Human Resource Management – 6th
ST
Canadian Edition
UV
TEST BANK
IA
_A
Sandra Steen
PP
RO
Comprehensive Test Bank for Instructors and
Students
VE
© Sandra Steen
D?
All rights reserved. Reproduction or distribution without permission is prohibited.
??
©STUDYSTREAM
, Instructor Manual for
Human Resource Management 6CE Sandra Steen, Raymond Andrew Noe, John R. Hollenbeck, Barry
Gerhart, Patrick M. Wright
Chapter 1-11
ST
Chapter 1: Strategies, Trends, and Opportunities for HRM
UV
Lecture Outline
Prepared by: Nicole Vincic, Mohawk College
IA
LEARNING OBJECTIVES
LO1: Define human resource management and explain how HRM contributes to organizational
performance.
LO2: Describe how human resource management supports and shapes organizational strategy.
_A
LO3: Summarize competencies, careers, and ethics in human resource management.
LO4: Describe trends in the labour force composition and how they affect human resource
management.
LO5: Discuss how technological developments are impacting human resource management.
PP
INTRODUCTION: Human Resources Take Centre Stage
• According to David Windley, President of IQTalent Partners, a segment of Canada’s Caldwell
Partners, this is an unsurpassed time to be working in human resources management.
RO
• Technology is changing the way work gets done by automating many tasks carried out by
humans.
• Organizations need people for their creativity and judgement.
• HR placed in a key role of providing talent, keeping talent, and bring out the best in talent.
VE
HRM PRACTICES
Human resource management (HRM) centres on the policies, practices, and systems that influence
employees’ behaviour, attitudes, and performance.
Reference Figure 1.1
D?
Important HR (people) practices include:
• Analysis and design of work
• Workforce planning (determining how many employees with specific knowledge and skills are
needed)
??
• Recruiting (attracting candidates) and Selection (choosing employees)
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-1
, • Training, learning, and development (preparing employees how to perform their jobs and for the
future)
• Performance management (supporting performance)
• Total rewards (rewarding employees)
• Employee and labour relations (creating a positive work environment)
ST
WHY ARE PEOPLE SO VALUABLE?
Managers and economists traditionally have seen HRM as a necessary expense, rather than a source of
UV
value to their organizations
• Human capital—an organization’s employees, described in terms of their training, experience,
judgment, intelligence, relationships, and insight
• Organizations need resources that provide competitive advantage and human resources have
these qualities: Valuable, rare, cannot be imitated, and have no good substitutes
• Employee engagement refers to the degree to which employees are fully involved in their work
IA
and the strength of their commitment to their job and the organization.
IMPACT OF HRM
_A
HRM contributes to measures of an organization’s success such as quality, profitability, and customer
experience. Reference Figure 1.2
Organizations need the kind of resources that will give them such an advantage. Human resources have
PP
these necessary qualities:
• Human resources are valuable.
• Human resources are rare in the sense that a person with high levels of the needed skills and
knowledge is not common.
• Human resources cannot be imitated.
RO
• Human resources have no good substitutes.
THE IMPACT OF EMPLOYEE EXPERIENCE
• Perceptions that employees have about their experiences at work in response to their
VE
interactions with the organization
• Providing a positive employee experience is critical for keeping employees engaged and
committed to the organization
• Encompasses all the elements that influence an employee’s perception of the work environment
and becomes an important focus for the employee’s entire journey—from first contact with a
D?
potential employer to retirement (and even beyond)
WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS?
??
HR as a business within the organization with 3 product lines:
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-2
, 1. Strategic partner
• Contributing to the company’s strategy
• HR professionals must understand the business, industry, and competencies
2. Business partner services
ST
• Developing effective HR systems to meet organizational goals
• HR people must understand the business to understand what the business needs
3. Administrative services and transactions
UV
• Handling administrative tasks e.g., processing tuition reimbursement applications and employee
queries
• Requires efficiency and commitment to quality
• Requires expertise in the particular tasks
IA
RESPONSIBILITIES OF HUMAN RESOURCES DEPARTMENTS
Reference Table 1.1
_A
1. Analysis and Design of Work
• Job analysis involves the process of getting detailed information about jobs
• Job design is the process of defining the way work will be performed and the tasks that a given
job requires
PP
2. Workforce Planning
• Labour demand and supply
• Identifying the number and types of employees the organization needs
RO
3. Recruitment and Selection
• Recruitment is the process through which the organization seeks applicants for potential
employment
• Selection is the process by which the organization attempts to identify applicants with the
necessary knowledge, skills, abilities, and other characteristics that will help the organization
achieve its goals
VE
4. Training, Learning, and Development
• Training is a planned effort to enable employees to learn job-related knowledge, skills, and
behaviour
D?
• Development involves acquiring knowledge, skills, and behaviours that improve employees’
ability to meet the challenges of new or existing jobs
5. Performance Management
• Performance management is the process of ensuring that employees’ activities and outputs
??
match the organization’s goals
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-3
ST
Canadian Edition
UV
TEST BANK
IA
_A
Sandra Steen
PP
RO
Comprehensive Test Bank for Instructors and
Students
VE
© Sandra Steen
D?
