Chapter 11
Managing Human
Resource Systems
Learning Outcomes
After reading this chapter, you should be
able to:
1. Explain how different employment laws
affect human resource practice.
2. Explain how companies use human
resource planning and recruiting to find
qualified job applicants.
3. Describe the selection techniques and
procedures that companies use when
deciding which applicants should receive
job offers.
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Learning Outcomes
After reading this chapter, you should be
able to:
4. Describe how to determine training
needs and select the appropriate
training methods.
5. Discuss how to use performance
appraisal to give meaningful
performance feedback.
6. Describe basic compensation strategies
and discuss the four
kinds of employee separations.
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The Human Resource
Management Process
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Employment Legislation:
What Is It All About?
• Federal and provincial legislation
• Covers human rights and employment standards
• Labour relations, health and safety, and
employment equity
• The Canadian Labour Code
– The Constitution Act of 1867 (formerly known
as the British North America Act)
• The Canadian Charter of Rights and Freedoms
(1982)
5
1
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Summary of Major
Federal Employment Laws
Constitution Act
(BNA) of 1867
Sets out basic federal
and provincial
responsibilities
Canadian Charter of Sets out the 15 basic
Rights and Freedoms areas of freedoms in
Canada
Canadian Human
Prohibits
Rights Act
discrimination on a
number of grounds
1.1
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Summary of Major
Federal Employment Laws
Canadian Labour Code Lays out responsibilities of
each province and
provides national
guidelines
Employment Equity
and Pay Equity
Legislation
Workers
Compensation Act
(Manitoba)
1.1
Requires equal pay for
equal work
Provincial act that lays out
safety standards
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Employment
Discrimination and BFOQ
BFOQ:
Bona Fide Occupational Qualification
•An exception in employment law that permits
sex, age, religion, and the like to be used when
making employment decisions, only if they are
“reasonably necessary to the normal
operation of that particular business”
1.2
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Employment
Discrimination and BFOQ
•
•
•
•
Unfair discrimination
Intentional or unintentional
Based on race, religion, ethnic origin
Falls under the Charter of Rights and
Freedoms
• Leads to investigations by one of the
provincial or territorial Human Rights
Commissions
1.2
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Canadian Human
Rights Commission
Beyond the Book
Guide to Understanding the Canadian Human
Rights Act:
Canadian Human Rights Commission
Duty to Accommodate/Undue Hardship:
Canadian Human Rights Commission
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Workplace Harassment
• Workplace harassment is
– prohibited by several laws, both federal and
provincial
– does not have to be sexual in nature, although it
commonly is
• Harassment can also mean that someone is bullying
you about your work or tormenting you simply
because you are a man or a woman.
• Expressing stereotypes about one gender or the
other, for example, can be a form of harassment.
1.3
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Sexual Harassment
• A form of discrimination in
which unwelcome sexual
advances, requests for sexual
favours, or other verbal or
physical conduct of a sexual
nature occurs while performing
one’s job
– Quid pro quo cases:
requests for sexual acts are
linked to economic
outcomes (i.e., keeping a
job)
1.3
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Sexual Harassment:
What Companies Should Do
1.
2.
3.
4.
Respond immediately to reports.
Engage in a quick and fair investigation.
Create a sexual harassment policy.
Communicate this policy (i.e., zero
tolerance).
5. Establish clear reporting procedures.
6. Provide an impartial, nonthreatening avenue
for employees to access.
7. Be aware of federal, provincial, and
municipal laws.
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Recruiting
Recruiting is the process of developing
a pool of qualified job applicants.
Job Analysis
and
Recruiting
Internal
Recruiting
External
Recruiting
14
2
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Job Analysis and Recruiting
• Job Analysis
– A purposeful, systematic process for collecting
information on the important work-related
aspects of a job
• Job Description
– A written description of the basic tasks, duties,
and responsibilities required of an employee
holding a particular job
• Job Specifications
– A written summary of the qualifications needed to
successfully perform a job
2.1
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Internal and External Recruiting
Internal Recruitment
• “Promotion from within”
• Improves employee morale and motivation
• Reduces employer time and cost
• Internal advertising is in the form of a
job posting
• Career path: a planned sequence
of jobs
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Internal and External Recruiting
External Recruitment
• Advertising
• Employee referrals
• Walk-ins
• Outside organizations
• Employment services
• Special events
• Internet job sites
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Selection
3
Application Forms
and Résumés
References and
Background Checks
Selection
Tests
Interviews
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Topics Employers Should Avoid
1. Gender, marital status,
or family status
8. Citizenship
2. Source of income
9. Physical or mental
disability
3. Previous names
10. Sexual orientation
4. Next of kin
11. Workers’ Compensation
5. Dependants and child
care
12. Language ability
6. Age and date of birth
13. Educational
institutions
7. Previous address
14. Religious beliefs
Source: Adapted from http://www.albertahumanrights.ab.ca/publications/bulletins_sheets_booklets/sheets/human resource_and_employment/pre_employment_inquiries.asp
with the permission of the Alberta Human Rights Commission.
