What do you call the practice of contracting with outside vendors to handle specified functions on a permanent basis is known as?

Human Resources Management (HRM) 

• refers to the management of people in organizations
  
• The goal of HRM is:
  
• Attract the best qualified applicants
• Engage employees
• Maximize employees contributions
• Retain employees

strategic human resources management 

the linking of HRM with strategic goals and objectives

analyzing jobs, planning labour needs, orientating, and training employees

• create a working environment that is conductive to engagement, collaboration, strong employer-employee relations
  
• HR professionals are often referred to as right hand advisors

employees at all levels frequently consult HR department staff for expert advice and counseling

guide established to provide direction in decision-making

electronic human resources (e-HR)

the use of technology to deliver HR services and to promote self-service of HR transactions

the practice of contracting with outside vendors to handle specified functions on a permanent basis

the knowledge, education, training, skills, and expertise of a firm’s workers

the core values, beliefs, and assumptions that are widely shared by members of an organization

the prevailing atmosphere that exists in an organization and its impact on employees

providing workers with skills and authority to make decisions that would traditionally be made by managers

individuals who are employed and those who actively seek work

the service sector:

• primary
• secondary
• tertiary

• Ag, fishing, trapping, forestry, mining (>5% of jobs)
• Manufacturing and construction (also dropping)
• Public admin, personal and business services, finance, trade, public utilities, transport/communication (greatest growth)
  

= outputs (goods and services)/ inputs (people, capital, energy, materials)

an employee who transforms information into a product or service

an officially recognized association of employees who have joined together to present a united front and collective voice in dealing with management

workers who do not have regular full-time or part-time employment status

the characteristics of the workforce, which include age, sex, martial status, and education

any attribute that humans are likely to use to tell themselves that they are different from another person (age, gender,sex, values, etc)

Age (1)

• baby bommers
• generation x

• individuals born between 1946 and 1964
  
• Driven to succeed, questioning authority, valuing power, personal growth, and achievement
• individuals born between 1965 and 1980
  
• Flexible work arrangements, continuous skill development, and a balance between work and personal life

Age (2)

• generation y
• sandwich generation

• individuals born after 1980
  
• Entrepreneurial, independent, digitally savvy, rejecting micromanagement, valuing empowerment
• individuals with responsibility for raising young dependents as well as assisting elderly relatives who are no longer capable of functioning independently

unable to read, write, calculate or solve problems at a level required for independent functioning or the performance of routine technical tasks

visible and ethnic minorities 

• A great number of visible minorities are entering the labour force
  
• Result of immigration
  

Growing number of women in the labour force has been a trend since the 1950’s

• FN face considerable difficult obtaining jobs and advancing in the workplace
  
• Aboriginal HR Council (AHRC) introduced training programs to make this easier
  

persons with disabilities 

People with disabilities continue to confront physical barrier to equality every day

• Manufacturing advances have eliminated many blue-collar jobs
  
• IT has had both positive and negative effects
  

the tendency of firms to extend their sales, or manufacturing to new markets abroad

• CCHRA
• PMA
• member certification

• The Canadian council of HR associations
  
• Personnel management association

• National knowledge exam (NKA)
  
• An experience requirement
  
• Recertification every 3 years
  

security of info, employee and client privacy, environmental issues, governance, and conflict of interest

a company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

identifying and analyzing external opportunities and threats that may be crucial to an organization’s success

strategy execution has traditionally been the “bread and butter” of HRM’s strategy role

the commitment of employees to the organization and their jobs

aim to ensure that employees fully use their skills and gifts at work

gave ach province and territory the power to legislate in relation to employment

• Common Law
  
• Contract Law
  

• the accumulation of judicial precedents that do not derive from specific pieces of legislation
  
• legislation that governs collective agreements and individuals employment contracts
  

legally binding rules established by the specific regulatory bodies created to enforce compliance with the law and aid in its interpretation

Employment (labour) standard legislation 

laws present in every Canadian jurisdiction that establish minimum employee entitlements and set a limit on the max number of hours of work permitted per day or week

an employer cannot pay male and female employees differently if they are performing the same work

