MHR 523 Study Guide - Summer 2018, Comprehensive Midterm Notes - Canada, Human Rights, Australian House Of Representatives
12 Oct 2018
School
Department
Course
Professor
MHR 523
MIDTERM EXAM
STUDY GUIDE
Fall 2018
MHR523
Lecture 1. Strategic Role of HRM
Misconceptions about HR
- HR is a useless department
- HR does not understand business
- People go into the field of HR simply because they like “working with people”
Human Resource Management
- HR is the management of people and is concerned with all things that affect employees
Human Capital
- The knowledge, training, education, skills, and expertise of an organization’s workforce
(money, assets)
Functional Areas of HR
- Job analysis and job design
- Compensation- why we work, salary
- Recruitment and selection
- Employee engagement and succession planning
- Performance appraisals
- Discipline and discharge
- Labour relations
Job design
- How to change job to make it more interesting
Job Analysis
- Process by which information about jobs is systematically gathered and organized
External Influences on HR
- Economic conditions
- Labour market issues
- Technology
- Government
- Globalization
- Environmental concerns
Internal Influences
- Organizational culture
- Organizational climate
- Management practices
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Human Resource Movement: Evolutionary Phases
Phase 1. Early 1900’s
- HRM was called personnel administration
- Was minor/non-existent
- Personnel administration hired and fired, ran payroll dept., administered benefits
- Job was mainly to ensure procedures are followed
Phase 2. 1930’s to 1950’s
- As the scientific management movement gained momentum, operational efficiency
increased but wage increases did not keep up, causing workers to distrust management
- Increase of unionization led to personnel management serving primary contact for
Union reps
- After depression (1930’s) legislation was enacted, minimum wage act, unemployment
insurance program, protection of workers’ rights belonged to Unions
- 1940s to 1950s personnel managers were involved in dealing with the impact of human
relations movement
- orientation, performance appraisal and employee relations responsibilities added to
their job
Phase 3. 1960’s to 1980s
- result of government legislation passed affected employees human rights, wages and benefits,
working conditions, health and safety and established penalties for failing to meet them
- personnel departments continued to provide expertise in areas of compensation, recruitment
and training but in an expanded capacity
- technological advances resulted in outsourcing operational HR activities
- outsourcing: contract with outside vendors to handle specific business functions on a
permanent basis
- using outside experts to provide employee counselling and payroll services has been common
for years, but outsourcing of other specific HR functions, including pension and benefits
administration, recruitment, management development and training became common
- term Human Resources Management emerged and changed shift in emphasis from
maintenance and administration to corporate contribution, proactive management of people
and initiation of change
Phase 4. 1990’s to present
- role of HR depts. Is to help their organization achieve strategic objectives
- Not only HR depts. But every line manager has responsibilities related to employees as
they move through stages of human capital life cycle- selection and assimilation into
organization, development of capabilities while working in organization and transition
out of organization
- All potential managers must be aware of basics of HR to succeed in respective roles as
they hold HR responsibilities but are not in HR
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find more resources at oneclass.com
Document Summary
Behavioral aspects: job enlargement, job rotation, job enrichment, team based job design. The process of forecasting future human resource requirements to ensure that the organization will have the required number of employees with the necessary skills to meet its strategic objectives . An assessment of external factors influencing the organization"s ability to find and secure talent from the external labor market . Market and competitive trends new or revised laws relating to hr social concerns (health care, childcare, educational priorities) technological changes (uber) demographic trends. Steps in human resource planning: forecasting the availability of candidates (supply, forecasting future hr needs (demand, planning and implementing hr programs to balance supply and demand (how are you going to match supply and demand) Visual representations of who will replace whom in the event of a job opening. A method of forecasting internal labor supply that involves tracking the pattern of employee movements through various jobs and developing transitional probability matrix.