3.1
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References and
Background Checks
• Not always provided by previous employers
• 96 percent of companies conduct background
checks
• 80 percent of companies conduct criminal record
checks
• Making background checks more effective:
– Dig deeper for more information.
– Get permission in writing.
– Document all checks.
– Consider hiring private investigators.
3.2
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Selection Tests
Selection Tests
•
•
•
•
•
•
3.3
Specific ability
Cognitive ability
Biographical data
Personality
Work sample
Assessment centres
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Interviews
• Unstructured Interviews
– Free-flow of questions
• Structured Interviews
– Interviewer uses standard set of prepared
questions
• Semi-structured Interviews
– Some structure combined with interviewer
judgment
3.4
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Questions in Structured Interviews
Situational Questions
Behavioural Questions
Background Questions
Job-Knowledge Questions
3.4
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Guidelines for Conducting
Effective Structured Interviews
FIRST PART: PLANNING THE INTERVIEW
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Guidelines for Conducting
Effective Structured Interviews
SECOND PART: CONDUCTING THE INTERVIEW
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Guidelines for Conducting
Effective Structured Interviews
THIRD PART: AFTER THE INTERVIEW
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Training
Training
Needs
Training
Methods
Training
Evaluation
27
4
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Five Myths of Training
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Evaluating Training
Reactions
Learning
Behaviour
Results
4.3
How satisfied trainees were with the
program
How much employees improved their
knowledge or skills
How much employees actually changed
their on-the-job behaviour
How much training improved job
performance
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Performance Appraisal
• 70 percent of employees are
dissatisfied with the
Measuring
performance appraisal process
Job
in their companies.
Performance
• 90 percent of human
resource managers are
dissatisfied with the
Sharing
performance appraisal
Performance
systems used by their
Feedback
companies.
30
5
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Measuring Job Performance: Common
Rating Errors
Central Tendency
•All workers are rated as being “average.”
Halo Error
•All workers are rated as performing at the
same level in all parts of their jobs.
Leniency Error
•All workers are rated as performing at a high
level.
5.1
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Accurately Measuring
Job Performance
Improving Job Performance Measurements
• Objective Performance Measures
– Quantifiable outcomes: output, scrap, waste,
sales, customer complaints, or rejection rates
• Subjective Performance Measures
– Graphic rating scales
– Behavioural observation scales
5.1
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Subjective Performance
Appraisal Scales
5.2
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What to Discuss in a Performance
Appraisal Feedback Session
5.2
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Keeping Qualified Workers:
Compensation
Job Evaluation
• Determines market value and worth of the job
Pay Variability
• Piecework, commission, profit sharing, employee
stock ownership plans, stock options
Pay Structure
• Hierarchical or compressed
35
6.1
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• Foreign workers in many parts of the
world end up in low-paying jobs that
disappear at the whim of the
employer, with little in the way of
security or benefits.
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Images des pièces © 2013 Monnaie royale canadienne - Tous droits réservés.
Foreign Workers
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Terminating Employees
6.2
More than 473,200
Canadian workers
were fired from their
jobs in the first half of
2009 during the
worldwide economic
and banking crisis.
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Terminating Employees
• What protection does the employer and
employee have?
– Be sure to consult the provincial Employment
Standards Act for layoff
and termination laws.
– The Ministry of Ontario has a very informative
website: Ontario Employment Standards Act
6.2
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Downsizing: Guidelines for Conducting
Layoffs
1. Provide clear reasons for
the layoffs.
2. Get information to avoid laying
off employees with critical
skills.
3. Train managers in how to
tell employees.
4. Give employees the bad
news early in the day.
5. Provide outplacement services
and counselling.
6. Communicate with survivors.
Source: M. Boyle, “The Not-So-Fine Art of the Layoff,” Fortune, 19 March 2001, 209.)
6.3
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Retirement
• Early Retirement Incentive Programs (ERIPs)
– Offer financial benefits to employees to encourage
them to retire early
• Phased Retirement
– Employees transition to retirement by working
reduced hours over a period of time before
completely retiring.
• Outplacement Services
– Employment-counselling services offered to
employees who are losing their jobs because of
downsizing
40
6.4
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Employee Turnover
• Loss of employees who voluntarily choose
to leave the company
• Functional Turnover (encouraged)
– The loss of poor-performing employees
• Dysfunctional Turnover (discouraged)
– The loss of high-performing employees
41
6.5
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