Chapter 1 Dessler

Human Resources Management in Canada
Fourteenth Canadian Edition
Chapter 1
The Strategic Role of Human Resources Management
Learning Objectives
1.1 Define human resources management and analyze how it relates to the management
process.
1.2 Describe the value of HR expertise to non-HR managers and entrepreneurs.
1.3 Explain how HRM has changed over recent years to include a higher-level advisory role.
1.4 Identify tools to help make evidence-based HRM decisions.
1.5 Describe the core HR competencies and professionalism of the HRM function.
1.6 Discuss the internal and external environmental factors affecting human resource
management policies and practices, and explain their impact.

What is an organization?
A group of people with _____________________ who work together to achieve

organization’s ____________________.
What do managers do?

• Manager accomplishes ________________ by managing the efforts of the
____________.
• Perform management process of
____________________________________________.

Human Resources Management (HRM):
• Management of people in organizations to drive successful organizational
performance and achievement of organization’s strategic goals.
• Responsible for:
– Finding and hiring the best individuals available.
– Developing their talent.
– Creating a productive work environment.
– Continually building and monitoring the human assets.
Strategy and Human Capital:

• Strategic plan:
– How company will match internal __________________ with external -
_____________ to maintain a competitive position.
• Strategy:
– Course of action a company pursues to achieve its strategic aims.
• Strategic management:
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– The process of identifying and executing the strategic plan.
Strategy and Human Capital:

• Human capital is the ___________________________ of an organization’s
workforce.
– Knowledge-based economy requires acquisition and development of superior
human capital for profitability and success.
• HR practices contribute to development of embedded knowledge of a firm’s
culture, history, processes, and context.
• High performance HR practices have a positive relationship with productivity and
financial performance.
Why Is HR Management Important to All Managers?

List some mistakes managers don’t want to make:
Brief History of HRM:

• Historically any enterprise required attracting, selecting, training, and motivating
members.
– Personnel tasks were part of every manager’s job.
• In later 1800s labour problems began arising in post-Industrial Revolution
factories.
– By 1900 first “________________________ were set up.
• ___________ laws in the 1930s expanded role of HR.
• _______________ laws in the 1970s and 1980s made employers more reliant of
personnel management.
• ________________in the 1980s made gaining competitive edge through engaged
employees increasingly important.
• ____________________ in the 1980s and 1990s resulted in outsourcing many
operational HR activities.
• Today economic and demographic trends make finding, hiring, and motivating
employees more challenging.
– Role of HR department has evolved to that of helping organizations achieve
strategic objectives.
Shared Responsibility for Talent Management:

• Current trends point to HR and talent management becoming an everyday part of
doing business.
• Figure 1.2 HR and Senior Manager Roles:
– Highlights core job requirements found in non-HR roles.
 Traditionally limited to HR department.
– Evidence that HR skills permeate throughout the organization.
– All managers need basics of HR management skills.
The New HR Manager:

• Defends HR plans in measurable terms.
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• Understands strategic _______________________________.
• Implements __________________.
• Drives _________________________.
• Redesigns _________________________
• Serves as subject-matter expert or in-house consultant.
• Needs to have ___________________ and skills.
• Firms are changing how they organize the HR function.
• New focus separates employees into segments such as executives, technical
employees, and rank-and-file.
• Other HR configurations in use today:
– Transactional HR teams.
– Embedded HR teams.
– Relationship managers.
– Centres of expertise.
Evidence-based HRM:
• Making decisions based on __________________________________
– Using the best-available ____________ in making decisions.
• Measuring the value and impact of human capital and HRM practices:
– Use ________ to measure activities and results.
 Provide critical information that can be linked to organizational
outcomes such as ____________, ____________, and ________.
Strategic HRM Tools:

• _________ map summarizes how each department’s performance contributes to
achieving the company’s overall strategic goals.
• Balanced _________ translates organization’s strategy into comprehensive set of
performance measures.
– Financial measures tell results of actions already taken.
– Operational measures drive future performance.
– Balance long-term and short-term actions related to financial results,
customers, business processes, and human capital management.
Strategic HRM Tools:
• Digital dashboard presents managers with desktop graphs and charts, showing a
computerized picture of how the company is doing.
Growing Professionalism in HRM

