Assignment #1 1) Human Resources Management: HRM is the management of people in organizations to drive successful organizational performance and achievement

of the organizations strategic goals. (Book, Gary Dessler and Nina Cole, P. 2) Human Resources Management responsibilities and activities involves systems such as recruitment, performance appraisal, compensations, rules and regulations in an organization, training, workplace safety and other aspects of a business. These responsibilities fall into two categories, Operational and Strategic responsibilities. (Book, Gary Dessler and Nina Cole, P. 2) a) Operational Responsibilities: Operational responsibilities are shared between line managers and Human Resources Manager. Line managers play a role in selection and assimilation of employees into the organization, development of capabilities while working in the organization, and transition out of the organization. HR professionals traditionally serve in a staff (or consulting and advisory) role to line managers. They provide services that include job analysis, Human Resources planning, selection, orientation and training, managing compensation and reward plans, and employee communications, including counseling and discipline. These functions also include ensuring fair treatment, performance appraisals, occupational health and safety, employee and labour and union relations, handling complaints and grievances, and ensuring compliance with all relevant legislation. (Book, Gary Dessler and Nina Cole, P. 3 7) b) Strategic Responsibilities: Todays HR is a full participant in the planning and execution of organizational strategy. HR is an integral part of SWOT analysis (strengths, weaknesses, opportunities, threats).HR plays a key role in leadership development, formulating strategy, environmental scanning, execution of strategy and change, managing labour costs, increasing productivity, and employee and executive engagement and coaching and development. (Book, Gary Dessler and Nina Cole, P. 3 7) 2) External Environmental Influences on HRM: There are six external environmental that influences Human Resources Management discussed in the text (Gary Dessler and Nina Cole), P. 7 15. They are explained briefly here. a) Economic conditions: Economic cycles, economic change, type of economy, industry shifts, and productivity trends. b) Workforce issues: Labour force and population diversity, demographic issues, inter-generational challenges, declining birthrates,

immigration, labour supply and demand, educational requirements, and labour force mobility. c) Technology: Technological change and competition, impact on the workplace and workers lives, control and monitoring of technology and productivity, privacy issues. d) Government: Industrial, labour, employment legislation, government priorities and economic programs. e) Globalization: Global competition, multi- and international businesses and organizations, international HRM. f) Environmental Concerns: Rapidly growing concerns with environmental degradation, need for controls, sustainability, social and environmental responsibility and accountability. 3) A Brief History of HRM: a) Scientific Management: Concern for production: The process of scientifically analyzing manufacturing processes, reducing production costs, and compensating employees based on their performance levels. (Book, Gary Dessler and Nina Cole, P. 16) b) The Human Relations Movement: Concern for People: A management philosophy based on the belief that the attitudes and feelings of workers are important and deserve more attention. (Book, Gary Dessler and Nina Cole, P. 16-17) The goal was to humanize the workplace as it evolved based on ultimately very de-humanizing scientific management. c) The Human Resources Movement: Concern for People and Productivity: A management philosophy that focuses on concern for both people and productivity. This approach evolved through four phases. 1) Personnel administration played a very minor role. (Early 1900s) 2) Increasing distrust of management, increasing unionization, in response to the impact of scientific management and lagging compensation and working conditions. 3) Increasing government legislation in the 1960s, 1970s, 1980s to deal with compensation, working conditions and rights, OH & S, human rights, etc. to offset the negative impact of scientific management on workers. Dramatic increase in the role and impact of personnel administration, or HRM as it increasingly come to be called. 4) Strategic HRM: HRM has become a strategic partner, in order to ensure the optimum contribution of human capital to organizational goals and achievements. (Book, Gary Dessler and Nina Cole, P. 17-18)

4) Prohibited Grounds of Discrimination: Explanatory Note: Grounds of discrimination are immutable personal characteristics that human beings cannot change, and which therefore cannot be used as a basis for decisions and discrimination, because human beings cannot comply. This is different from actions, behaviours, etc. which are prohibited practices, such as employment decisions, hiring decisions, provisions of accommodation, services, products and facilities. Harassment on any of the prohibited grounds is a prohibited discriminatory practice. Figure2.1, pg. 30, provides a detailed chart of the prohibited grounds of discrimination in all Canadian jurisdictions. The most common are: Race, colour, ethnic or national origin (these four terms are virtually impossible to define separately and therefore are often treated as identical or together), Sex (gender), Marital and family status, Age , Religion and/or creed, Sexual orientation, Mental and physical disability. Many others that are still in dispute, but are increasingly falling under legislation.