Chapter 9

Human Resource
Management

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Human Resource
Management
The integration of all processes,
programs, and systems in an
organization that ensure staff are
acquired and used in an effective
way
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Strategic Human Resource

Management (Exhibit 9-1)

HR planning
Recruitment
Selection
Organizational and
work design
Training and
development
Performance review
Compensation
Labour relations

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Strategic Importance of HRM

Can establish an organizations

sustainable competitive advantage
Requires fundamental change in how
managers think about employees
Need to consider outsourcing certain
HR transactions

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Legal Environment of HRM

Federal and provincial governments

influenced HRM through laws and
regulations
Employers must ensure that managers
understand their obligations and comply
Four primary areas of employment
legislation

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Human Rights Legislation

Has the most impact on HR decisions

Protects individuals and groups from
discrimination
Protects employees from harassment-both workplace and sexual

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Human Resource Planning

Assessing Current
Human Resources

Assessing Future
Human Resource
Needs

Developing a
Program to Meet
Needs
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Recruitment

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

Process of
locating,
identifying, and
attracting capable
candidates

Can be for current

or future needs
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Selection

Prediction exercise
Decision-making
exercise
Purpose is to hire
the person(s) best
able to meet the
needs of the
organization

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

The Effectiveness of
Interviews

Prior knowledge about an applicant

Attitude of the interviewer
The order of the interview
Negative information
The first five minutes
The content of the interview
The validity of the interview
Structured versus unstructured interviews

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

10

Common Types of Interviews

Non-directive
Structured

Panel
Situational
Behavioural description

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

11

Orientation
Process to introduce new employees to
organization
Familiarization
to Organization and its Values
Familiarize new employee to job and
work
unit Success On the Job
Improved
Help employee to understand values,
beliefs, and acceptable behaviours

Minimizes Turnover

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

12

Training and Development

Learning experience that seeks

relatively permanent change
Involves changing skills, knowledge,
attitudes or behaviours
Training tends to be done for current job
Develop usually means acquiring skills
for future work

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

13

Performance Management

Integration of management practices

that includes a formal review of
employee performance
Includes establishing performance
standards and reviewing the
performance
Means to ensure organizational goals
are being met

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

14

Compensation Management

Process of determining
cost-effective pay
structure
Designed to attract and
retain
Provide an incentive to
work hard
Structured to ensure
that pay levels are
perceived as fair

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

15

Factors That Influence Compensation

Employees
tenure and
performance

Size of
company

Geographical
location

Management
philosophy

Company
profitability

Level of
Compensation
and
Benefits

Labour- or
capital-intensive

Kind of job
performed

Kind of
business

Unionization

Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter,

and Robin Stuart-Kotze, page 274. Copyright 2003. Reprinted by permission of Pearson
Education Canada Inc.

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

16

Health and Safety

Employers are responsible for ensuring

a healthy and safe work environment
Employees are required for follow
instructions and any legal requirements
Workplace violence is a growing
concern

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

17

Labour Relations

Relationship between union and employer

Union functions as the voice of employees
Collective bargaining is a process to
negotiate terms and conditions of
employment
Bargaining produces a written document
called a collective agreement

Robbins et al., Fundamentals of Management, 4th Canadian Edition

2005 Pearson Education Canada, Inc.

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