Characteristics of a Profession:
• Common body of knowledge.
• Benchmarked performance standards.
• Representative professional association.
• External perception as a professional.
• Code of ethics.
• Required training credentials.
• Ongoing skill development.
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• Maintenance of professional competence.
Certification:
• Indicates that professional standards have been met.
• Professional HR designation in Canada is changing.
 Chartered Professional in Human Resources (CPHR)
– Specialized designations recognize expertise in benefits, recruitment, payroll,
employee benefits, management professionals and certified training and
development professionals.
Ethics:
• For HR professionals abiding by code of ethics is a requirement to maintain
professional status.
• Organizational code of ethics provides a guide.
• Ethical issues in Canadian organizations today:

– Security of _________.
– Employee and client _______.
– Environmental issues.
– Governance.
– _________ of interest.
• Failure of ethics programs:

– Lack of___________.
– Inadequate ______________.
• Positive outcomes of ethics programs:
– Increased confidence among stakeholders.
– Greater client, customer and employee loyalty.
– Decreased vulnerability to crime.
– Reduced losses to internal theft.
– Increased public trust.
• Social responsibility:
– Balancing organizational commitments to investors, employees, customers,
other businesses, and the communities in which the firm operates.
External Environmental Influences:

• Economic conditions:
– Affect supply and demand.
– Employment levels fluctuate with economy.
– Productivity improvement is essential for long-term success.
 Ratio of outputs (goods and services) to inputs (people, capital, energy,
and materials).
– Decline of the primary, secondary sectors and growth of tertiary (service)
sectors.
- Labour market issues:
– Increasing workforce diversity:
 Canada’s workforce is one of the most diverse in ___________.
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 Includes _____________________________________.
 In Canada there are four protected employee groups:
1._________________
2.______________
3.________________
4._____________
• Education
– Better-educated labour force has higher expectations.
– Fully utilize talents of employees and provide opportunities for career growth.
– Marginal _______________ present a problem.
 Ability to understand and use printed documents is limited.
 Major reason for rejecting entry-level candidates are poor
________________ skills.
Non-standard or Contingent Workers:

• Workers who do not have regular full-time employment status.
• Used by companies to provide flexible, on-demand labour.
– Part-time
– Fixed-term
– Temporary
– Home workers
– Standby workers
– Self-employed
Technology:
• Digital technologies are driving transfer of functionality from HR professionals to
automation.
– Mobile applications – ______________.
– Gaming – _______________.
– Cloud computing – __________________.
– Data analytics – __________________.
– Talent analytics – _______________________.
• Increasing use of social media tools to recruit new employees.
Technology:
• Affecting nature of jobs.
– Dispersed workforce.
 Work anywhere.
– Line between work and family time is blurred.
– Concerns about ____________________________________________.
– Monitoring of_______________________________use.
– Video surveillance of employee behaviour.
Government:
• Impact of laws on employer-employee relationship.
– Complicated by federal and ten provincial jurisdictions.
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• Globalization:
– Emergence of a single global market.
– Increasing intensity of competition.
– Human resources are a source of competitive advantage.
– HR professionals must become familiar with employment legislation in other
countries.
Government:
• Environmental concerns are motivating behaviour of employees.
– Sustainability
– Climate change
– Global warming
– Pollution
– Carbon footprints
– Extinction of wildlife
– Ecosystem fragility
Internal Environment Influences:

• Organizational culture:
– _____________________ that are shared by members of an organization.
– Conveyed through mission statement, stories, symbols and ceremonies.
 Communicates what organization believes in and stands for.
 Provides sense of direction and expected behaviour.
 Creates a sense of _________________.
 Fosters ____________________.
• Organizational climate:
– Atmosphere or “internal weather”, and its impact on employee motivation, job
satisfaction and loyalty.
– Examples: open or secretive, rigid of flexible, innovative or stagnant.
• Management practices:
– ______________________ improved communication.
– ______________ provides workers with skills and authority of make
decisions.

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Chapter 1 Dessler

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Human Resources Management in Canada

Fourteenth Canadian Edition

The Strategic Role of Human Resources Management

A group of people with _____________________ who work together to achieve

What do managers do?

The Strategic Role of Human Resources Management

Strategy and Human Capital:

Strategy and Human Capital:

Why Is HR Management Important to All Managers?

Brief History of HRM:

Shared Responsibility for Talent Management:

The New HR Manager:

Strategic HRM Tools:

Growing Professionalism in HRM

• Ethical issues in Canadian organizations today:

• Failure of ethics programs:

External Environmental Influences:

Non-standard or Contingent Workers:

Internal Environment Influences:

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