Charter of Rights and Freedoms 

·      federal law enacted in 1982 that guarantees fundamental freedom to all Canadians

Four freedoms:

• Freedom of conscience and religion
  
• Freedom of thought, belief, opinion, and expression
  
• Freedom of peaceful assembly
  
• Freedom of association
  

a family of federal and provincial laws that have a common objective: providing equal opportunity for members of protected groups

Race

Colour

Religion or creed

Physical and mental disability

Sex

Martial status

Age

National or ethnic origin

Canadian Human Rights Act 

federal legislation prohibiting discrimination on a number of grounds

• discrimination
  
• unfair discrimination

• as used in the context of human rights in employment, a distinction, exclusion, or preference based on one of the prohibited grounds, that impairs the rights of a person to full and equal recognition
  
• making choices on the basis of perceived but inaccurate differences
  

intentional discrimination 

deliberately using criteria such as race, religion, sex, or other grounds when making employment decisions

embedded in policies and practices that appear neutral on the surface and are implemented impartially but have an adverse impact n specific groups of people

bona fide occupational requirement (BFOR) 

a justifiable reason for discrimination based on business necessity or by a task that an employee is expected to perform

the point to which employers are expected to accommodate under human rights legislative requirements , not based on customer preference

a wide range of behaviors that a reasonable person ought to know are unwelcome. This includes actions that were once tolerated, ignored, and considered innocent provided the other individual feels they are being harassed

• physiological haras.
  
• sexual haras.
  
• sexual coercion
• sexual annoyance

• physical or verbal intimidation such as name-calling, unfound yelling, insults, and spiteful comments
  
• gender or physical attractiveness or unattractiveness
  
• harassment of a sexual nature that results in some direct consequence to the worker’s
  
• sexually related conduct that is hostile, intimidating, and offensive to the employee

Canadian human rights commission (CHRC) 

the body responsibility for the implementation and enforcement of the human rights act

this existence of certain occupations that have traditionally been male dominated and others female dominated

an invisible barrier caused by attitudinal or organizational bias, which limits the advancement opportunities of qualified designated group members

having a smaller proportion of group members in particular jobs, occupations, departments, or levels of organization that is found in the labour market

having a higher proportion of designated group members in specific jobs, occupations, departments, or levels of an organization that is found in the labour market

being employed in a job that does not fully utilize one’s knowledge, skills, and abilities

employment equity
pay equity

eliminating systemic barriers to employment opportunities

redress the imbalance in pay between male dominated and female dominated job classes

federal legislation intended to remove employment barriers and promote equality for members of the four designated groups; women, visible minorities, first nations, persons with disabilities

giving preference to designated group members to the extent that non-members believe they are being discriminated against

activities designed to integrate all members of an organization’s multicultural workforce and use their diversity to enhance the firm’s effectiveness

organizational characteristics(1)

1. Top management commitment
   
2. Diversity recruitment initiatives
   
3. Diversity training programs
   
4. Inclusive and representative communications

organizational characteristics(2) 

1. Activities to celebrate diversity
   
2. Support groups, mentoring programs, and network opportunitie
3. Diversity audits
   
4. Management responsibility and accountability

human resources planning (HRP)

the process of analyzing and identifying the need for and availability of human resources for the good of the company

monitoring of major external factors to identify trends that might affect an organization

• Trend analysis
  
• Ratio analysis
  
• Scatter plot
  
• Regression analysis
  

• study of a firm’s past employment levels over a period of years to predict future needs
  
• a forecasting technique for determining future staff needs by using ratios between some casual factors and the number of employees needed
  
• a graphical method used to help identify the relationship between the two variables
  
• a stats technique using math to predict future demands
  

• Computer based simulation
  
• Nominal group technique
  

• a complex series of math formulas that use a number of key factors to calculate future HR  needs
  
• 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
  

• Delphi technique
  
• Scenario planning
  

• a judgmental forecasting method used to arrive at a group decision, typically involving outside experts
  
• a method that invites managers to envision the trends that will impact the organization
  

