MIDTERM

CHAPTER ONE. 2BC3

HUMAN RESOURCE MANAGEMENT (HRM): THE PRATICES, POLICIES, AND I SYSTEMS THAT
INFLUENCE EMPLOYEE’S BEHAVIOURS, ATTITUDES, AND PERFORMANCES.

SEVERAL IMPORTANT HRM PRATICES THAT SUPPORT THE BUSINESS

Analyzing work and designing jobs

Determining how many employees with specific knowledge and skills are needed

Attracting potential employees

Choosing employees

Teaching employees how to perform their jobs and preparing them for the future

Supporting and evaluating performance

Compensating and rewarding employees

Creating an effective work environment

 HUMAN RESOURCES AND ORGANIZATIONAL PERFORMANCE

Human Capital: means the organization employees, described in terms of their training,
experience, judgment, intelligence, relationships, and insight – employee characteristic that add
economic value to the organization

In terms of business strategy, and organization can succeed if it has a sustainable competitive advantage
(is better than competitors at something, and can hold that advantage over a sustained period of time).

Human Resources have these necessary qualities:

1. Human resources are valuable, high-quality employees provide a needed service as they perform
many critical functions.
2. human resources are rare in the sense that a person with a with high levels of the needed skills and
knowledge is not common. And organization might spend a month looking for a talented and
experience manager or technician.
3. Human resources cannot be imitated. to imitate human resources at a high performing competitor,
you would have to figure out which employees are providing the advantage and how. Then you would
have to recruit people who can do precisely the same thing and set up the systems that enable those
people to imitate your competitor.
4. Human resources have no good substitutes. When people are well, trained and highly motivated,
they learn, develop their abilities, and care about n customers. It is difficult to imagine another
resource that can match, committed, and talented employees.

Employee engagement: refers to the degree to which employees are fully involved in their work and the
strength of their commitment to their job and the organization. Engage employees are passionate about
their job, are committed to the company and its mission, and work hard to contribute.
THE IMPACT OF EMPLOYEE EXPERIENCE
Employee experience (EX): is the sum of all the moments that matter between an employee and an
·

employer. This encompasses, all of the elements that influence an employees perception of the work
environment for the employees entire , or lifecycle with the organization from the persons very first
contact with a potential employer through retirement and even beyond.

WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS

1. strategic partner: contributing to the company strategy through an understanding of its existing and
needed Human Resources and ways HR practises can give the company a competitive advantage. For
strategic ideas to be effective HR professionals must understand the business, it’s industry, and its
competitors.
2. Business partner services: developing effective HR systems that help the organization meet its goals
for attracting, keeping, and developing people with the skills it needs. For the system to be effective,
HR professionals must understand the business so they can understand what the business needs.
3. Administrative services and transactions: handling administrative tasks for example, processing tuition
reimbursement application, and answering questions about benefits, efficiently and with a commitment to
quality. This require expertise in the particular tasks and is important to those employees who are
affected.

Another way to think of HR responsibilities is in terms of specific activities, the following table details,
the responsibilities of human resource department:

ANALYZING AND DESIGNING JOBS

Job analysis: the process of getting detailed information about jobs.

Job design: the process of defining the way work will be perform and the task that a given job requires

WORKFORCE PLANNING

Workforce Planning: identifying the numbers and types of employees the organization will require in order
to meet its objectives, is an important tool for Canadian organizations seeking to stay competitive and in an
environment dominated by rapid and unprecedented change.

Recruitment: process through which the organization seek applicants for potential employment.

Selection: refers to the process by which the organization attempts to identify applicant with the necessary
knowledge, skills, abilities, and other characteristics that will help the organization achieve its goal.
Top attributes employers look for in employees:

1. Ability to work in a team

2. Problem solving skills
3. Analytical/quantitative skills
4. Communication skills verbal
5. Communication skills written

TRAINING, LEARNING, AND DEVELOPMENT

Training: is a planned effort to enable employees to learn job related knowledge, skills, and behaviour. For
example, many organizations offer safety training to teach employees safe work habits.

Development: involves acquiring knowledge, skills, and behaviour that improve employees ability to meet
the challenges of a variety of new or existing jobs, including preparing employees to work in a diverse
team. Development programs often focus on preparing employees for leadership responsibilities.
PERFORMANCE MANAGEMENT
Performance management: the process of ensuring that employees activities and outputs match the
organization goals.
TOTAL REWARDS
Total rewards: the pay and benefit that employees earn play an important role in motivation. This is
especially true when rewards such as bonuses are linked to the individual’s or team’s performance.
Decisions about pay and benefits can also support other aspects of an organization’s strategy.
MAINTAINING POSITIVE EMPLOYEE AND LABOUR RELATIONS
Maintaning positive employee and labour relations: providing for communications to employees including
maintaining an active presence on the organization’s intranet. The human resource department can also
expect to handle certain kinds of communications from individual employees. Employees turn to the HR
department for answers to questions about benefits and company policy. If employees feel they have been
treated unfairly, see safety hazards, or have other issues and are dissatisfied wither their supervisor response,
they may turn to the HR department for support.
ESTABLISHING AND ADMINISTERING HUMAN RESOURCE POLICES
Establishing and administering human resource policies: The company depends on its HR professionals to
help develop and then communicate the policy to every employee, so that everyone knows its importance.
Developing fair and effective policies requires strong decision making skills, the ability to think ethically,
and a broad understanding of business activities that will be covered by the policies.

