2BC3 W2020 Lecture 1 - Introduction To HR

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Commerce 2BC3

Human Resource Management


and Labour Relations

Lucy Djelalian Pepper

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Instructor Information

• Lucy Djelalian Pepper

• Email: [email protected]

• Office Hours: Tuesdays and Wednesdays from 11:00 a.m.


to 12:00 p.m. or by appointment – Location: TSH 627

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TA Information

• Jennifer Ho

• Email: [email protected]

• Office Hours: TBD

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• Intro to HR • Training & Development
• Strategic HRM • Performance
• Job design & analysis management

• Legal Environment • Compensation & Benefits


• Recruitment • Health and Safety
• Selection • Labour relations

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Class Format

• Weekly readings, lectures, videos, possible guest


speakers, case discussions

• Lectures will elaborate on and supplement text material

• Discussions
• Will provide opportunities to observe, apply, and discuss course
concepts
• Videos, current events, etc.

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Learning in this class
• Mutual responsibility

• Your “return” on this class will be a function of what you


invest

• Your contributions make this a more valuable learning


experience for everyone
• Attendance
• Being prepared for class – e.g., reading text
• Participating in discussion and activities
• small group or class
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Course Text

Strategic Human Resource Management: Gaining a


Competitive Advantage, 2nd Canadian edition.
Authors: Noe, R. A., Hollenbeck, J. R., Gerhart, B.,
Wright, P. M., & Eligh, L. E. (2016).

Old edition??

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Course Website

• Avenue to Learn
• http://avenue.mcmaster.ca

• Lecture slides, announcements, etc.

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Miss a class?

• Check with a classmate re: missed material,


announcements, etc.
• Applying for an MSAF:
• Assignments – restricted eligibility for MSAF; submit
MSAF prior to assignment’s due date; will have 3-day
extension max
• Mid-terms – consult with Student Experience office if
you miss one of the mid-terms

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• Two Mid-Terms – 25% each
• Final – 25%
• Assignment – 25%
• Part 1 – 2%
• Part 2 – 10%
• Part 3 – 13%

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Exams

• Midterms and Final


• 50 MC questions covering text and class material
• 75 MC – exam

• Midterm Exam
• Friday, February 7 at 7:00 p.m. (25%)
• Friday, March 13 at 7:00 p.m. (25%)

• Final Exam (25%)


• Date TBD
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Assignment
• Students will work in groups of 2, 3 or 4 people

• Focus of assignment: any job you are considering or


would consider as a future career
• Part One – Job Analysis
• Part Two – HR Planning and Recruitment
• Part Three – Selection, Compensation &
Performance Management

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Assignment

Due Dates:
Part 1 – Friday, February 14 by 11:59 p.m.
Part 2 – Friday, March 6 by 11:59 p.m.
Part 3 – Friday, April 3 by 11:59 p.m.

More information will be posted on Avenue

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Lecture Overview

• Introduction to HRM
• Definition
• Key activities of HRM

• Challenges facing Canadian organizations

• Ethical considerations
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So let’s get started…

What is Human Resource Management?


•Refers to the policies, practices, and systems that influence
employees' behaviour, attitudes, and performance

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How has HR evolved?

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Major HRM Responsibilities

• Ensuring organizational strategy is achieved by:


• Effective job design
• Attracting employees (recruiting)
• Hiring employees (selection)
• Legal compliance

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Major HRM Responsibilities
• Ensuring organizational strategy is achieved by:
• Preparing employees for current/future jobs (talent
management, training & development)
• Supporting and evaluating employee performance
• Setting up compensation program
• Rewarding & motivating employees (compensation)
• Creating engaging, healthy work environment
(employee & labour relations, H&S)

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Who does HRM?

• Depends on company size


• All managers have HR responsibility
• Hire, fire, supervise, evaluate performance, identify training
needs, make pay decisions, etc.
• Often in consultation with HR department
• HR department/ HR professionals
• Have specialized expertise
• Lead/ develop HR process/programs
• Train, coach, support managers in these processes
• Ensure legal compliance

