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human resources management
Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions
Research business information and global and technological trends using credible sources to incorporate appropriate technologies and ideas into the practice of human resources. LO.1
Make informed business decisions using financial and operating information to align human resources with business strategy. LO.1
Conduct comprehensive human resources audits by sampling policies, procedures, programs, and systems to identify strengths and areas for improvement and to ensure compliance. LO.1
Specify the requirements for a human resources information system that captures data and generates reports to inform leaders of trends to achieve organizational objectives. LO.1
Manage human resources information in compliance with legal requirements using appropriate tools and procedures in order to support decision-making and inform leaders about progress toward organizational objectives. LO.1
Report on the effectiveness of human capital investments with respect to key performance indicators using appropriate measures and metrics to monitor trends and promote the organization’s progress toward its objectives. LO.1
Where are the IT clusters in Canada today? What are some common attributes of these clusters? LO.1
Given that universities, government labs, and innovative firms are considered the core of a National System of Innovation (NSI), what are innovative firms and/or government agencies doing to develop talent pipelines from the Universities? LO.1
What internal factors are required to enable organizational adaption to technological changes? LO.1
How do technology systems benefit employees in a firm? LO.1
What is a key challenge associated with incorporating new technologyenabled systems in the workplace? LO.1
As an entrepreneur in the technology industry in Canada, what are you looking for when scouting talent? LO.1
Technology has the potential to reduce the administrative burden on the HR department so they are able to focus on more meaningful HR activities, such as providing managers with the appropriate decision-making tools that will enable them to make more effective HR-related decisions. Companies who
The role of the HR professional has changed fundamentally as a result of technology. It has enabled HR to decrease its involvement in transactional (administrative)activities and to increase its focus on how to increase its delivery of strategic services. The core competencies that have developed
An HRIS is a group of integrated systems used to gather, store, and analyze information regarding an organization’s human resources. Its main components are administration, recruitment, compensation and benefit administration, payroll, time and attendance, employment equity, performance
The key functions of an HRIS are to create and maintain employee records, ensure legal compliance, enable managers to forecast and plan their staffing requirements, enable managers and HR to manage knowledge and talent through career and succession planning, ensure the organization is aligned more
A critical issue in HRIS is the use of metrics to enable decision-making. Through the use of an HR audit, an organization can measure the effectiveness and status of its HR functions. The data extracted from the HRIS should be used to align and evaluate how the human resources aid in helping the
The three steps in the process of selecting and implementing an HRIS are (1) the adoption phase, where organizations carry out a needs analysis to determine requirements; (2) the implementation phase, where project teams are created, the software is tested, and privacy and security concerns are
Electronic HR (e-HR) refers to 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. Examples include the migration of HRIS applications onto an intranet, the use of web-based HR
Explain how automation, ICT, and knowledge work impact the use of technology in the workplace. LO.1
Describe the role of technology in enabling HR to help the organization achieve its strategic objectives. LO.1
Discuss the six key functions of an HRIS and the subsystem components that reside in an HRIS. LO.1
Describe several technological trends that HR must be aware of in order to offer value-added technology solutions. LO.1
Explain what an HR audit is and why it is important. LO.1
Describe the three steps involved in selecting and implementing an HRIS. LO.1
What is e-HR, and its associated risks and benefits? LO.1
In order for HR to demonstrate that it is a strategic partner with the business, it must be aware of its customer requirements. In terms of technology, what actions and initiatives would HR have to take to demonstrate this awareness? LO.1
The role of HR has fundamentally changed as a result of technology. How will HR deliver service in the future? What delivery mechanisms will work best? LO.1
Do you think that it is important for all types of organizations to have an HRIS? Why or why not? LO.1
Compare and contrast the costs and benefits of being a member of an HRIS implementation team. LO.1
Do you think that maintaining the security of an HRIS is a major concern for HR technology professionals?What security issues are most important today? LO.1
How does HR technology help organizations deliver transactional HR activities in a more efficient way? LO.1
In today’s economic climate, organizations are concerned with talent management. How can HR technology be used to ease these concerns? LO.1
Explore two vendors who offer technology-related solutions for talent management such as Taleo(www.taleo.com) and Halogen Software (www.halogensoftware.com). Consider how these programs can contribute to organizational effectiveness. How will they help managers manage more effectively?How will they