MANAGING AND USING HUMAN RESOURCE DATA

Managing and using human resource data: all aspects of human resource management require careful and
discreet record keeping, from screening job applications, to performance appraisals, benefit enrolment, and
government mandated reports. Handling records about employees requires accuracy as well as sensitivity to
employee privacy. Wherever the organization keeps the information it must have methods for ensuring
accuracy and for balancing privacy concerns with easy accesses for those who need information and are
authorized to access it.

ENSURING COMPLIANCE WITH FEDERAL AND PROVINCIAL/TERRITORIAL LEGISLATION

 Ensuring compliance with federal and provincial/territorial legislation: These laws govern matters such as
human rights, employment equity, employee safety and health, employee compensation and benefits, and
employee privacy.

ROLE OF SUPERVISORS AND MANAGERS IN HRM

&

FOCUS ON STRATEGY
The highest people related risks identified by the Canadian HR managers surveyed were:
• cybersecurity
• talent attraction, retention, and engagement
• workforce exhaustion
• data privacy
• succession and key person risk
• deteriorating mental health
• communicable health conditions
• changing nature of work
• labour and employee relations
• diversity, equity, and inclusion
Organizations do this, for example, when they integrate all the activities involved for talent management-a
systematic, planned effort to train, develop, and engage the performance of highly skilled employees and
managers with each other and with the organization's other processes in order to provide the skills the
organization needs to pursue its strategy.

ENVIRONMENTAL, SOCIAL, AND CORPORATE GOVERNANCE

sustainability-broadly defined as an organization's ability to profit and/or achieve its goals without depleting its
resources, including employees, natural resources, and the support of the surrounding community.
Success at sustainability comes from meeting the needs of the organization's stakeholders, all the parties that
have an interest in the company's success.
Sustainability delivers a strategic advantage when it boosts the organization's reputation with customers,
opens access to new markets, and helps attract and retain talented employees.

ESG: refers to a “collection of corporate performance evaluation criteria that assesses the robustness of a
company’s governance mechanisms and its ability to effectively manage it’s environmental and social
impacts.

Indigenizing workplaces-welcoming Indigenous knowledge and perspectives genuinely and authentically

by empowering Indigenous voices (while ensuring that Indigenous voices are not replaced in this process).

EVIDENCE BASED HRM

Evidence-based HRM is about making HR decisions through the conscientious use of credible evidence from
multiple sources to increase the probability of a positive impact or favourable outcome. Evidence-based HRM
is needed to demonstrate that particular human resource practices have a positive influence on the company's
profits or key stakeholders (employees, customers, community, shareholders).

ORGANIZATIONAL AGILITY AND CHANGE MANAGEMENT

Organizational agility is the "ability of a firm to sense and respond to the environment by intentionally
changing.Today's turbulent business environment includes conditions such as rapidly changing customer
preferences and options, inflationary pressures, and other complex problems with unknown solutions.
These conditions necessitate creativity and collaboration. Organizations such as Amazon, Spotify, Google,
and Netflix have distinguished themselves as particularly successful in being "born agile" and or with the
ability to "agile at scale" by balancing organizational strategy and structure to achieve innovation and
high-performance.
 PRODUCTIVITY IMPROVEMENT
The relationship between an organization's outputs (products, information, or services) and its inputs
(e.g., people, facilities, equipment, data, and materials) is referred to as productivity.
MERGERS AND ACQUISITIONS
Often organizations will join forces through mergers (two companies becoming one) and acquisitions (one
company buying another). Some mergers and acquisitions result in consolidation within an industry, meaning
that two firms in one industry join to hold a greater share of the industry. Other mergers and acquisitions
cross industry lines, disrupting traditional organizations and industries.
NON TRADITIONAL EMPLOYMENT AND THE GIG ECONOMY
Non-traditional employment includes the use of independent contractors, freelancers, on-call workers,
temporary workers, and contract company workers. According to a study from Randstad Canada, non-
traditional workers currently make up 20 to 30 percent of the workforce and this number is expected to
rise in the next decade.
Gig workers are typically independent contractors who control when and where they work and often
are assigned work through a website or mobile app (for example, a ride-sharing driver). The model for
the gig economy focuses on using a contingent workforce and more project-based assignments. This
approach to employment requires a different set of management skills for line managers who often
need to manage virtual teams, remote workers, and constantly changing work teams.
OUTSOURCING
Outsourcing refers to the practice of having another company (a vendor, third-party provider, or consultant)
provide services. For instance, a manufacturing company might outsource its accounting and transportation
functions to businesses that specialize in these activities.
EXPANDING INTO GLOBAL MARKETS
Canadian businesses must develop global markets, keep up with global competition, hire from an
international labour pool, and prepare employees for global assignments. This global expansion can pose
some challenges for human resource management as HR employees learn about the cultural differences that
shape the expectations and behaviours of employees in other parts of the world.
THE GLOBAL WORKFORCE
The efforts to hire workers in other countries are common enough that they have spurred the creation of a
popular term for the practice: offshoring. Just a few years ago, most offshoring involved big manufacturers
building factories in countries with lower labour costs. But it has become so easy to send information and
software around the world that even start-ups have joined the offshoring movement.
INTERNATIONAL ASSIGNMENTS
Expatriates: employees who take assignments in other countries
HIGH PERFORMANCE WORK SYSTEMS
Effective management of human resources can form the foundation of a high-performance work system.
These are organizations that have the best possible fit between their social system (people and how they
interact) and technical system (equipment and processes), and technology, organizational structure,
people, and processes all work together seamlessly to give an organization an advantage in the competitive
environment.
WHAT COMPETENCIES DO HR PROFESSIONALS NEED

