SMO 311- Management of Human Resources - Midterm #1

Employment (labour) standards Legislation (ESA)

-All employers and employees in Canada, including unionized employees are covered by this. -The intent of an employment standards Act (ESA) - minimums established by the ESA can be exceeded in employment contracts, through collective bargaining agreements. -Employees are required to give up their rights to sue an employer in civil court once a claim is filed with the ministry of labour. Protect employers fro dual proceedings on the same issue, and protects courts from being overwhelmed with duplicate cases.

Glass ceiling

-An invisible barrier, caused by attitudinal or organizational bias, that limits the advancement opportunities of qualified designated group members

Job Rotation

-Another technique to relieve monotony and employee boredom -Job themselves don't change, workers experience more task variety, motivation, and productivity -The company gains by having more versatility

Culture and Change Steward

-Ability to appreciate, help shape, and articulate an organization's corporate culture includes understanding guiding, and reaction to both internal and external stakeholder expectations

PIPEDA - Personal Information Protection and Electronic Documents Act.

-Any information beyond name, title, business address, and phone number is regarded as personal and rpivate, including health-related information provided to insureres. -Employees must be made aware of the surveillance -Generally, they have decided that video surveillance is not reasonable and that others means could be used.

Strategy Architect

-HR involved in both formulating and implementing org strategy as well as include internal stakeholder and external stakeholder expectations in them - Identifying, forecasting, and facilitating organizational responses to an ever changing internal workforce and often volatile external pressures.

Employer Responsibility

-If harassment is occuring and employers are aware or out to have been aware, they can be charged as well as the allged harasser. -Company is found vicariously liable, found to have been guilty of breaching its duty of care to provide a safe and harassment-free working environment

Three Internal Environmental Influences that can impact an orgs ability to meet its objectives.

1. Organizational Culture 2. Organizational Climate 3. Management practices.

1. Relevant org info is reviewed.

1. Organizational structure - Formal relationships among jobs in an org 1. AOrganizational chart - Often used to depict the sturucutre. -Clarifies the chain of command and shows who is accountable tow hom. -Does not provide details about actual communication patterns, degree of sueprvision, amount of power and authority, specific duties and responsibilites. Step one includes a review of relevant background info. 3. Process Chart - A diagram showing the flow of inputs to and outputs form the job under study.

Three HR practices related to important accounting measures of performance (return on assets and return on equity)

1. Profit sharing, 2. Results-oriented performance appraisal 3. Employment security -Positive relationship with turnover, productivity, and corporate financial performance (gross rate of return on capital).

Duty to Accomodate

1. Providing equal access to employment is largely based on the removal of physical, attitudinal, and systemic barriers. 2. if discrimination does exist, the company must demonstrate individualized attempts to accommodate the disability to the point of undue hardship. 3. The duty to accommodate requires that the most appropriate accommodation be undertaken to the point of undue hardship.

If discrimination is found, two forms of remedies can be imposed

1. Systemic remedies (Looking forward) - require the respondent to take positive steps to ensure compliance with legislation. 2. Restitutional remedies - include monetary compensation for teh complainant to put him or her back to the position he or she would be in if the discrimination had not occurred.

1. Bureaucratic

1. Top-down management approach 2. Many levels, and hierarchical communication channels and career paths. 3. Highly specialized jobs with narrowly defined job descriptions 4. Focus on independent performance.

4. Participant Diary/ Log

Each employee records every activity in which he or she is invovled in a log, can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the employee and his or her supervisor. -Employee might try to exaggerate some activities and underplay others.

Step 2: Select Jobs to be analyzed

Job design

Human Rights Legislation

Jurisdiction - specific legislation that prohibits intentional and unintentional discrimination in employment situations and in the delivery of goods and services.

Regulations

Legally binding rules established by special regulatory bodies created to enforce compliance with the law and aid in its interpretation. To avoid flooding the courts with complaints. -Employees always view regulation as a statutory floor and expect to receive more -Employers often prefer to view legislated guidelines as a contractual ceiling and align maximum commitment levels to the minimums established in the guidelines.

Team-based job designs

Logical outgrowth of job enrichment and the job characteristics model has been the increasing use of a tema-based job designs, focus on giving a team, rather than an individual, a whole and meaningful piece of work to do. Team members are empowered to decide among themselves how to accomplish the work. -Team-based designs are best suited to flat and matrix organization structures.

