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the economic value of people with job-relevant abilities, knowledge, ideas, energies and commitment

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Human capital

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build an organizational performance capacity through people 1. Attracting a quality workforce 2. developing a quality workforce 3. Maintaining a quality workforce

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human resource management goal

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mobilizing human capital through the HRM process to best implement organizational strategies

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strategic human resource management

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goal: global integration challenge: keep track of expertise hire the best workers worldwide and retain them the availability of visas for foreign workers

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global human resource management

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occurs when someone is denied a job or a job assignment for reasons that are not job related Canadian Human Rights Act + Employment Equity Act both by federal government to help against discrimination

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discrimination

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the right to employment and advancement without regard to race, sex, religion, colour to ensure all citizens the right to gain and keep employment based on abilities and performance

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employment equity

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when people experience conduct or language of a sexual nature that affects their employment situation. Creates a hostile work environment, interferes with person's ability to do their work or promotion potential

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sexual harassment

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notion that persons performing jobs of similar importance should be paid at comparable levels - disparities result from gender bias

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comparable worth

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penalizes a woman in a job or as a job applicant for being pregnant

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pregnancy discrimination

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hired as needed and are not part of the organization's permanent workforce

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independent contractors

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right of individuals to privacy on the job. it's acceptable for employers to monitor the work performance and behaviour of their workers but they can become invasive and cross legal and ethical lines

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workplace privacy

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process of analyzing an organization's staffing needs and determining how to best fill them

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Human resource planning

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orderly study of job facts to determine what is done when, where, how, why and by whom

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job analysis

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written statements of job duties and responsibilities

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job description

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lists of qualitifications

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job specification

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set of activities designed to attract a qualified pool of job applicants to an organization. Done in 3 steps 1. advertisement of job vacancy 2. preliminary contact with potential job candidates 3. initial screening to create pool of qualified applicants

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recruitment

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job candidates are sought from outside the hiring organization - brings fresh perspectives, expertise and work experience

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external recruitment

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seeks applicants from inside the organization - less expensive, performance records are well known, builds employee loyalty and motivation

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internal recruitment

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selling the job and organization to applicants - may create unrealistic expectations and costly turnover

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traditional recruitment

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give the candidate all pertinent information about the job and organization without distortion

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realistic job preview

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involves choosing from a pool of applicants the person or persons who offer the greatest performance potential 1. completion of a formal application 2. interviewing 3. testing 4. reference checks 5. physical examination 6. final analysis

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selection

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face to face phone interview virtual or online unstructured - doesn't work from a formal and pre-established list of questions behavioural interview - ask job candidates about heir pas behaviour, focusing on actions likely to be important in the work situational interview - asks how people would react when confronted with specific work situations

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interview

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to identify intelligence, aptitudes, personality, interests and ethics validity means that there is a demonstrable between a person"s test score assessment centre evaluates a person's potential by observing his performance in experiential activities

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employment tests

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checks with previous employers, advisors, coworkers may be biased

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reference and background checks

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helps ensure that the person is physically capable of fulfilling job requirements

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physical examination

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should focus on the person's ability to perform

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final decisions to hire or reject

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set of activities designed to familiarize new employees with their jobs, co workers and key aspects of the organization

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orientation

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process that helps new members learn and adapt to the ways of the organization. the first six months influence how someone will perform and fit in. When not structured, it takes an informal form

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socialization

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set of activities that help people acquire and improve job related skills

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training

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allows people to spend time working in different jobs and thus expands the range of their job capabilities

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job rotation

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an experienced person provides performance advice to someone else

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coaching

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form of coaching in which early-career employees are formally assigned as proteges to senior persons

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mentoring

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training designed to improve a person's knowledge and skill in the fundamentals of management

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management development

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ensures that performance standards and objectives are set, that performance is regularly assessed and that actions are taken to improve future performance

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performance management system

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formally assessing someone's work accomplishments and providing feedback for evaluation and development purposes

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performance appraisal

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focuses on past performance and measures results against standards

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evaluation purpose of performance

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focuses on future performance

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development purpose

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designed to measure the extent to which an employee possesses characteristics or traits that are important for the job

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trait based performance appraisal

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checklist for rating an individual on traits or performance characteristics such as quality of work, attitude and punctuality - quick and easy but poor validity

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graphic rating scale

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describes actual behaviours for various levels of performance achievement in a job - more reliable and valid

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behaviourally anchored rating scale

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keeps a running log or inventory of effective and ineffective job behaviours

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critical-incident technique

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formally compares one person's performance with that of one or more others rank ordering - paired comparisons - forced distribution (frequency distribution, certain percentage fall into specific performance classifications such as top 10) - peer appraisal - upward apparaisals