HRPA's Human Resources Professional Competency Framework also consists of 15 enabling competencies
organized into individual, team, and organizational categories as shown
 • Data and sensemaking means synthesize and analyze all relevant information to understand and address
a situation."
• Relational intelligence means "forge positive relationships, establish meaningful connect and interaction
with people, and develop self-awareness in regard to the impact on others."
• Business acumen means "understand and use foundational drivers of business to create opportunities and
strategies that add value, and implement them to benefit the organization, stakeholders, and society."
• Leadership means "take initiative and action to achieve shared outcomes, as an individual or by inspiring
others."
• Working digitally means "understand and proficiently use the appropriate tools) to increase efficiency,
effectiveness, and connectivity.
Leverage the power of digital tools automation to drive efficiency and connectivity."
CAREERS IN HUMAN RESOURCE MANAGEMENT
• CHRP (Certified Human Resources Professional). Requirements include coursework in nine subject areas
(with an alternate route for experienced HR professionals or those with advanced HR education); CHRP
Knowledge Exam; CHRP Employment Law Exam; Job Ready Program (covers professionalism and ethics).
• CHRL (Certified Human Resources Leader). Requirements include coursework in nine subject areas (with
an alternate route for experienced HR professionals or those with advanced HR education); CHRL Knowledge
Exam; CHRL Employment Law Exam;
Degree from a recognized educational institution; three years of HR professional experience.
• CHRE (Certified Human Resources Executive). Requirements include a CHRE panel assessment of the
candidate's written application outlining executive-level HR experience.
ETHICS IN HUMAN RESOURCE MANAGEMENT
Ethics refers to fundamental principles of right and wrong and ethical behaviour is behaviour that is
consistent with those principles.

CHALLENGES BOUGHT ON BY CHANGE: 1. LABOUR FORCE 2. TECHNOLOGY 3. GLOBALIZATION

CHANGE IN THE LABOUR FORCE

For an organization, the internal labour force consists of the organization's workers-its employees and the
people who work at the organization. This internal labour force is drawn from the organization's external
labour market, that is, individuals who are actively seeking employment.
AGING OF THE WORKFORCE AND LABOUR FORCE PARTICIPATION

HR professionals and business leaders share an interest with economists and others in understanding
trends in the labour force including the labour force p articipation rate, "the number of persons who are
employed (and unemployed but looking for a job) divided by the total working age population (people
15-64 years of age)*75 or framed as a question: What percentage of the working age population are in
the workforce?
 HR INFORMATION SYSTEM (HRIS)
Many organizations have a human resource information system (HRIS), a computer system used to acquire,
store, analyze, retrieve, and distribute information related to an organization's human resources.

cloud computing services, arrangements in which remote server computers do the user's computing tasks.
ANALYTICS AND AI HRM
artificial intelligence (AI), technology that "mimics human thinking by making assumptions, learning,
reasoning, problem solving, or predicting with a high degree of autonomy." 108 Artificial intelligence can
be described on a continuum from least to most intelligent:

• Assisted intelligence. Humans perform the task, manage the process, and make the decisions with
assistance from technology. For example, virtual assistants like Alexa or Siri) can guide someone through
the process of applying for a job and chatbots can answer employees' questions on basic employment topics
such as vacations and other benefits.
• Augmented intelligence. The strengths of humans and machine capabilities are combined. For example,
the technology keeps learning from new employee data and improves accuracy over time to accurately
predict which employees may be at most risk of resigning from the organization. The HR professionals
review the predictions and determines strategies to retain talent.
• Autonomous intelligence. The technology functions independently from humans. The technology not only
learns and adapts but also makes decisions without human intervention. For example, the technology makes
the decision about which candidate to hire, without any review or input from a manager or HR
professional. Arguably, when it comes to HR decisions, this type of autonomous intelligence for HR
decision making may not be ideal.

SHARING OF HUMAN RESOURCE INFORMATION

self-service: This means employees have online access to information about HR issues such as training,
benefits, compensation; go online to enrol in programs and services; and provide feedback through online
surveys.
Technological Challenges
• Technology changes the what, how, when and where of work
• What? - different types of jobs
• Shift from manufacturing and agriculture to service and telecom
• Nearly 70-80% of jobs are in service sector
• "Knowledge work" Engineering, health care, biotech, education, law, business
• How, when & where work is done?
• Easier, faster communication (internet, mobile tech)
• Use of Social networking
• Remote work; Virtual / Distributed teams
Global Challenge
• International trade / competition with other markets
• To compete, Canadian organizations:
• Develop global markets
• Improve productivity
• Prepare employees for global/international assignments

Road to Strategic HRM

4 Necessary Conditions, HR must:
1. Understand the organization's mission, goals
2. Have input into the strategic plan
3. Know what human capital (skills, attitudes, and behaviours) is available and needed in the workforce to
support strategic plan
4. Develop programs to ensure workforce possesses the necessary human capital attributes
 CHAPTER THREE. 2BC3
WORK FLOW IN ORGANIZATIONS

Work Flow Design: managers analyze the tasks needed to produce a product or service

Job: is set of related duties

Position: is the set of duties performed by one person.