Metrics

Statistics used to measure activities and results. -Need to reflect the quality of people and the effectiveness of HRM initiatives that build workforce capatility. -Provide critical information that can be linked to organizational outcomes such as productivty, product or service quality, sales, market share, and profits. Balance scorecard - A measurement system that translates an organization's strategy into a comprehensive set of performance measures. -Includes financial measures that tell the results of actions already taken.

CCHRA

The Canadian Council of Human Resources Associations. -40, 000- member national body through which all provincial HR associations are affiliated. -A member of WFPMA

Chapter 2

The Changing Legal Empahsis

Job design

The process of systematically organizing work into tasks that are required to perform a specific job. -Takes into consideration of human and technological facotrs. -Changes have led to work becoming more cognitively compelx, more team-based and collaborative, more dependent on social skills, technological competence, time pressured, mobile and -Led orgs to focus on personal competencies and skills rather than on specific duties and tasks.

Human Resource Management

management of people in organizations to drive successful organizational performance and achievement of the organizations strategic goals. -Ensure that org attracts, retains, and engages diverse talent -Involves formulating and implementing HRM systems (recruitment, performance appraisal, and compensation. -Crucial hat HR strategy is aligned with the company's strategic plan.

Job specification

-Involves examining the duties and responsibilities of the job and answering the question, "what human traits and experience are required to do this job?" -Much of this can be obtained through job analysis questionnaire Complying with Human rights legislation: 1. All listed qualification are bona fide occupational requirements based on the current job duties and responsibilites 2. Unjustifiably high educational or lengthy experience requirements can lead to systemic discrimination 3. The qualifications of the current incumbent should not be confused with the minimum requiremnts, since he or she might be under qualifed or over qualfied. 4. Physical demand analysis - which identifies the senses used and the type, frequency, and mount of physical effort involved in the job- is often used to supplement the specification. Specified so that the mental and emotional competencies of job applicants can be assessed and any need for accommodation can be identifed.

3. Observations

-Involves watching employees perform their work and recording the frequency of behaviours or the nature of performance. -Third-party observation focuses more on reality than perception Third-party observation is often viewed as having more credibility, since there is minimal incentive to distort the results. -A challenge is using this job analysis method is that observations can influence job behaviour.

Step 6: Communication and preparations for Revisions

-Job analysis must be structured enough to allow for modifications as required while still providing current and future employees with an understanding of what they are expected to do. 1. Update the data collected in a proactive manner 2. Develop systems to collect data on an ongoing basis 3. adjust job analysis activities in a reactive manner after a significant org change has been iniated. -Information provided from the job analysis must be communicated to all relevant stakeholders. -Recruiters use this information to determine and assess the desired -Compensation specialists can use this information to develop or modify pay scales according to job-related activities -Job analysis process is a fundamental component of HRM

1. Human Resources Planning

-Knowing requirements of an organization's various jobs is essential for planning future staffing needs -Determine which jobs can be filled internally and which will require external recruitment.

Evolution of jobs and job design

-Most organizations work is divided into manageable units Substitution of machine power for people power became more widespread, showed a positive correlation between (1) job specialization and (2) productivity and efficiency.

1. The Interview

-Most widely used method for determining the duties and responsibilites of a job. 1. Individual interview with each employee 2. Group Interviews (group interview is used when a large number of employees are performing similar or identical work, it can be quick and inexpensive way 3. Supervisory interviews -Most fruitful interviews follow a structured or checklist format Job Analysts should keep five major considerations in mind: 1. Work together to identify the employees who know the job best as well as those who might be expected to be the most obejctive 2. Rapport should be established quickly with the interviewee (first name, easily understood langauage, reviewing the purpose) 3. Using a form ensures that crucial questions are identified ahead of time, that complete and accurate info is gathered, and that all interviewers glean the same types of data, thereby helping to ensure comparability of results. 4. When duties are not performed in a regular manner. Ensure that crucial activities that occur infrequently 5. The data should be reviewed and verified by both the interviewee and his or her immediate sueprvisor.

Job Enrichment (Vertical Loading)

-Suggested the best way to motivate workers -Any effort that makes an employee's job more rewarding or satisfying by adding more meaningful tasks and duties. Involves increasing autonomy and responsibility by allowing employees to assume a greater role in the decision-making process. -Not always the best approach, not all employees want additional responsibilities or lack skills

Occupational segregation

-The existence of certain occupations that have traditionally been male dominated and others that have been female dominated.

Productivity

-The ratio of an organziations' outputs (goods and services) to its inputs (people, capital, energy, and materials). Primary Sector - Jobs in agriculture, fishing and trapping, forestry and mining. Secondary Sector - Jobs in manufacturing and construction. Tertiary or service sector - Jobs in public administration, personal and business services, finance, trade, public utilites, and transprotation/ communications.