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multi-person comparison

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superiors, subordinates, peers and even internal and external customers are involved in the appraisal of a job holder's performance

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360degrees feedback

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how people balance the demands of careers with their personal and family needs is enhanced when workers have flexibility in scheduling work hours, locations, vacations and personal time off less likely to leave their jobs

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work-life balance

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form of a market-competitive salary or hourly wage helps in hiring the right person, pay increases can have a big impact on attitude, performance

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base compensation

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your pay increases will be based on some assessment of how well you perform positive signal with good merit raise

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merit pay system

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provide on-time or lump sum payments to employees who meet specific performance targets or make some other extraordinary contribution

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bonus pay

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distribute to employees a proportion of net profits earned by the organization in a performance period

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profit sharing

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extend the profit-sharing concept by allowing groups of employees to share in any savings or gains realized when their efforts result in measurable cost reductions or productivity increases

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gain-sharing

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employers provide ways to accumulate stock in their companies. motivates employees to work hard so the company stays successful. employees purchase stock directly through their employing companies and sometimes at special discounted rates

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stock ownership and stock option

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linked to their performance or as part of the hiring package - give the owner the right to bu shares of stock at a future date at a fixed price

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stock options

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packages include non-monetary forms of compensation such a health insurance and retirement plans

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fringe benefits

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let the employee choose a set of benefits within a certain dollar amount

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flexible programs

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help employees to better balance work and non-work responsibilities

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family friendly benefits

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help employees deal with troublesome personal problems

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employee assistance programs

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give workers financial incentives to retire early employer benefits: lower payroll costs by replacing high wage worker with less expensive new hires

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early retirement incentive programs

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involuntary and permanent dismissal of an employee. Can be based on performance problems or violation or organizational policy, workforce reduction

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termination

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workers have legal protections against discriminatory firings. employer must have a job-related reason

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wrongful dismissal

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organizations to which workers belong that deal with employers on the workers behalf. Are found in many industrial and business occupations and public sector goals: achieve fair wages, negotiate working conditions and speak on behalf of employee labour disputes

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labour unions

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process through which labour and management representatives negotiate, administer and interpret labour contracts

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collective bargaining

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formal agreement between a union and employer about the terms of work for union members

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labour contract

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offers a case in point of an issue that could go either way. These are controversial systems that pay new hires less than workers already doing the same job with more seniority promotes ageism, inhibit skill development of new workers

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two-tier wage system

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the best organizations have cultures that are customer driven and performance oriented is built through socialization composed of observable and core culture

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organizational culture

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what one sees and hears when walking around an organization heroes ceremonies, rites, rituals legends and stories metaphors and symbols

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observable culture

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made of core values - underlying assumptions and beliefs that shape and guide people's behaviours often emphasize customer service, performance excellence, innovation, social responsibility, integrity, worker involvement, teamwork

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core culcutre

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describes managers who actively help develop, communicate and enact shared values within an organization relevance integrity pervasiveness (understood by all) strength

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value-based management

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organizational culture in which people are able to experience meaning in their work and a sense of shared community through their role in the organization will have strong ethics foundations, recognize human dignity, respect diversity and focus on creating jobs that contribute in meaningful ways to an organization

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workplace spirituality

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uses symbols well to communicate values and maintain a desired organizational culture

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symbolic leader

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inclusivity, pluralism and respect for diversity in the workplace

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multiculturalism

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where the organizational culture communicates and supports core values that respect and empower the full diversity of its members pluralism structural integration informal network integration absence of prejudice and discrimination minimum intergroup conflict

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multicultural organization

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cultures common to groups of people with similar values and beliefs based on shared work responsibilities and personal characteristics

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organizational subculture

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the belief that one's membership group or subculture is superior to all others

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ethnocentrism

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professions such as lawyers, scientists, engineers have special needs for work autonomy that may conflit with traditional management of top-down

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occupational subcultures

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people from different functions often have difficulty understanding and working well with one another ex: marketing people, finance people

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functional subcultures

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younger workers express desires for greater performance recognition while older workers downplay praise and want more clarity regarding what their bosses expect

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gender and generations

question

an invisible barrier that limits the advancement of women and members of visible minorities in some organizations

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glass ceiling effect

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display of majority culture characteristics that seem necessary to succeed int he work environment

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biculturalism

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affirmative action: leadership commits the organization to hiring and advancing members of certain groups valuing diversity:leadership commits the organization to education and training programs designed to help people better understand and respect individual differences

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diversity leadership (Roosevelt Thomas)

question

leadership builds an organizational culture that allows all employees to reach their full potential

answer

managing diversity

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