Work flow analysis identifies the inputs required to

carry out the work processes. Inputs falls into three
categories raw inputs, equipment and human resources

JOB ANALYSIS

To achieve highly quality performance,

organization must understand and match job
requirements and people which overall requires
job analysis.

Job analysis: the process of getting detailed

information about jobs.

IMPORTANCE OF JOB ANALYSIS

Work Redesign: organization seeks to redesign work to make it more efficient,

improve quality and the well being of those who perform the work.

Workforce Planning: must have accurate information about the levels of skills
required in various jobs, so to define what’s type of HR is needed.

Talent Acquisition: applicants most likely to be the highest performers in

various positions.

Training, Learning, and Development: also employees requires training and

development and learning towards the tasks that are going to be performed.

Performance Management: information about how well each employee is

Job Description: is a list of the tasks, duties, and performing in order to reward employees who perform well and to improve
Responsibilities that a job entails. performance.

TDRs: are observable actions. So when manager Job Evaluation: assessing the relative value of each job to the organization in
attempts to evaluate job performance its important to order to set up fair pay structures.
have detailed information about the world work
performed in the job.
SOURCES OF JOB INFORMATION
Job Specification: looks at the qualities or requirements
National Occupational Classification (NOC): a tool that users a numerical
the person performing the job must posses. It is a list of
Code to classify occupations based on the types and levels of skills
the knowledge, skills, abilities, and other characteristic
required.
a job holder must have to perform the job. (KSAOs)
POSITION ANALYSIS QUESTIONNAIRE
Position Analysis Questionnaire (PAQ): a standardized job analysis questionnaire containing 194 items that represent work behaviours, work
conditions, and job characteristics that apply to a wide variety of jobs. They organize it into six sections:
1. Information input. 2. Mental Processes. 3. Work output. 4. Relationships with other persons. 5. Job context. 6. Other characteristics.

Fleishman Job Analysis System: asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.
The survey is baed on 52 categories of abilities, ranging from written comprehension to deductive reasoning, manual dexterity,
stamina, and originality.

ANALYZING TEAMWORK
Three dimensions are most critical:
1. Skill differentiation: the degree to which team members have specialized knowledge or functional capacities.
2. Authority differentiation: the allocation of decision making authority among individuals, subgroups, and the team as a whole.
3. Temporal stability: the length of time over which team members work together.

Competency: is an area of personal capability that enables employees to perform their work successfully.

Competency model: identifies and describes all the competencies required for success in a particular occupation or set of
jobs.

Job redesign: a similar process that involves changing an existing job design

Industrial engineering: looks for the simplest way to structure work in order to maximize efficiency.

DESIGNING JOBS THAT MOTIVATE

A model that shows how to make jobs more motivating is the Job Characteristic Model, developed by Richard Hackman and Greg
Oldham. It describes jobs in terms of five characteristics: the more the job has of these characteristics the more motivating the job will be.
1. Skill variety: extent to which a job requires a variety of skills to carry out the tasks involved.
2. Task identity: degree to which a job requires completing a “whole” piece of work from beginning to end.
3. Task significance: the extent to which the job has an important impact on the lives of other people.
4. Autonomy: the degree to which the job allows an individual to make decisions about the way the work will be carried out
5. Feedback: the extent to which a person receives clear information about performance effectiveness from the work itself.

Job enlargement: refers to broadening the types of tasks performed. The objective of job enlargement is to make jobs less repetitive and more
interesting.

Organizations that use job enlargement to make jobs more motivational usually employ these two techniques:

1. Job Extension: enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.
2. Job Rotation: does not redesign the job, but rather move employees among several different jobs.
 Job Enrichment: empowering workers by adding more decision making authority to their jobs.

Frederick Herzberg: According to his two factor theory, individuals are more motivated by the intrinsic aspect rather than the extrinsic
aspect of the jobs. He identified five factors that are considered motivating jobs: Achievement, recognition, Growth, Responsibility, and
performance of the entire job.

Flex Time: a scheduling policy in which employees may choose starting and ending times within guidelines specified by the
organization.

Job Sharing: a work option in which two part time employees carry out the tasks associated with a single position, It enables
organization to attract or retain valued employees who want more times for their allocated interest.

Compressed workweek: a schedule in which full time workers complete their weekly hours in fewer than five days. O

Remote work: Where you don’t have to work within the office and can work at home.

Hybrid work: A combination of in person and remote work.

The study of the interface between individuals physiology and the characteristics of the physical work environment is called ergonomics.
The goal of ergonomics is to minimize physical strain by structuring the work environment to minimize fatigue, aches, pains and health
complaints.

Cognitive Ergonomics: Is about the mind instead of the human body. Organizations design jobs so employees can safely
perform work given the way the brain processes information.

Recovery time: the time it takes a person’s thinking to switch back from an interruption to the tasks at hand.

Mobile Augment reality: highly effective in reducing the cognitive workload which could result in stress, frustration and lead to errors.

Job Crafting: Individuals making proactive small changes to make the job more comfortably fit for them.
1. Task Crafting: changes made by employees in their jobs tasks.
2. Relational Crafting: Job relationships.
3. Cognitive Crafting: Meaning of the job.

CHAPTER TWO. 2BC3

Diversity, Equity, Inclusion, and Belonging (DEIB)

Diversity: the condition of having or being composed of differing elements: variety. This refers to a group of people with varying identities,
experiences, and social backgrounds. Having people of different backgrounds and experiences represented in the workplace.

