Midterm 1 Review

Question 1

1. Define human resource management.

Answer 1

HRM is the management of people in organizations to drive successful organizational performance and achievements of organization’s strategic goals.

Question 2

1.2 Analyze the strategic significance of HRM.

Answer 2

Balance internal strengths and weaknesses with external opportunities and threats to maintain competitive advantage.

Question 3

2. Describe the 2 categories of activities required of HR managers and discuss examples of each.

Answer 3

1. Traditional operational (administrative): HR hires and maintains employees and manages employee separations.
2. Strategic: HR is focused on ensuring that the organization is staffed with the most effective human capital to achieve strategic goals.

Question 4

3. Discuss Internal and External environmental factors affecting HRM policies and discuss their practices.

Answer 4

Internal:

1. Organizational culture: values, beliefs, and assumptions, conveyed through an organization’s mission statement.
2. Organizational climate: prevailing atmosphere in an organization; influenced by leadership, HR polices, communication style.
3. Management practices: bureaucratic organizations being replaced with flatter structures; increased employee empowerment.

External:

1. Economic conditions: conditions affect supply and demand for products and services which have an impact on the labour force by affecting the number/types of employees required, employer’s ability to pay wages and provide benefits.
2. Labour market issues: increasing workforce diversity, visible and ethnic minorities, women, aboriginal population, people with disabilities; generational differences; higher overall level of education, however higher level of functional illiteracy, increased non-standard or contingent workers.
3. Technology: new technologies, concerns over data control, accuracy, right to privacy, and ethics, computerized monitoring of email, voice mail, telephone conversations, computer usage, and behaviour.
4. Government: ensure policies and practices comply with new and changing laws covering: human rights, employment standards, labour relations, occupational health and safety, workers’ compensation.
5. Globalization: HR professionals must become familiar with employment legislation in other countries and manage ethical dilemmas.
6. Environmental concerns: sustainability, climate change, global warming, pollution, carbon footprints, extinction of wildlife species, ecosystem fragility.

Question 5

5. Describe the 3 stages in evolution of HRM.

Answer 5

1. First: in the1900s,personnel adminstration is responsible for human resource develpment, such as hiring and firing employees
2. Second: in 1930-1950,union liaison take charge in human resource management, the manager begin to foucs on orientation and employee relations development.
3. Third: in 1960-1980, the early human resources management appeared. The manager focus on contribution and proactive management of employees, outsourcing company appared to help the companies developing HRM.

Question 6

6.Explain how HRM has taken on the 4 characteristics of a profession.

Answer 6

1. Professional Association: Candidate must become a member of a provincial HR professionals association.
2. External Perception: Candidate must pass The National Knowledge Exam and the National Professional Practice Assessment.
3. Code of Ethics: Candidate must sign the National Code of Ethics.
4. Maintenance of Professional Competence: Recertification every three years.

Question 7

7.Explain how employment-related issues are governed in Canada.

Answer 7

The legal framework in Canada attempts to balance employee/employer rights using multiple overlaping legislative pieces including Chrter or Rights and Freedoms, human rights legislation, employment equity legislation, employment standards acts, and privacy legislation. The responsibility for employment-related law resides with the provinces/territories, but Crown corporations and agencies, transportation businesses, banking, and communications are federally reguated. In other words, 90% of canadians are covered by provincial/territorial employment legislation and 10% are covered by federal employment legislation.

Question 8

8.Discuss at least 5 prohibited grounds for discrimination under human rights legislation.

Answer 8

1. Gender: discrimination based on a person’s gender or sex. Because of gender discrimination, female do not have the same opportunities as males for education, meaningful careers, political influence, and economic advancement.
2. Race: Race refers to a group of people united or classified together based on a common history, nationality or geography. It includes all races, not just members of a racial minority.
3. Sexual Orientation: A person’s sexual orientation is defined by the gender to which he or she is sexually attracted.
4. Religion: Religious discrimination refers having to bias against a certain person arising as a result of what they do or do not believe. It is the unfair prejudice against people because of their religious beliefs, practises and association.
5. Ethnic origin: Ethnic discrimination is the unequal treatment of people based on the fact that they belong to a certain ethnic or national group. Ethnic discrimination can also involve placing a person in a different position on the basis of religion, skin colour or nationality.

Question 9

8.2 Describe the requirements of reasonable accommodation.

Answer 9

It is due to the adjustment of employment policies so that no individual can deny the benefits,to stop disadvantaged in employment and to prevent from carrying out a job.

