Professional Documents
Culture Documents
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 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.
FOM 9.3
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.5
HR Planning
We have found the gap, how do we fill this void? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an oganization.
FOM 9.6
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.
FOM 9.7
Internal Searches
School Placement
Employee Referrals
Employee Leasing
Recruitment Sources
Temp Services
Employment Agencies
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Advertisements
FOM 9.8
Selection
Prediction exercise
Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization Tied Back to Strategy
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.9
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
FOM 9.10
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Non-directive
Most Latitude Questions are open ended This can get you into trouble
As about a situation you have experienced. Panel Situational
Behavioural Description
Structured
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.11
Interview Questions
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.12
Written Tests
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.13
Reference Checks
Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.14
Your Hired
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.15
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.
FOM 9.16
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
FOM 9.17
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Employee Training
What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? Is there a need for training? What are the strategic goals of the organization?
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Training
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.19
Performance Management
Includes establishing performance standards and reviewing the performance Means to ensure organizational goals are being met
FOM 9.20
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Critical Incidents
BARS
Multiperson
MBO
360-Degree Review
FOM 9.21
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.22
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.
FOM 9.23
Company profitability
Kind of job performed
Geographical location
Kind of business
Management philosophy
Labour- or capital-intensive
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.
FOM 9.29
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Employee Benefits
Indirect financial rewards Designed to enrich employees lives Vary widely in scope Costs range from 30% to 40% of payroll costs
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.25
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.
FOM 9.26
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.
FOM 9.27