Equity: achieving parity in policy, process, and outcomes for historically and/or currently underrepresented and/or marginalized people and
groups.

Representational Equity: refers to the proportional participation at all levels of an institution.

Inclusion: is about behaviour, that is the how which creates an environment where people experience “ a sense of belonging, feeling
respected, valued, and seen for who we are as individuals.
Moving DEIB Forward with Allies and Allyship

Ally: any person who actively promotes and aspires to advance the culture of inclusion to create affirming and welcoming environments for
everyone.

Allyship: Promoting equity, fairness, and inclusion in the workplace through relationships and public acts of sponsorship and advocacy.
 DEIB Metrics
Diversity can be calculated, tracked, and reported. These metrics measure person count, and answers questions such as how
many people from the employment equity groups receive a job interview? How many are employed with the organization?
What positions do they hold?

Process Metrics: identity’s problems with HR processes such as recruitment, selection, performance management, and career
development.

Culture of Workplace Health, Safety, and Well-Being

The protection of employee health and safety is regulated by the government, however, the effective management of health and safety in the
workplace includes more than legal compliance. Organizations are taking a strategic approach to occupational health and safety by adopting a
values-based commitment to safe operations as a way to keep people safe and healthy.

Protecting Human Rights at Work

Discrimination: Treating someone differently, negatively, or adversely because of their race, age, religion, sex, or other prohibited ground.

Direct Discrimination: involves policies or practices that clearly make a distinction on the basis of a protected (prohibited) ground.

Indirect Discrimination: involves polices or practices that appear to be neutral but have an adverse effect on the basis of a prohibited
ground.

Differential Treatment
Differential treatment: differing treatment of individuals, where the differences are based on a protected ground such as the individual’s race,
colour, religion, gender expression, national origin, age, or disability.

Is differential treatment ever legal? The courts have held that some situations, a factor such as religion be a bona fide occupational requirement
(BFOR) that, is necessary qualification for performing a job.

BFOR EXAMPLES:
- Religious schools may hire only teachers of a particular faith
- In advertising, women’s clothing store can hire female models
- Theatrical Productions can hire actors with particular attributes

Mandatory Retirement
The practice of forcing an employee to retire for the reason of age is a human rights issue and falls under the protection of human rights
legislation.

Employer’s Duty
An employer has a duty to consider how an employee’s characteristic such as disability, religion, or other protected grounds can be
accommodated and to take action so that the employee can perform their job. This is referred to as the duty to accommodate.

Protection from Harassment

Human rights legislation also prohibits all forms of harassment. Harassment is a form of discrimination. It involves any unwanted physical or
verbal behaviour that offends or humiliates you.

Sexual Harrasment
Sexual harassment: any conduct, comment, gesture, or contact of a sexual nature that is likely to cause offence or humiliation to any
employee; or that might, on reasonable grounds, be perceived by the employee as placing condition of a sexual nature on employment or on
any opportunity for training or promotion.

Employment Equity
Canada’s federal employment equity policy was inspired by a report written in 1984 by Justice Rosalie Abella. Employment equity legislation
focuses on eliminating employment barriers to the four designated groups who are viewed to have been historically disadvantaged
in their employment relationships: 1. Women 2. Indigenous People. 3. Members of visible Minorities 4. Persons with
disabilities
 Labour Market Availability (LMA) : the share of designated group members in the workforce from which the employers could hire.

Protection of Privacy
The Personal Information Protection and Electronic Documents Act (PIPEDA): provides the overall foundation and rules for how private sector
organizations can collect, use, and disclose personal information while conducting for profit operations in Canada. It also applies to the personal
information of employees of federal regulated business.

Employment and Labour Standards

Federal, provincial, and territorial laws are in places in each jurisdiction to provide minimum standards for employees. Some of the areas covered
typically include: minimum wage, overtime pay, hours of works, general holidays, benefits, parental leaves, and etc.
Pay Equity
Pay equity legislation requires that employers are responsible to provide equal pay for work of equal value.

Pay equity: is a principle of non-discrimination in wages that requires men and women doing work of equal value to the employer to be paid the
same

Pay equity legislation is intended to address the pay gap - the difference between the earnings of women working full time versus the earning of
men working full time.

Man and women tend to begin their career on approximately equal footing: however women tend to fall behind after the birth a child, as result
men ends up with more experience.

Human Rights Commissions and Tribunals

The federal goverment, provinces, and territories have specific agencies to enforce Human Rights Legislation. This agency is usually called a
Commission and is supported by a Tribunal that works in conjunction with the commission to investigate complaints and unresolved matters.

Privacy Commissioners
The office of the Privacy Commissioner of Canada is responsible for ensuring compliance with federal privacy legislation including (PIPED) and
the privacy act. They have the power to investigate complaints and recommend solutions to employers. To ensure compliance, they can publicly
identify organizations violating individuals’ privacy rights and take the complaint to the Federal Court of Canada.

Occupational Health and Safety Legislation

The Canada Labour Code covers federally regulated private sector workers (airpots, airlines, banks) as well as federal crown corporations and
federal departments. The agency that is responsible for OH&S varies among the jurisdictions - it may be a government ministry or department
of labour.

WHMIS
The Workplace Hazardous Materials Information System (WHMIS) is a form of special legislation supporting the worker’s right to know. It
gives a comprehensive plan for providing information on hazardous products intended for use in all Canadian workplaces which are covered by
occupational health and safety legislation and where WHMIS regulated hazardous products are used.