Sexual Harrassment

-The type of Harassment that has attracted the most attention -Can be divided into two categories 1. Sexual coercion - Involved harassment of sexual nature that results in some direct consequences to the worker's employment status. ie. supervisor using control over employement, pay, performance appraisal results to get sexual favors. 2. Sexual annoyance - Sexually related conduct that is hostile, intimidating, or offensive to the employee but has no direct link to tangible job benefits or loss thereof.

Woman

-Virtually no change in the proportion of women employed in these traditionally female-dominated occupations over the past decade. -Every jurisdiction in Canada has legislation incorporating the principle of equal pay for equal work.

Characteristics shared by a profession

1. A common body of knowledge 2. Benchmarked performance standards 3. Representative professional association 4. external perception as a profession 5. A code of ethics 6. Training credentials for entry and career mobility 7. Ongoing need for skill development 8. To ensure professional competence is maintained and put to socially responsible uses.

Different types of sturctures.

1. Bureaucratic 2. Flat 3. Matrix

2. Flat

1. Decentralized management approach 2. Few levels and multidirectional communication 3. Broadly defined jobs with general job descriptions 4. Emphasis on teams and on product development.

3. Matrix

1. Each job has two components: functional and product 2. Finance personnel for product B are responsible to both he finance executive and the product B executive.

6 major external environmental influence on HRM.

1. Economic conditions, 2. labour market issues, 3. technology, 4. government, 5. globalization, 6. environmental concerns.

Employment Equity Program

A detailed plan designed to identify and correct existing discrimination, redress past discrimiatnion, and achieve a balanced representation of designated group members in the organization.

Position

A collection of tasks and responsibilities performed by one person is known as a position. Clarify - 1 supervisor, 40 clerks. 2 jobs, 41 positions.

Credible activists

A core HR competency is that of being both credible and active (takes a position and challenges assumptions. -Both qualities are required to help an org optimize the value added form its HR.

Bona Fide Occupational Requirement.

A justifiable reason for discrimination based on business necessity (that is, required for the safe and efficient operation of the organization) or a requirement that can be clearly defended as intrinsically required by the task an employee is expected to perform. -Employers are permitted to discriminate if employment preferences are based on this. Meriorin case established three criteria for discrimination to be qualified under this. 1. Questions of rationale - Was the policy or procedure that resulted int he discrimination based on a legitimate, work-related purpose. 2. Question of good faith - Did the decision makers or other agents of the org honestly believe that the requirement necessary to fulfill the requirement of the role. 3. Question of reasonable necessity - Was it impossible to accommodate those who have been discriminated against without imposing undue harship on the employer?

Job enlargement (Horizontal Loading)

A technique to relieve monotony and boredom that involves assigning workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform. Example, someone who bolted bolts to a chair now take on the additional tasks of assembling the legs. -Viewed the dehumanizing aspects of highly repetitive and specialized jobs. -Reduces monotony and fatigue by expanding the job cycle and drawing on a wider range of employee skills

4. Government

Abiding by provincial and national standards -One of the factors that makes employment law in Canada so challenging is that there are 14 different jurisdictions invovled. Each of the ten provinces and three territories has its own human rights, employment standards, labour relations, health and safety, workers compensation legislation. Plus, the Federal government also have its own set of laws and rules.

Multiple layers of Canadian legislation Affecting Workplace practices.

Affects the General Population 1.->6. Affects Specific Employees or Conditions 1. Canadian Charter of rights and freedom - Basic rights guaranteed to all persons residing in Canada. Federal legislation that is the cornerstone of human rights in Canada. 2. Human Rights Legislation - Protection from discrimination in employment relationships and the delivery of goods and services. Present in every jurisdiction. 3. Employment Standards - Establishes minimum terms and conditions of the employment relation within each jurisdiction (e.g., minimum wages, hours of work, maternity leave) 4. Ordinary Laws - Protection under context- or content-specific laws affecting workplaces (like occupational health and Safety) 5. Collective Bargaining Agreement - A legally binding agreement establishing minimum terms and conditions of employment affecting unionized positions. 6. Employment Contract - A contract between an individual employee and their employer regarding specified employment conditions in specified roles.

Industrial Engineering

Another contribution of scientific management. -Concerned with analyzing work methos and establsihging time standards to imrpove efficiency -Resulted in Human considerations being negleted or downplayed. -Lead to repetitive strain injuries, high turnover, and low satisfaction because of lack of psychological fulfillment.