Question 10

10. Describe behaviour that could constitute harassment and describe employer’s responsibilities regarding harassment.

Answer 10

Harassment is unwelcome behaviour that demeans, humiliates, or embarrasses a person and that a reasonable person should have known would be unwelcome.
Employer’s responsibility on harassment: protect employees from harassment, includes harassment by clients or customers.

Question 11

12. Describe the 6 steps involved in implementing an employment equity program.

Answer 11

Step 1: Senior management commitment and support.
Step 2: Data collection and analysis.
Step 3: Employment Systems Review.
Step 4: Plan Development.
Step 5: Implementation.
Step 6: Monitoring, Evaluation, Revising.

Question 12

13. Discuss the 7 characteristics of successful diversity management initiatives.

Answer 12

1. Top management commitment.
2. Integration of diversity, initiatives and talent management.
3. Diversity training programs.
4. Support groups.
5. Critical relationship networks.
6. Open dialogue.
7. Management responsibility/accountability.

Question 13

14. Explain the strategic performance of technology in HRM.

Answer 13

• Attract, hire, retain, and maintain talent; support workforce administration; and optimize workforce management.
• Used in different types of human resource information systems (HRIS), by various stakeholders and accessed in different ways.

Question 14

15. Describe the impact that HR technology has on the role of the HR professional.

Answer 14

1. Decreased transactional activities: Most administrative activities are now computerized, which saves time.
2. Increasing the customer focus: HR technology makes it easier and faster to respond to managers’ and employees’ requests, as well as sorting, storing and finding the relevant data efficiently.
3. Increasing the delivery of strategic services: HR professionals are able to spend less time on maintenance and compliance work and more time on strategic activities because of HR technology.

Question 15

15.2 What are the 7 core competencies that have emerged as a result of HR technology.

Answer 15

1. Mastery of HR technology.
2. Strategic contribution.
3. Business knowledge.
4. Personal credibility.
5. Data management.
6. Financial management.
7. HR delivery.

Question 16

17. Define HRIS and describe its main components.

Answer 16

HRIS: Human Resource Information Systems. It is a system used to gather, store, and analyze information about human resources of an organization. It helps HR ensure efficiency and effectiveness of a workplace.

HRIS major components:

1. HR Administration: keeps info about employees.
2. Recruitment & Applicant Tracking: info about open positions in the company.
3. Time & Attendance: Info about how many sick days an employee takes and keeps track of vacation time.
4. Training & Development management: Info about the skills and training an employee has.
5. Pension Administration: Info about retirement plans a company has.
6. Employment Equity Information: Info about the company industry and geographic region.
7. Performance Evaluation: Info about an employees performance.
8. Compensation and Benefits Administration: Info about the benefits and policies of a company.
9. Organization Management: Info about the organization structure and job descriptions.
10. Health & Safety: Info about any accidents that happen at the workplace and the health & safety policies.
11. Labour Relations: Info regarding unions.
12. Payroll Interface: Info about the salary and wages of employees and keeping track of raises.

Question 17

18. Explain the key functions of HRIS and its key stakeholders.

Answer 17

1. Create/maintain employee records.
2. Legal compliance.
3. Forecasting/planning HR requirements.
4. Talent management/knowledge management.
5. Strategic alignment.
6. Enhancing decision making.
   Stakeholders: Employees, managers, HR/payroll professionals.

Question 18

19. Discuss what is meant by e-HR and the benefits of web-enabled service applications.

Answer 18

e-HR: a form of technology that enables HR professionals to integrate an organization’s HR strategies, processes, and human capital to improve overall HR service delivery.

Question 19

20. Describe the 3 step process involved in selecting/implementing an HRIS.

Answer 19

• Phase 1: Adoption-Determining the need: analyze company’s background, management considerations, technical considerations, HR considerations, cost.
• Phase 2: Implementation: establish project team, data conversion, testing, privacy/security considerations.
• Phase 3: Integration: train the users on the system, the goal is for stakeholders to use the system and reap the benefits found in phase 1.

Question 20

21. Explain how HR technology has evolved.

Answer 20

HR technology has evolved through 4 stages:

1. Paper based systems.
2. Early personal computer.
3. Electronic database systems.
4. Web-Based Technology.

Question 21

22. Identify the key trends in HR technology.

Answer 21

Previously:

1. HR Administration systems
2. Recruitment and applicant tracking
3. Time and attendance
4. Training and development

Now:

1. Employee Self-Service Systems (ESS): Employees can access and manage their personal account 24/7 without the need to contact and HR department.
2. Management Self-Service Systems (MSS): Managers can access info about themselves and employees who report to them, process HR paperwork, view resumes online, view salaries, keep track of employee performance and training history.
3. e-HR & Talent management systems: Integrated approach to managing its talent, enables a proactive workforce planning, applicant screening, and candidate assessment.
4. e-HR vendors: Software suppliers who offer support, and service high quality web-based hiring tools.