Internal Responsibility System

Safety in the workplace is based on the foundation of an Internal responsibility system. It is a philosophy of occupational
health and safety in which employers and employees share responsibility for creating and maintaining safe and health work environments.

Health and Safety Committes

Health and Safety committees, a key future of the internal responsibility system, are jointly appointed by the employer and employee’s at large to
address health and safety issues in a workplace.
Responsibilities of Employers, Managers, and Supervisors?
Employers need to assess and be alert to workplace hazards and safety issues. Employers, managers, and supervisors and have a duty to provide
a safe workplace. An employer must:
1. Establish and maintain a health and safety commitee. 6. Appoint competent supervisors to set standards for performance
2. Make sure workplace is safe
3. Trains employees regarding hazards and emergencys
4. Train employees to use equipment safely
5. Report critical injuries
What are the Rights and Responsibilities of Employees?
All Canadian workers have three fundamental rights that are protected by occupational healthy and safety legislation.
1. The right to refuse unsafe work.
2. The right to participate in the workplace health and safety activities through a health and safety committee or as a worker health and
safety representative.
3. The right to know, or the right to be informed about, actual and potential dangers in the workplace.

Employee’s responsibilities include:

1. Working in compliance with OH&S acts and regulations.
2. Using personal protective equipment and clothing as directed by the employer.
3. Reporting workplace hazards and dangers
4. Working in a manner as required by the employer and using the prescribed safety equipment.

Enforcement of OH&S Legislation

Bill C-45 also known as the Westray Bill after the Nova Scotia mining disaster in 1992 that killed 26 workers- make organizations
and anyone who directs the work of others criminally liable for safety offences.

Psychological Health & Safety

A psychologically safe workplace: is one that does not permit harm to employee mental health in carless, negligent, reckless or intentional ways.
Those who experience high psychological safety are almost five times as likely to experience belongingness and approximately twice as likely to
report task focus and being creative.
According to the Canadian Centre for Occupational Health and Safety, health care workers, correctional officers, social service employees,
teachers, and retail employees are some of the occupational groups more at risk. Workplace violence includes:
1. Threatening behaviour 2. Verbal or written threats 3. Verbal abuse 4. Physical attacks

Use of Mobile Device

Distractions and hazards associated with the use of devices is not limited to just driving. Hayes company has enforced a mobile device use
policy that prescribes acceptable and unacceptable use of devices while at work. In particular, Hayes said, workers are prohibited from using
their devices while performing safety-sensitive tasks.

Worker Fatigue
According to a Canadian report, organizations are encouraged to think about fatigue as a safety risk in their organizations. According to the
report, 27% of employees report “being tired at work every day or most days during a typical week” and most employees “ are affected by
fatigue at least some of the time.

Fatigue Monitoring and Wearables

Wearable technologies are increasingly used as aids to personal health and fitness, but their applications to monitor occupational health and
safer risks and safety incidents are also becoming more common and available in a variety of forms including eyewear, clothing, watches, and
helmets.

Legalization of Cannabis for Recreational Use

Work safety, especially in safety sensitive roles, is the top concern for employers when Canada became the first G7 country to legalize and
regulate recreational cannabis on a national scale.

Identifying and Communicating Job Hazards

Job Hazard analysis technique: each job is broken down into basic elements, and each of these is rated for its potential for harm or injury. If
there is agreement that some job element has high hazards potential, the group isolates the element and considers possible technological or
behaviour changes to reduce or eliminate the hazard.

The technique of operations review (TOR) is an analysis method for determine which specific element of a job led to a past accident. The first
step in a TOR analysis is to establish the facts surrounding the incident. To accomplish this, all members of the work group involved in the
accident give their initial impressions of what happened. The group must then. Through discussion, come to an agreement on the single,
systematic failure that most likely contribute to the incident, as well as two or three major secondary factors that contributed to it.
 Reinforcing safe pratices
To ensure safe behaviours, employers should not only define how to work safely but also reinforce the desired behaviour. One common
technique for reinforcing safe practices is implementing a safety incentive program to reward workers for their support of and commitment to
safety goals.
Employee Health and Wellness Programs
Employee health and wellness program, a set of communications, activities, and facilities designed to change health related behaviours in ways
that reduce health risks. Typically, wellness programs aim at specific health risks, such as high blood pressure, smoking, obesity, etc by
encouraging preventive measures such as exercise and good nutrition as well as the practice of taking earned time off, Including vacation time,
as a way to seek relief from job stress or burnout

Employee Assistance Programs (EAPs)

Employee assistance program (EAP) is a confidential private, short-term counselling service for employees with personal issues that affect their
work performance. Today many EAP providers offer a very broad range of services that may overlap with health, wellness, and lifestyle related
services.

Promoting Safety Globally

Given the increasing focus on globalization, organizations also need to consider how to ensure the safety of their employees regardless of the
location in which they operate.

