HR

The Charter of Rights and Freedoms

• provides:
• minimum entitlements for employees
• equal pay for equal work
• maximum obligations

• 1. Conscience and religion
• 2. Thought, belief, opinion, expression
• 3. Peaceful assembly
• 4. Association

Human Rights legislation

Human Rights Legislation

a justifiable reason for discrimination

based on business necessity for safe and   efficient operations

intrinsically required by job tasks

• 1. unwelcoming remarks that ought to be known as unwelcoming by a reasonable person
• 2. Continues despite protest
• 3. Complaints cooperation due to employment related consequence

• 1. Charter of Human Rights and Freedoms
• 2. Human rights legislation
• 3. Employment equity and pay equity legislation
• 4. Employment Standards legislation

• Industrial Engineering
• Behaviour Considerations
• Human Engineering
• Flexible Work Arrangements

• 1) to determine the task, duties, and responsibilities of a job
• 2) to determine the human attributes (skills, knowledge, behaviour) required to perform the job

• 1. Be clear
• 2. Indicate scope of authority
• 3. Be specific
• 4. Be brief
• 5. Recheck

• 1) identify how the information will be used
• 2) Review the background information
• 3) Select representative jobs to be analyzed
• 4) Analyze the job
• 5) Review information with job responsibilities
• 6) Develop job descriptions and job specifications
• 7) Review and update job descriptions/specifications

• performance improvement
• promotion and salary decisions
• career planning 
• Performance appraisals can add value to mentoring programs

• Summative
• Formative (developmental)

Feedback has a strong impact on employee motivation and performance

acknowledge and celebrate employee success in meeting and exceeding organizational expectations

pinpoint where performance improvement is needed 

focus on setting goals

1.Defining performance expectations and standards

• 2.Appraising employee performance by
• comparing actual performance to expectations

• 3.Providing feedback to employees and
• planning future development

1.employees not being told ahead of time exactly what is expected of them in terms of good performance

2.managers not being trained to manage the performance appraisal process

3.problems with the method used to appraise performance

4.how managers complete the appraisal form

5.ineffective communication during the feedback session

Performance factors represent the core knowledge, skills, and abilities that will be used to evaluate employee performance

Performance standards the quantifiable and measureable criteria that communicate how well, how often, or how quickly tasks are to be completed

1.Graphic rating scale

2.Forced distribution

3.Critical incident

4.Behaviourally anchored rating scale

5.Management by objectives

6.Balanced scorecard

Halo Effect

Central Tendency

Leniency or Strictness

Appraisal Bias

Recency Effect

Similar-to-Me Bias

• 1. Ensure rater is aware of the problems
• 2. Train supervisors to eliminate rating errors 
• 3. Ensure that appraisals are reviewed by the supervisors boss

1.Recognize that defensive behaviour is normal

2.Never attack a person’s defenses

3.Postpone action

4.Recognize human limitations