accommodation describes the way employers can adjust rules, alter practices & procedures, or eliminate barriers to meet the needs of a designated group or to avoid discrimination on a prohibited ground. Accommodation must be pursued to the point where it becomes an undue hardship.

The Employment provision of the AODA requires employers to: Build the accessibility needs of employees into their HR practices Let job applicants know that recruitment and hiring processes will be modified to accommodate their disabilities, if needed Create a written process for developing and documenting individual accommodation plans Help employees stay safe in an emergency by providing them with individualised emergency response information when necessary

Personal Information Protection and Electronic Documents Act (PIPEDA): Federal law that provides rules for how private sector organizations can collect, use or disclose of the personal information of their employees.Enforced by the Privacy Commissioner of Canada

and Electronic Documents Act (PIPEDA or the PIPED Act) is a Canadian law relating to data privacy. It governs how private sector organizations collect, use and disclose personal information in the course of commercial business.