• Internal forecasting
  
• External forecasting
  

• present employees who can be transferred or promoted to meet anticipated needs
  
• people in the labour market not currently working for the organization
  

a stats technique that predicts the internal supply of candidates by determining the pattern of movement to and from jobs

• Skills inventories
  
• Management inventories
  

• manual or computerized records summarizing the employees’ education, experience, interests, skills, etc
  
• manual or computerized records summarizing the background, interests, skills, etc
  

• Replacement charts
  
• Replacement summaries
  
• Movement analysis
  
• Succession planning
  

• visual rep of who will replace whom in the event of a job opening
  
• lists of likely replacements for each position and their strengths and weaknesses
  
• a technique used to trace and analyze the ripple effect that promotion and job losses have
  
• the process of ensuring a suitable supply of successors
  

• Surplus
  
• Shortage
  
• Hiring freeze
  
• Attrition
  
• Buyout or early retirement

• expected labour supply exceeds expected labour demand
  
• expected labour demand exceeds expected labour supply
  
• employee surplus where openings are filled by re-assigning current employees
• strategies used to accelerate attrition

• Job sharing
  
• Reduced wok week
  
• Loaning
  
• Layoff
  

• a strategy that involves dividing the duties of a single position between two or more employees
  
• a layoff-avoidance strategy involving employees working fewer hours and receiving less pass
  
• loaning staff to other organizations that are experiencing a labour shortage
  
• temporary withdrawal of employment for workers for economic or business reasons
  

• Termination
  
• Severance pay
  
• Outplacement assistance
  

• a broad term that encompasses permanent separation from an organization
  
• a lump-sum payment that is given to employees who are being terminated
  
• a program designed to assist terminated employees to find new jobs
  

• Golden parachute
  
• Survivor sickness
  

• a guarantee in a executive’s employment contract to pay specified compensation and benefits
  
• a range of negative emotions experienced by employees remaining after a major restructuring
  

• Recruitment
  
• Job posting
  

• the process of searching for and attracting an adequate number of qualified candidates
  
• the process of notifying current employees about vacant positions
  

• Selection
  
• Selection ratio
  

• the process of choosing individuals with the relevant qualifications to fill existing or projected job openings
  
• the ratio of the number of applicants hired to the total number of applicants
  

• Selection interview
  
• Panel interview
  
• Unstructured interview
  
• Structured interview

• a procedure designed to predict future job performance on the basis of an applicants answers to questions
  
• an interview in which a group of interviewers question the applicant
  
• conversation-type interview in which the interviewer pursues points of interest
  
• an interview following a set of questions

• Semi-structured interview
  
• Situational interview
  
• Behavior descriptive interview (BDI)
  

• an interview format that combines the structured and unstructured techniques
  
• a series of job-related questions that focus on how the candidate would behave in a given situation
  
• a series of job-related questions that focus on relevant past job behaviors
  

• Sequential interview
  
• Computerized selection interview
  
• Videoconferencing
  

• an interview in which the applicant is interviewed sequentially be several persons
  
• an interview process involving a computer rather than a person
  
• a recent technology that uses web cams to bring the interviewer(s) and the interviewee together if they lived in different places
  

• Realistic job preview (RJP)
  

• a strategy used to provide applicants with realistic information- both positive and negative- about the job demands, organizations expectations, and work environment
  

• Intelligence quotient (IQ) test
  
• Emotional intelligence (EI) test
  
• Aptitude test
  
• Achievement test
  
• Personality tests
  

• tests that measure the general intellectual abilities
  
• tests that measure ability to monitor one’s own emotions and the emotions of others
  
• tests that measure an individuals aptitude or potential to perform a job
  
• measure of what a person has learned
  
• instruments used to measure basic aspects of personality
  

• Work samples
  
• Management assessment center
  
• Situational tests
  

• how a candidate actually performs some of the job’s basic tasks
  
• a strategy used to assess candidates management potential
  
• hypothetical situations represented in the job
  

• Honesty tests
  
• Physical examination
  
• Substance abuse testing
  

• lie detector test, illegal in many Canadian jurisdictions
  
• must be conducted after a written offer of employment has been extended
  
• to avoid hiring employees who would pose as a risk
  

• Verifying the accuracy of the information a candidate has provided about themselves
  