All rights reserved. Reproduction or distribution without permission is prohibited.
??
©STUDYSTREAM
, Instructor Manual for
Human Resource Management 6CE Sandra Steen, Raymond Andrew Noe, John R. Hollenbeck, Barry
Gerhart, Patrick M. Wright
Chapter 1-11
ST
Chapter 1: Strategies, Trends, and Opportunities for HRM
UV
Lecture Outline
Prepared by: Nicole Vincic, Mohawk College
IA
LEARNING OBJECTIVES
LO1: Define human resource management and explain how HRM contributes to organizational
performance.
LO2: Describe how human resource management supports and shapes organizational strategy.
_A
LO3: Summarize competencies, careers, and ethics in human resource management.
LO4: Describe trends in the labour force composition and how they affect human resource
management.
LO5: Discuss how technological developments are impacting human resource management.
PP
INTRODUCTION: Human Resources Take Centre Stage
• According to David Windley, President of IQTalent Partners, a segment of Canada’s Caldwell
Partners, this is an unsurpassed time to be working in human resources management.
RO
• Technology is changing the way work gets done by automating many tasks carried out by
humans.
• Organizations need people for their creativity and judgement.
• HR placed in a key role of providing talent, keeping talent, and bring out the best in talent.
VE
HRM PRACTICES
Human resource management (HRM) centres on the policies, practices, and systems that influence
employees’ behaviour, attitudes, and performance.
Reference Figure 1.1
D?
Important HR (people) practices include:
• Analysis and design of work
• Workforce planning (determining how many employees with specific knowledge and skills are
needed)
??
• Recruiting (attracting candidates) and Selection (choosing employees)
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-1
, • Training, learning, and development (preparing employees how to perform their jobs and for the
future)
• Performance management (supporting performance)
• Total rewards (rewarding employees)
• Employee and labour relations (creating a positive work environment)
ST
WHY ARE PEOPLE SO VALUABLE?
Managers and economists traditionally have seen HRM as a necessary expense, rather than a source of
UV
value to their organizations
• Human capital—an organization’s employees, described in terms of their training, experience,
judgment, intelligence, relationships, and insight
• Organizations need resources that provide competitive advantage and human resources have
these qualities: Valuable, rare, cannot be imitated, and have no good substitutes
• Employee engagement refers to the degree to which employees are fully involved in their work
IA
and the strength of their commitment to their job and the organization.
IMPACT OF HRM
_A
HRM contributes to measures of an organization’s success such as quality, profitability, and customer
experience. Reference Figure 1.2
Organizations need the kind of resources that will give them such an advantage. Human resources have
PP
these necessary qualities:
• Human resources are valuable.
• Human resources are rare in the sense that a person with high levels of the needed skills and
knowledge is not common.
• Human resources cannot be imitated.
RO
• Human resources have no good substitutes.
THE IMPACT OF EMPLOYEE EXPERIENCE
• Perceptions that employees have about their experiences at work in response to their
VE
interactions with the organization
• Providing a positive employee experience is critical for keeping employees engaged and
committed to the organization
• Encompasses all the elements that influence an employee’s perception of the work environment
and becomes an important focus for the employee’s entire journey—from first contact with a
D?
potential employer to retirement (and even beyond)
WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS?
??
HR as a business within the organization with 3 product lines:
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-2
, 1. Strategic partner
• Contributing to the company’s strategy
• HR professionals must understand the business, industry, and competencies
2. Business partner services
ST
• Developing effective HR systems to meet organizational goals
• HR people must understand the business to understand what the business needs
3. Administrative services and transactions
UV
• Handling administrative tasks e.g., processing tuition reimbursement applications and employee
queries
• Requires efficiency and commitment to quality
• Requires expertise in the particular tasks
IA
RESPONSIBILITIES OF HUMAN RESOURCES DEPARTMENTS
Reference Table 1.1
_A
1. Analysis and Design of Work
• Job analysis involves the process of getting detailed information about jobs
• Job design is the process of defining the way work will be performed and the tasks that a given
job requires
PP
2. Workforce Planning
• Labour demand and supply
• Identifying the number and types of employees the organization needs
RO
3. Recruitment and Selection
• Recruitment is the process through which the organization seeks applicants for potential
employment
• Selection is the process by which the organization attempts to identify applicants with the
necessary knowledge, skills, abilities, and other characteristics that will help the organization
achieve its goals
VE
4. Training, Learning, and Development
• Training is a planned effort to enable employees to learn job-related knowledge, skills, and
behaviour
D?
• Development involves acquiring knowledge, skills, and behaviours that improve employees’
ability to meet the challenges of new or existing jobs
5. Performance Management
• Performance management is the process of ensuring that employees’ activities and outputs
??
match the organization’s goals
Steen, HRM 6ce © McGraw Hill, 2023
IM 1-3