Go to www.workopolis.com or www.monster.ca.Find a job posting for an HRIS manager and HRIS analyst/administrator. How are the jobs different?What types of activities does each role carry out? LO.1
Investigate what workers are saying about how the web has helped them work more effectively.Go to www.GigaOM.com/collaboration. What types of issues are being discussed there? Are there some trends? LO.1
To accommodate a diverse workforce, HR must consider various types of delivery methods to communicate HR information. Explore the difference between video and audio podcasts, interactive voice response(IVR), and a company intranet. Describe these methods of delivery and how they can be used to
What data should be stored for each employee? How would the company use these data? LO.1
Conduct an HRIS needs analysis for the company.What are the results? LO.1
Would you recommend an HRIS to Jennifer and Pierre? If so, what kind of system? LO.1
How can the assignment of a champion facilitate the introduction of the new HRIS? Is Jack Newman the best person to act as champion? LO.1
Why have the HR and training divisions built quite different database systems? What are the difficulties involved in integrating the functions of these divisions? LO.1
What are the advantages of integrating the functions of the HR division, training division, and those of the work group supervisors? LO.1
What are the advantages and disadvantages of the Boomerang Water Corporation buying an off-the-shelf integrated HR database system? LO.1
In what ways may the transfer of some HR functions to work group supervisors improve the efficiency of the HR division? In what ways may work group supervisors be advantaged or disadvantaged by the transfer of HR functions? LO.1
Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan. LO.1
Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making. LO.1
Increase the attractiveness of the employer to desirable potential employees by identifying and shaping the organization’s employee value proposition to build a high-quality workforce. LO.1
Relevant organizational information is reviewed. LO.1
Jobs are selected to be analyzed. LO.1
Using one or more job analysis techniques, data are collected on job activities. LO.1
The information collected in Step 3 is then verified and modified, if required. LO.1
Job descriptions and specifications are developed based on the verified information. LO.1
The information is then communicated and updated on an as-needed basis.The structure of this chapter aligns with the six steps of job analysis. LO.1
How do you think job descriptions are different in entrepreneurial firms or dynamic firms than in larger, more structured organizations? LO.1
What challenges do you face when trying to identify the core requirements for a job in an innovative firm? LO.1
Within your company, how do you provide clarity as to employees’ job responsibilities while maintaining flexibility to alter the job requirements as the market and organization changes? LO.1
Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. The whole thrust of these systems is to encourage employees to work in a self-motivated way by organizing the work around teams, encouraging team members to rotate
Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. For example, a company with a strategic emphasis on miniaturization and precision manufacturing should encourage some employees to develop their expertise in these two strategically crucial
Measurable skills, knowledge, and competencies support the employer’s performance management process. Training, appraisals, and rewards should be based on fostering and rewarding the skills and competencies required to achieve work goals. Describing the job in terms of skills and competencies
Some of your research focuses on uses of Information and Communication Technology (ICT) on the workplace and the impact that has on perceptions of stress. Why did you focus on ICT? LO.1
Your research uses the Job Demands–Resources Model. What is the difference between a job resource and a job demand, and how does ICT affect both? LO.1
What can organizations do to reduce levels of stress associated with use of ICT in the workplace? LO.1
The job analyst and supervisor should work together to identify the employees who know the job best and those who might be expected to be the most objective in describing their duties and responsibilities. LO.1
Rapport should be established quickly with the interviewee by using the individual’s name, speaking in easily understood language, briefly reviewing the purpose of the interview (job analysis, not performance appraisal), and explaining how the person came to be chosen. LO.1
A structured guide or checklist that lists questions and provides spaces for answers should be used. Using a form ensures that crucial questions are identified ahead of time, that complete and accurate information is gathered, and that all interviewers(if there is more than one) glean the same
When duties are not performed in a regular manner—for instance, when the incumbent doesn’t perform the same tasks or jobs over and over again many times a day—the incumbent should be asked to list his or her duties in order of importance and frequency of occurrence. This will ensure that
The data should be reviewed and verified by both the interviewee and his or her immediate supervisor. LO.1
Self-reflective job titles can help employees cope with emotional exhaustion, by allowing employees to focus on the positive aspects of their contributions to work. LO.1