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The HR Professional
• CHRP
• Certified Human Resources Professional designation
• Requirements
• Academic – coursework, etc.
• Knowledge Exam
• Experience/Professional assessment
• Ontario has in recent years introduced 3 levels
• CHRP, CHRL (Leader), CHRE (Executive)
• See www.cchra.ca and www.hrpa.ca for info
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The HR Profession
• To be successful…
• Need to understand how business works
• Remain current on relevant laws
• Manage interactions with and between others
• Provide guidance
• Lead and navigate
• Clearly communicate
• Manage HR both within and across borders
• Maintain confidentiality
• Critically evaluate information and make sound
recommendations
Challenges facing Canadian
Organizations

1. Sustainability

2. Globalization

3. Technology

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Sustainability

• Ability to succeed in a competitive environment without


sacrificing responsibility to employees, community, or
environment

• i.e., meeting needs of various stakeholders


• Triple bottom line – social, environmental and
financial

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Sustainability

• Includes:
• Providing value for shareholders
• Providing quality products & services for customers
• Providing employment for society
• Providing meaningful work for employees
• Corporate social / environmental responsibility

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Sustainability

• Economic concerns can affect these:


• Recession = need to cut costs
• Layoffs vs other mechanisms (temporary pay cuts;
reduced training; shortened work week)
• Example: Standen’s and Fedex

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Sustainability

• Value comes from assets: physical, financial, intangible

• Intangible Assets:

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Global Challenge

• International trade / competition with other markets


• May have lower wages, less regulation, etc.
• To compete, Canadian organizations:
• Develop global markets
• Prepare employees for global/international
assignments

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Global Challenge
• Other strategies include…
• Outsourcing – having another company provide
services
• Offshoring – moving work to another country with
lower labour costs

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Global Challenge

• Offshoring – raises questions of sustainability


• Good business practice or exploitation?

• See “Offshoring with a Conscience” on p. 26


• Pure & Co. Neon Buddha – clothing company, based in
St. Catharines; production in Thailand
• Video

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Technological Challenges

• Changes what, how and where we work


• What? – different types of jobs
• Shift from manufacturing and agriculture to service
and telecom
• Nearly 70-80% of jobs are in service sector
• Engineering, health care, biotech, education, law,
business and retail trade
• Higher educational needs
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Technological Challenges
• How & Where work is done?
• Easier, faster communication (internet, mobile tech)
• Use of Social networking
• Remote work; Virtual / Distributed teams
• Increasing need for “soft skills” – flexibility, critical
reasoning, communication, problem-solving, etc. –
Employability Skills 2000+ (Conference Board)
• 2018 RBC Report identified key skills for future
economy
• Critical thinking, active listening, problem-solving, cultural awareness,
adaptability, digital literacy; ability to manage people
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Role of HR in these Challenges

• HR must play pivotal role in org’s meeting these


challenges. Why?

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Ethical Considerations

• Brief intro to Ethics in Organizations

• Read and discuss scenarios


• In small groups
• As entire class

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Ethical Issues in Organizations
• Ethics
• Standards of conduct and moral judgment that
determines right and wrong behaviour.

• Considered in making decisions, interacting with


customers, clients, etc

• Concerned with fairness/justice; respect for human


rights, dignity; greater good; not doing harm

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Ethical Issues in Organizations

• Unethical behaviour
• Behaviour that has harmful effects on other people;
and
• Is considered inappropriate or morally unacceptable
by others in a group, organization, or society at large

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Ethical Issues in Organizations

• Unethical behaviour
• US survey found that 45% witnessed unethical
behaviour in their workplace

• Gallup poll showed 18% of Americans rated business


leaders as high in honesty / ethics whereas >30%
rated them low or very low. Do you agree? What has
your experience been like?

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Ethical Issues in Organizations

• Ethical dilemma
• When 2 or more values are in conflict
• Often fall in “grey area” between what is illegal and
what is widely agreed upon as being good and right

• Need to weigh the values and decide


• Many decisions need to be made in the moment

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Video – Dan Ariely

Watch and then discuss

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Ethical Issues in Organizations

• Behavioral ethics research shows (Ariely presentation;


Zhang, Gino, & Bazerman, 2015)…

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“Should” vs “Want” Self

• When predicting our behaviour, we use “should self”


• I will exercise more; give blood; always tell the truth

• In actual situation, our “want self” dominates


• Decide to watch TV rather than exercise; not give blood because
don’t have time

• Later, “should self” re-emerges


• May see what we did as unethical; or
• Rationalize to make behavior seem OK

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Ethics Scenarios

• Read scenarios independently


• 5 minutes
• Discuss in groups of 2-4 and then with entire class

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Questions/Comments

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