Lecture Slides
Types of Workplace Violence Consequences of Aggression
• Physical
• Injury, death, somatic symptoms
• Based on assailant’s relationship with target
• Psychological
• Type I: no legitimate relationship
• Fear, anger, depression, anxiety
• Enters workplace to commit criminal act (theft)
• Reduced job satisfaction, commitment
• Accounts for 85% of workplace homicides
• Behavioural
• Substance abuse, aggressive behaviour
• Type II: legitimate relationship
• Reduced job performance, absenteeism, quitting
• Aggressive act committed during an interaction
• e.g., customer, client, patient
• Account for about 60% of nonfatal assaults

Type III: assailant is current or former employee

• Targets a coworker or supervisor
• Related to both individual and organizational characteristics
• Examples: Pierre LeBrun and Theresa Vince

• Type IV: assailant has ongoing or previous relationship with an

individual employee
• E.g., domestic violence spilling over into workplace
• 5% of workplace homicides
• Example: Lori Dupon

Bill C-168
• Amendment to the OH&S Act (Ontario)
• Came into effect June 15, 2010
• Now known as Section 32 of OH&S Act
• Purpose: To protect workers from violence and harassment
• How? Increase employer’s responsibility to deal with violence and harassment

General Requirements:
1. Develop written policies with respect to violence and harassment
2. Post policies in organizations with more than 5 employees and review annually; Provide training to employees re: policy
3. Conduct risk assessments and communicate the results. This includes the evaluation of workplace conditions to identify potential
risks – from internal & external sources
4. Take steps to mitigate risks
5. Provide information to workers about an individual with a history of violence and Allow workers to refuse unsafe work where
workplace violence is likely to endanger their safety

Employer obligations if become aware of violence/ harassment Costs to the organization

• Investigate incident • Damage to targets / witnesses
• Immediate assistance for victim • Physical illness, psychological symptoms
• Discipline aggressor • Demotivation
• Safety, security measures • Reduced performance
• Follow through – respond & prevent • Absenteeism
• Legal costs
Workplace Violence: Employer Practices to Prevent Workplace Violence • Litigation & settlements from victim claims
1. Secure top management commitment and worker participation. • Litigation & settlements from the accused harasser
2. Develop a workplace violence prevention policy and program. - claims of wrongful termination
3. Identify all factors that contribute to workplace violence. • Wasted manager time
4. Assess the potential for violence in the workplace. • Time spent disciplining
5. Develop and implement systematic controls. • Time dealing with victimized coworkers
6. Monitor, review and revise workplace prevention measures. • Organizational Performance
7. Develop and implement written emergency notification procedures. • Reduced innovation, creativity
8. Attempt to resolve all cases of workplace violence. • Less internal cooperation, citizenship
9. Provide thorough information, instruction and training on workplace violence. • Turnover; Impaired ability to recruit
10. Implement zero-tolerance workplace violence policy

Federal laws apply to federally regulated organizations

• E.g., Federal gov’t, crown corporations, airlines, national railways/buslines,
telecom companies, etc.
• E.g., Bell Canada, Air Canada, Pearson Airport, etc.
• About 6% of workforce
• E.g., Canada Labour Code (CLC)

• Provincial (or territorial) laws apply to provincially (territorially)

regulated
• All others – include retail, hospitality, health care, education, most
manufacturing
• E.g., Canadian Tire, Costco, Home Depot, McDonalds, etc.
• > 90% of workforce
• E.g., Employment Standards Act (ESA)

• Constitutional Law
Charter of Rights and Freedoms How does the Charter affect HRM?
• Statutes or Legislation • Constitutional law has little direct effect on HR
Acts of federal and provincial parliaments • Technically, it applies only to government and government
• Common Law organizations (not individuals or private companies)
All provinces except Quebec – Civil Code • But it has a substantial indirect influence:
Not derived from specific legislation • All other legislation and jurisprudence must be consistent with
Based on judge’s decisions - precedents Constitutional law
• Contract Law
ndividual employment contracts, collective agreements

Types of Sexual Harassment

• Gender harassment
• Behaviours that express hostile/negative views of men/women, sexual orientation, gender identity, etc.
• Unwanted sexual attention
• Unwanted behaviors aimed at achieving sexual co-operation (sexually suggestive comments,leering, etc.), but not tied to job-related
consequences/promises
• Sexual coercion (quid pro quo)
• Unwanted behaviours aimed at achieving sexual co-operation, tied to job-related consequences/promises
 CHAPTER FOUR. 2BC3
The process of workforce planning
Workforce planning compares the present state of the organization with its goals for the future, then identifies what changes it must make in its
Human Resources to meet those goals.

Compares the present state of the organization with its goals for the future, in terms of human capital; What size to be and what products and
services to produce.

Forecasting
The firs step in workforce planning is forecasting. The attempts to determine the supply of and demand of various types of Human Resources to
predict areas within the organization where there will be labour shortages or surpluses.
Forecasting the Demand for Labour
Trend analysis: constructing and applying statistical models that predict labour demand for the next year, given relatively objective statistics from
the previous year.

These statistics are called Leading Indicators: objective measures that accurately predict future labour demand.

Transitional Metric: A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a
future period.

Goal Setting and Strategic Planning

Organizations are most likely to benefit from hiring and retaining as employees who provide a core competency: a set of knowledge and skills
that provide a competitive advantage.

Addressing an Expected Labour Surplus

Downsizing: is the planned elimination of large numbers of employees with the goal of enhancing the organization’s competitiveness. They do
this by meeting four objectives:
1. Reducing Costs - Labour is a large part of a company’s total costs.
2. Replacing Labour with technology - closing outdated factories, automating, and etc.
3. Mergers and acquisitions - when organizations combine, they often need less administrative overhead
4. Moving to more economical locations - shifting to other location
Reducing hours

Companies will chose a reduction in work hours because not only is this considered a more suitable way to weather a slump in demand, but also
because it is less costly than layoffs, which require severance pay, and it is easier to restore work hours than to hire new employees after a
downsizing effort.