• Applicants must be asked to indicate in writing that a background test is okay
  

• Reliability
  
• Validity
  

• the degree to which interviews, tests, and other selection processes yield dependable data
  
• the accuracy with which a predictor measures what it is supposed to measure
  

• Employee orientation
  
• Socialization
  
• Reality shock
  

• a procedure for providing employees with information about the company, the industry, and their job
  
• the ongoing process of instilling in all employees the prevailing attitudes, standard, etc of the organization
  
• a new employee’s realization that there are differences between his or her personal expectations about the job and realties
  

• Training
  
• Development
  

• the process by which organizations equip employees with the knowledge, skills, and abilities to perform their current jobs according to organizational standards
  
• a long-term initiative, such as mentoring, designed to prepare employees for future jobs within the organization
  

1. needs analysis
2. instructional design
3. implementation and delivery
4. transfer of learning
5. evaulation

• Performance management
  
• Summative evaluation
  
• Formative evaluation
  

• the entire process affecting employee motivation, performance, productivity, and effectiveness
  
• appraisals provide information for promotion and salary decisions
  
• appraisals reveal opportunities for employees to develop goals and action plans for professional development
  

• Performance factors
  
• Performance standards
  

• key knowledge, skills, and abilities from an employee’s job description that will be used to evaluate performance
  
• quantifiable and measureable criteria that communicate how well, often, and quickly tasks are to be completed
  

• Criterion deficiency
  
• Criterion contamination
  

• omission of performance factors that are integral to job success
  
• inclusion of performance factors that are not relevant or are outside the employees control
  

• Graphic rating scale
  

• a scale that lists a number of traits and a range of performances for that trait. The employee is then rated by identifying the score that best describes his or her level of performance for each trait
  

• Forced distribution method
  
• Critical incident method
  

• predetermined percentages of rates are placed in various performance categories
  
• keeping a record of uncommonly good or undesirable examples of an employee’s work- related behavior and reviewing it with the employee at predetermined times
  

• Behaviorally anchored rating scale (BARS)
  
• Behavior observation scale (BOS)
  
• Management by objective (MBO)
  

• an appraisal method that aims to combine the benefits of narratives, critical incidents and quantified ratings
  
• identifies critical incidents and assesses how frequently behaviors were demonstrated
  
• collaborative goal setting between manager and employee and then periodically reviewing progress made
  

• 360 degree appraisal
  
• Peer appraisal
  
• Logrolling
  
• Rating committees
  

• a performance appraisal technique that uses multiple raters including peers, employees reporting to the appraise, supervisors and customers
  
• appraisal done by an employee’s coworkers
  
• all peers get together and rate each other highly
  
• appraisal done by employee’s immediate supervisors and some others
  

• Self- assessment
  
• Management appraisal by employees
  
• Halo effect
  

• employees critique their past performance and reflect where they want to set their goals
  
• anonymously evaluate their boss
  
• in performance appraisal, the problem that occurs when a supervisor’s rating of an employee on one trait biases the rating of that person on other traits
  

• Central tendency
  
• Strictness/ leniency
  
• Appraisal bias
  

• rating all employees in the middle
  
• the problem that occurs when a supervisor has a tendency to rate all employees either high or low
  
• the tendency to allow individual differences, such as age, race, and gender to effect rating
  

• Recency effect
  
• Similar to me bias
  
• Appraisal interview
  

• ratings based on employees recent performance rather than a formal process
  
• the tendency to give higher ratings to employees similar to you in some way
  
• an interview in which the supervisor and employee review the appraisal and make plans for the future
  

Unclear performance standards

an appraisal scale that is too open to interpretation of traits and standards

how to conduct an interview

• Be direct and specific
  
• Focus on job related behavior
  
• Encourage the person to talk
  
• Encourage collaboration
  
• Post- interview follow up
  

Which of the following falls under traditional activities of HRM?

Which of the following HR functions is least related to the performance management process?

What is HRM quizlet?

What is the meaning of Acronym HRM?