Question 22

23. Define job design and explain the difference between a job and a position.

Answer 22

Job design is the process of systematically organizing work into tasks that are required to perform a specific job. Job is a group of related activities and duties held by a single employee or number of incumbents. While position is the collection of tasks/responsibilities performed by one person.

Question 23

24. Describe job specialization, behavioural, and ergonomic considerations involved in job design.

Answer 23

• Job specialization: list of the “human requirements” that is, the requisite knowledge, skills and abilities needed to perform the job.
  1. work simplification, 2. industrial engineering.
• Behavioural:
  a) job enlargement (relieve monotony/boredom assigning additional tasks),
  b) job rotation (relieve monotony/boredom by moving employees from one job to another),
  c) job enrichment (make employees job more rewarding/satisfying adding meaningful tasks),
  d) team based job design
• Ergonomic: integrate physical needs of workers into the designs of jobs.

Question 24

25. Explain the 6 Steps of Job Analysis.

Answer 24

Step 1: Review relevant background information
Step 2: Select jobs to be analyzed
Step 3: Collect data on job activities
Step 4: Verify/modify data if required
Step 5: Write job descriptions and job specifications
Step 6: Communicate and update information as needed

Question 25

26. Describe the 4 basic narrative methods of collecting job analysis information and 3 quantitative methods.

Answer 25

• 4 Narrative Techniques: used to gather job analysis data:
  1. Interviews.
  2. Questionnaires.
  3. Direct observation.
  4. Participant logs.
• 3 Quantitative Job Analysis Techniques:
  1. Position Analysis Questionnaire (PAQ), 2. Functional Job Analysis (FJA),
  3. National Occupational Classification (NOC).

Question 26

27. Explain the difference between job description and job specification.

Answer 26

Job Description is a ist of the duties, responsibilities, reporting relationships, and working conditions of a job - product of a job analysis. While Job Specification is a list of the “human requirements” that is, the requisite knowledge, skills and abilities needed to perform the job-another product of job analysis.

Question 27

28. Discuss why/how the concept of a job has been changing.

Answer 27

Job was used for people to earn a living and support the family, but now different kind of people have more diversified difference. It has its own description and specification. Not just earning money and creating value.

And how’s changed?:

• Recruiting people should based on certain skill that candidate possessed.
• Should have a great performance to attain certain goals, and manager will also have someone promoted based on that.
• And also involve HR planning. HR manager would place each individuals accordingly.
• Training and developing process, employees should learn too.

Question 28

29. Explain the 3 reasons why competency-based job analysis has become more common.

Answer 28

1. Traditional job descriptions may backfire if a high-performance work system is the goal. The thrust of these systems is to encourage employees to work in a self-motivated way.
2. Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.
3. Measurable skills, knowledge, and competencies support the employer’s performance management process. Describing the job in terms of skills and competencies facilitates understanding of those required competencies.

Question 29

30. Define Human Resources Planning and discuss its strategic importance.

Answer 29

• Human Resource Planning: Process of reviewing human resources requirement to ensure that the right number of qualified people are into right job at the right time.
• Strategic Importance of Human Resources Planning.
  1. Organization Goals: The human resource planning process should be able to meet with the organizational strategic goals.
  2. Employee Information: This is the process of maintaining accurate information concerning the composition, assignments and the capabilities of the current workforce.
  3. Human Resource Forecast: This is the process of forecasting human resource needs based on the business strategic and production plan.

Question 30

31. Describe 4 Quantitative and 2 Qualitative techniques to forecast HR demand.

Answer 30

• *4 Quantitative Approaches:
  a) Trend Analysis: study of a firm’s past employment levels over a period of years to predict future needs.
  b) Ratio Analysis: forecasting technique for determining future staff needs by using ratios between some casual factor (sales volume) and number of employees needed.
  c) Scatter Plot: graphical method used to help identity the relationship between 2 variables.
  d) Regression Analysis: statistical technique involving use of a formula to project future demands based on a relationship between employment level and some measurable factor of output.
• *2 Qualitative Approaches: rely solely on expert judgements.
  a) Nominal Group Technique: Decision-making technique that involves a group of experts meeting face to face. Steps include independent idea generation, clarification, and open discussion, and private assessment.
  b) Delphi Technique: Judgmental forecasting method used to arrive at a group decision, typically involving outside experts as well as organizational employees. Ideas are exchanged without face to face interaction and feedback is provided and used to fine-tune independent judgments until a consensus is reached.

