HRMT 200 Ch.1,2,3,4,5

• The knowledge education,
• training, skills and
• expertise of a firm’s workers

– core values, beliefs and assumptions shared by members of an organization

– prevailing atmosphere

– its impact on employees

• Organizational Culture
• Organizational Climate
• Bureaucratic Culture
• Empowerment
• Boundaryless Organization Structure

• Labour Force
• Productivity
• Labour Unions

Scientific Management --> Human Relations Movement --> Human Resources Movement

• – FrederickTaylor
• – concern for production
• – emphasis on efficiency
• – performance-based pay

• –
• impersonal, dehumanizing

• – Hawthorne studies
• – concern for people
• – emphasis on communication
• – treat employees with dignity and respect
• – over simplified view of motivation

• – joint focus on people and productivity
• – motivation through job design
• – acknowledges individual differences
• – employees seen as a competitive advantage

• Role in Formulating Strategy
• – environmental scanning
• – competitive intelligence

Role in Executing Strategy

• –formulate effective HR procedures
• – execute downsizing and estructuring
• – create effective employee-management
• relationships

• – a justifiable reason for discrimination
• – based on business necessity for safe and efficient operations
• – intrinsically required by job tasks; eg. must have sight to drive a truck

• – adjustment of employment policies/practices so that no individual is:
• • denied benefits
• • disadvantaged in employment
• • prevented from carrying out a job
• • based on prohibited grounds; eg. work station redesign for wheelchair

• – sexual annoyance
• • harassment with no direct link to job benefits
• – sexual coercion
• • harassment with direct consequences to job benefits

• Have a clear workplace harassment policy
• Provide company-wide harassment training
• Require signed documentation
• of:
• ----receipt of harassment training
• ---- familiarity with harassment policy
• Investigate all harassment complaints thoroughly

• – Top management commitment
• – Diversity training
• – Inclusive and representative communications
• – Celebrate diversity
• – Support groups/ mentoring programs
• – Diversity audits

• – job enlargement (giving more skills for the same job ie. Washing floors and cleaning carpets)
• – job rotation
• – job enrichment (allow people to do other things and give freedom)

• procedure for determining:
• • tasks - what is done on the job
• • behaviors – how the job is done
• • environment – under what conditions
• • knowledge, skills & abilities (KSAs) – required to do the job

• Interviews
• Questionnaires
• Observation
• Participant Diary/Log

• – responsibility for people, data, things
• -- instructions,reasoning and judgment required
• – mathematical ability requirements
• – verbal/language facility required

– reference tool for writing job descriptions/specifications

• 1. Forecast Future HR Needs (Demand)
• 2. Forecast Future Internal/External Candidates (Supply)
• 3. Balance Supply and Demand

• Quantitative Approaches
• Qualitative Approaches

• Trend analysis: review past employment levels
• Ratio analysis: ratio of business activity/employees
• Scatter plot: graph of business activity/employees

• Nominal Group Technique
• – experts meet face-to-face
• Delphi Technique
• – experts work independently

– visual representations of likely internal replacement employees for each position

– plans to fill key executive positions

– maintains a supply of successors for current and future jobs

• – hiring freeze
• – attrition
• – buy-out and early retirement programs
• reducing hours (job sharing, reduced workweek, part-time work, work
• sharing)
• – layoffs

• – overtime
• – hiring temporary employees
• – subcontracting work
• – external recruitment

Identifying job openings --> Specify job requirements --> Select methods of recruitment --> Generate pool of qualified candidates

• –
• enhanced morale if competence is rewarded
• –
• more commitment to company goals
• –
• longer-term perspective on business decisions
• –
• more accurate assessment of candidate’s skills
• –
• less orientation required

• – discontent ofunsuccessful candidates
• – time consuming to post and interview all candidates if one is already preferred
• employee dissatisfaction with insider as new boss
• possibility of “inbreeding”

• larger, more diverse pool of qualified candidates
• acquisition of new skills and knowledge for creative problem solving
• elimination of rivalry for transfers/promotions
• cost savings from hiring skilled individuals with no need for training

• online recruiting
• print advertising
• private employment agencies
• executive search firms
• educational institutions

• Prescreening applicants
• Initial selection interview
• Selection testing
• Background investigation and
• reference checking
• Supervisory interview
• Making the hiring decision and offering the job

• 1. Planning the interview
• 2. Establishing rapport
• 3. Asking questions and taking notes
• 4. Giving information
• 5. Closing the interview
• 6. Reviewing notes and evaluating the candidate

• Reliability:
• – degree to which selection procedures yield comparable data over time
• Validity:
• – accuracy with which predictor measures what it is intended to measure