Documente Academic
Documente Profesional
Documente Cultură
Essentials
Ebert, Griffin, Starke,
Dracopoulos
Managing Human
Resources and
Labour Relations
Learning Objectives
Define human resource management, discuss its
strategic significance, and explain how managers
plan for human resources.
Job Analysis
detailed study of the duties of a specific job and the required
qualifications
Internal Supply
External Supply
Replacement Charts
Skills Inventories
Internal
Recruiting
External
Recruiting
Internships
Other
Application Interviews Techniques Tests
Forms Behaviour-Based Physical Exam
Assessment center
Video assessment
Reference Checks
Validation
company
policies and personnel nature of the
programs job
Orientation:
introduce new employees
to the company
• On-the-job training
• employees gain new skills while performing them at work
Mentoring &
Lecture or
Networking Reverse
Discussion
Mentoring
• Performance Appraisal
• formal evaluation of
employees
• Supervisors
• Self-evaluation
• Customer feedback
• Performance Feedback
• needed to help improve
performance
• often difficult to give negative
feedback
Supervisor
Co-
360
Co-
workers Degree workers
Feedback
Subordinates
• Basic Compensation
Wages Salaries
Performance-Based Compensation
Incentive programs
• Individual Incentives
• piece-rate plan
• bonus
• pay-for-performance
• pay-for-knowledge
8-17
17 Copyright © 2017 Pearson Canada Inc.
The Legal Context of HRM
(LO 8-5)
Visible
Women
minorities
Comparable worth
• Sexual Harassment
• requests for sexual favours, unwelcome sexual advances, or
verbal or physical contact of a sexual nature
Retirement
• Management issues
• fairness and cost issues
• understanding and planning strategies
• Labour Unions
• groups of individuals working
together to achieve job-related
goals
• Collective Bargaining
• the process by which union leaders
and management negotiate terms
and conditions of employment
• pay
• working hours
• job security
• benefits
• working conditions
• Unionism Today
• difficulties in attracting
new members
Union–Management Relations
Federal Legislation
*labour codes vary across provinces but the substance is the same
• Closed Shop
• an employer can hire only union members.
• Union Shop
• an employer can hire non-unionized workers, but they must join the
union within a certain period.
• Agency Shop
• all employees must pay dues, but they are not required to join the
union.
• Open Shop
• an employer may hire union or non-union workers.
Contract Issues
• Compensation
• wages, cost-of-living-adjustment
(COLA), wage re-opener clause
• Benefits
• insurance, retirement benefits,
pensions, working conditions, etc.
• Job Security
• Other Issues
• working hours, overtime policies,
• Union Tactics
strike picket
boycott slowdown
Lockout of workers
• employees are not
permitted on the premises
to do their jobs
Hire strike-breakers
(“scabs”)
A) EQ Internships
B) Reverse mentoring
C) Apprenticeship
D) Reverse Job Analysis
Answer:
B) Reverse mentoring
Answer:
A) critical incident method
A) Environment Review
B) Emotional Intelligence Inventory (EQ-i)
C) 360-degree feedback
D) Cognitive Aspect Assessment
Answer:
C) 360-degree feedback
Answer:
A) the bona fide occupational requirement
A) Arbitration
B) Mediation
C) Grievance Option
D) Strike Mandate
Answer:
B) Mediation