Involving employees in their job title development can help employees see the “we” in the organization, allowing them to establish how they are distinctive in the larger established organizational framework and structure. LO.1
Rather than viewing job titles as a symbol of organizational bureaucracy (thus a source of frustration), self-reflective job titles are effective in employee stress reduction.20 LO.1
In any organization, work has to be divided into manageable units and ultimately into jobs that can be performed by employees. The process of organizing work into tasks that are required to perform a specific job is known as job design. The term “job” means a group of tasks and duties, and
Job analysis involves six steps: (1) collect background information, (2) select the representative positions and jobs to be analyzed, (3) collect data, (4) review the information collected with the incumbents and their supervisors, (5) develop job descriptions and job specifications, and (6)
Techniques used to gather job analysis data include interviews, questionnaires (including the PAQ and FJA), direct observation, participant diaries/logs, and the National Occupational Classification (NOC), to list just a few. LO.1
Competency-based job analysis, focusing on how the job is done (the behaviours required) more than on task requirements, has become more common for three reasons. First, traditional job descriptions may not be appropriate in organizations with flexible jobs. Second, describing the job in terms of
A job description is a written statement of what the jobholder actually does, how he or she does it, and under what conditions the job is performed.The job specification involves examining the duties and responsibilities and answering this question:“What human traits and experience are required
Explain how job analysis provides important information that is required for at least three different functions of HRM. LO.1
Differentiate among job enlargement, job rotation, and job enrichment, and provide an example of each. LO.1
Why is ergonomic job design becoming increasingly important? LO.1
Although not legally required, having job descriptions is highly advisable. Why? How can firms ensure that their job specifications are legally defensible? LO.1
What are competencies? Why are companies starting to use competency-based job analysis? How is this approach different from the traditional approach? LO.1
In a company with only 25 employees, is there less need for job descriptions? Why or why not? LO.1
Why isn’t it always desirable or appropriate to use job enrichment when designing jobs? How would you determine how enriched an individual employee’s job should be? LO.1
Assume that you are the job analyst at a bicycle manufacturing company in British Columbia and have been assigned responsibility for preparing job descriptions (including specifications) for all the supervisory and managerial positions. One of the production managers has just indicated that he will
Working individually, prepare a job description (including job specifications) for a position that you know well, using the job analysis questionnaire in this chapter.Once you have done so, exchange job descriptions with someone else in the class. Critique your colleague’s job description and
To assist Pierre and Jennifer in developing much-needed job descriptions, follow the steps outlined in the job analysis process and design a job description for the positions of web designer, salesperson, and receptionist. LO.1
As part of the job analysis process you will follow in question 1, evaluate the methods of collecting job analysis information and discuss which ones you would recommend (including why) to Pierre and Jennifer as part of developing the job descriptions. LO.1
As their management consultant, would you recommend they use quantitative or qualitative methods, or both? Why? LO.1
Outline what the crucial differences are between a job description and a job specification. LO.1
The owner of the business has heard that qualitative methods produce the best job descriptions. Would you attempt to persuade him otherwise? LO.1
Develop a sample job description for the position of administrative assistant for the owner and explain why you included the various sections that you did. LO.1
The owner has heard from some of his colleagues about the use of competencies. He wants to know what they are and if these should be incorporated into the job descriptions he requires. LO.1
Impact the organization and human resources practices by bringing to bear a strategic perspective that is informed by economic, societal, technological, political, and demographic trends to enhance the value of human resources. LO.1
Contribute to the organization’s vision, mission, values, and goals, demonstrating business acumen and participating in the strategic planning process, to support organizational objectives. LO.1
Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan. LO.1
Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making. LO.1
Create a workforce plan by identifying current and future talent needs to support the organization’s goals and objectives. LO.1
Increase the attractiveness of the employer to desirable potential employees by identifying and shaping the organization’s employee value proposition to build a high quality workforce. LO.1
Make informed business decisions using financial and operating information to align human resources with business strategy. LO.1
Conduct comprehensive human resources audits by sampling policies, procedures, programs, and systems to identify strengths and areas for improvement and to ensure compliance. LO.1
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