Another way to reduce labour surplus is with early retirement programs. But most are not leaving workforce in fear of insufficient savings,
high level of debts, lack of pensions and etc.

Phased retirement program: the organization can continue to enjoy the experience of older workers while reducing the number of hours these
employees work, as well as the cost of those employees.

Addressing Labour Shortage

Eliminate labour shortage by hiring temporary or contract workers. They may not be as committed to the organization, a mindset that may spill
over and affect customer loyalty if they work directly with the customers. Therefore organizations tend to give them the less important jobs of
the organization while giving the important part to permanent employees.

The unprecedented increase in the use of contract workers signals a shift in the supply of labour in the on demand economy termed the gig
economy - in which a digital platform brokers the work without the need to go through any other intermediary. Someone who works in the gig
economy is called a gig worker. The most well known example is Uber.
Outsourcing and Immigration
Outsourcing: contracting with another organization to perform a bored set of services.

Outsourcing may be a necessary way to operate as efficiently as competitors, but it does pose challenges. Quality-control problems, security
violations, and poor customer service have sometimes wiped out the cost savings attributed to lower wages. To ensure success with an outsourcing
strategy; companies should follow these guidelines:
1. Learn about what the provider can do for the company, not just the costs.
2. Do not offshore any work that is proprietary or requires tight security.

Workforce Utilization Review: The organization can use this process to determine whether there is any specific group whose proportion in the
relevant labour market differs substantially from the proportion in the job category.

If the workforce utilization review indicates that some group for example, indigenous people - makes up 10 percent of the relevant labour market
for a job category but that same group constitutes only 2 percent of the employees actually in the job category at the organization, this is evidence
of underutilization.

Succession Planning: A Type of Workforce Planning

Succession planning: the process of identifying and tracking high potential employees who will be able to fill key positions when they become
vacant.

Succession planning focuses on High Potential Employees: that is, employees the organization believes can succeed in higher level positions such
as general manager of a business unit, director of a function, or chief executive officer.

Recruiting Human Resource

Recruiting: consists of any practice or activity carried on by the organization with primary purpose of identifying and attracting potential
employees.

In general, all organizations have to make decision in three areas of recruiting: Human resource policies, recruitment sources, and characteristics
and behaviours of the recruiter.

Human Resource Policies

Human Resource Policies: decisions about how it will carry out human resource management, including how it will fill job openings. These
policies influence the nature of the positions that are vacant.

Internal Recruiting:
1. Internal job postings
2. Identifying talent through performance appraisals
3. Skills inventories and replacement charts

Advantages: Disadvantages:
1. Applicants are well known 1. many not have people with special training
2. Cheaper and faster 2. Not enough broader experiences
3. enhanced employee Morales 3. no new ideas and perspectives

External Recruiting:
1. Advertisements
2. Walk-ins, resumes and etc
3. internet, social network, mobile recruting
4. Job fairs
5. refferals
Disadvantages:
Advantages: 1. Don’t know about person capabilites
1. Bring in new ideas 2. Person don’t know company
2. Attract diverse workforce 3. salary constraints limit supply of candidates

Nepotism: practice of hiring relatives

 Lead the market pay strategies: pay is an important job characteristic for almost all applicants. Organizations have a recruiting advantage if their
policy is to take a “lead the market” approach to pay - that is pay more than the current market rate for a job.

Ployer branding, employment branding or recruitment branding, is a strategic approach of attaching a visual, emotional, or cultural brand to an
organization. Employer branding uses marketing techniques to attract, engage, and retain employees in the effort to become an employer of
choice.

Passive job seekers: individuals who are not actively seeking a job, but represent a significant source of top talent. These sources of candidates
share characteristics that make them excellent pools from which to draw.

Evaluating Recruitment Resources

Yield ratio: A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to
the next.
Cost per hire: find the cost of using a particular recruitment source for a particular type of vacancy. Then divide that cost by the number of people
hired to fill that type of vacancy. A low cost per hire means that the recruitment source is efficient; it delivers qualified candidates at minimal cost.

Time to fill: the number of days from when a job opening is approved to the date the candidate is selected

Characteristics of the Recruiter

Warm: recruiter seems to care about the applicant and to be enthusiastic about their potential to contribute to the organization

Informative: the recruiter provides the kind of information the applicant is seeking. The evidence of impact of other characteristics of
recruiters - including their age, gender, and race is complex and inconsistent.

Behaviours of the Recruiter

Realistic job previews - background information about job’s positive and negative qualities - cane get around this problem and help minimize
turnover among new employees.

Enhancing Recruiter Impact

Provide timely feedback: applicants dislike delays in feedback, They may draw negative conclusions about the organization

Recruit in teams rather than individual recruiters: Applicants view job experts as more credible than HR specialists, and a team can include
both kinds of recruiters. HR specialists on the team provide knowledge about company policies and procedures.

Recruitment Process Model:

RJP: Research Evidence

Benefits of RJPs
• Facilitates fit
• Lower unrealistic expectations
• Enhanced performance and satisfaction
• Perceptions of employer trustworthiness, honesty

Potential Disadvantage of RJPs

• Negative info may discourage qualified applicants –
particularly in competitive job market
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