Question 31

32. Briefly discuss 4 strategies used to forecast Internal HR supply and 4 types of market conditions assessed when forecasting external human resources supply.

Answer 31

Before estimating how many external candidates will need to be recruited and hired, management must determine how many candidates will likely come from within the firm.

1. a) Skills Inventories: Manual/computerized records summarizing employee’s education, experience, interests, skills, etc, which are used to identify internal candidates eligible for transfer/promotion.
   b) Management Inventories: Records summarizing the qualifications, interests, skills of management employees, along with the number and types of employees supervised, duties of such employees, total budget managed, previous managerial duties/responsibilities, managerial training received.
2. a) Replacement Charts: Visual representations of who will replace whom in the event of a job opening. Likely internal candidates are listed, along with age, present performance rating, and promotability status.
   b) Replacement Summaries: List of likely replacements for each position and their relative strengths/weaknesses, as well as information about current position, performance, promotability, age and experience.
3. Succession Planning: Process of ensuring a suitable supply of successors for current and future senior or key jobs so that the careers of individuals can be effectively managed.
4. Markov Analysis: Method of forecasting internal labour supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix.

Question 32

34. Describe the ways in which a surplus of human resources can be handled.

Answer 32

1. Hiring Freeze: Openings are filled by reassigning current employees and no outsiders are hired.
2. Attrition: Normal separation of employees from an organization because of resignation, retirement, or death.
3. Early retirement buyout programs: Strategy used to accelerate attrition that involve offering attractive buyout packages or the opportunity to retire on full pension with attractive benefits package.

Question 33

35. Explain how an organization deals with a shortage of human resources.

Answer 33

1. Transfer: Movement of an employee from one job to another that is relatively equal in pay, responsibility, or organizational level.
2. Promotion: Movement of an employee from one job to another of higher pay, responsibility, or organizational level, usually based on merit, seniority, or both.
3. External Solutions: Recruiting the right quality/quantity of talent needed to meet long-term goals/strategy of the company.

Question 34

36. Define Recruitment, and discuss the increasing use of Employer Branding.

Answer 34

• Recruitment: Process of searching out and attracting qualified job applicants, which begins with the identification of a position that requires staffing and is completed when résumés or completed application forms are received from an adequate number of applicants.
• Employer Branding: Image of impression of an organization as an employer based on benefits of being employed by the organization. It is essentially a promise made to employees and their perception of how well that promise is delivered. Employer Branding is particularly important during recruitment because bad practices in recruiting can be consider suicide for companies. Branding include the experiences a candidate goes through while interacting with a company throughout recruitment process.

Question 35

37. Explain the recruitment process.

Answer 35

1. Identify job openings: HR planning/strategic plan, Employee resignations/terminations.
2. Specify job requirements: From job description/job specification.
3. Select methods of recruitment: Internal/External.
4. Generate pool of qualified applicants: Employment equity/diversity goals.

Question 36

38. Describe the role of job postings, HR records, and skills inventories in recruiting from within.

Answer 36

• Job Posting: Process of notifying current employees about vacant positions.
• HR Records: Consulted to ensure that qualified individuals are notified, in person, of vacant positions.
• Skills Inventories: Often used as a supplement of job postings, referring to skills inventories ensures that qualified internal candidates are identified/considered for transfer/promotion when opportunities arise.

Question 37

39. Identify at least 10 methods used for external recruitment.

Answer 37

1. Employee Referrals.
2. Former Employees.
3. Educational Institutions.
4. Open Houses/Job Fairs.
5. Professional and Trade Associations.
6. Labour organizations.
7. Military Personnel.
8. Online Recruiting.
9. Human Resources and Skill Development Canada (HRSDC).
10. Executive Search Firms.

Question 38

40. Explain 2 strategies used to recruit non-permanent staff.

Answer 38

1. Temporary Help Agency.
2. Contract Workers: Employees who develop work relationships directly with the employer for specific type of work of period of time.

Question 39

41. Discuss strategies for recruiting a more diverse workforce.

Answer 39

1. Attracting Older Workers: These workers typically have high job satisfaction, strong work ethic, good people skills, willingness to work in variety of rolls.
2. Attracting Young Employees: The young bring energy, enthusiasm, physical strength to their positions.
3. Attracting Designated Group Members (aboriginals, women, visible minorities, people with disabilities).

Question 40

42. Explain the importance of application forms.

Answer 40

• Facilitates comparison of candidates.
• Information that the company requires is specifically requested.
• May be used as a sample of the candidate’s own work.
• Includes a written authorization for reference checking.
• Includes acknowledge that the information provided is true and accurate.
• Many application forms include an optional section regarding designated group member status.