CHRP

Certified Human Resources Professional (professional designation) -Designation is nationally recognized certification for Canadian HR professionals -Managed by CCHRA

History of HRM

Changed overtime and has now assumed a strategic role (shaped by society's beliefs and attitudes about workers and rights which evolved in three stages. 1. Scientific management: Concern for production 2. Human Resources Movement: Concern for people and productivity

6. Using Multiple Sources of Job Analysis Information

Collection job analysis data from only one source may lead to inaccurate conclusions, job analysis data should be collected from several sources whenever possible.

Job

Consists of a group of related activities and duties -Should involve natural units of work that are similar and related.

1. Organizational Culture

Consists of the core values, beliefs and assumptions that are widely shared by members of an orgnaization. Conveyed through a mission statement, stories, mtyhs, symbols and ceremonies. HR responsible for maintaining culture. -Positive culture has a positive impact on employer branding, recruitment, retention, and productivity.

Step 4: Verifying Information

Corroboration will help to confirm that the Information is factually correct and compelte. -Areas of inconsistency can be probed further - Individuals know that that they are held accountable will be more hoenst and consistent.

Competencies

Demonstrable characteristics of a person that enable performance. -Jobs required competencies can be identified by simply completing this sentence -In order to perform this job competently, the employee should be able to...

Competency-based job analysi

Describing the job in terms of the measruable, observable behavioural competencies (Knowledge, skills, or behaviours) -Traditional Job analysis focuses on "what" is accomplished -Competency-based analysis focuses more on "how" the worker meets the job's objectives or actually accomplishes the work.

Chapter 3

Designing and Analyzing Jobs

Race and color

Discrimination on the basis of race and colour is illegal in every Canadian Jurisdiction

Sexual Orientation

Discrimination on the basis of sexual orientation is prohibited in all jurisdictions in Canada.

Legal Framework for Employment

Employment law/legislative awareness and talent management tied for second position. -An awareness of employment law is required throughout the entire organization, extending well beyond just he HR Professionals. -Primary objective of most employment legislation in Canada is to prevent employers form exploiting paid workers. -It is the government's role to balance employer and employee needs. (1. employers have a right to modify employee work terms and arrangements according to legitimate business needs. -Employees have a right to be protected from harmful business practices.

Enforcement of Human rights

Enforcement is the responsibility of the human rights commission in each jursidction. -All costs are borne not by the complainant but by the commission, which makes the process accessible to all employees. -Employers have a duty to investigate all discrimination complaints regardless if its formal or informal An employer's obligations include the following: 1. Demonstrating an awareness of the issues of discrimination or harassment 2. Fulfilling post-complaints actions 4. resolving the complaint by demonstrating reasonable resolution and communication.

Work simplification

Evolved form scientific management theory. -Work can be broken down into clearly defined, highly specialzed, repetitive tasks to maximize efficiency. -Work can increase operating efficiency in a stable environment, appropriate in settings with individuals with intellectual disabilites. -Not effective in changing environment in which customers. clients demand custom-designed products -Simplfied jobs often lead to low job satisfaction

1. Economic Conditions

External: Affect supply and demands for products, impacting quantity and quality of employees required and ability to pay/give benefits. Ex. when economy is healthy, companies often hire more workers as demand for products and services increases. Consequently, unemployment rates drop, there is more competition for qualified employees and training and retention strategies increase in importance. Internal: Organizational Culture - values, beliefs, and norms of organizational members.

3. Technology

External: Controlling data and privacy Internal: Management Practices - Organizational structure and employee empowerment.

2. Labour Diversity

External: Protected groups (1. visible/ ethnic minorities, 2. women, 3. aboriginal, 4. disabled) and generational differences (traditionalists, baby boomers, Gen X-ers, Gen Y-ers). Generational issues - Four generations in the workplace, clash with older and younger workers. Educational issues - 54 % percent of Canada's population have postsecondary education (however, only 26 have only marginal literacy skills). Non-standard or contingent workers issue - Workers who do not fit the traditional definition of permanent, full-time employment with the same employer on an indeterminate basis. On0demand labour, without the same guarantees for continued employement. Internal: Organizational Climate - the atmosphere's impact on employee motivation, job performance, and productivity.

Charter of rights and Freedoms

Federal law enacted in 1982 that guarantees fundamental freedoms to all Canadians. -Pertaining to issues of human rights is the Constitution Act, which contains the Charter of Rights and Freedom. -Charter takes precedence over all other laws -Charter allows laws to infringe on Charter rights if they can be seen as reasonable limits in a free and democratic society -The ultimate interpreter of the Charter is the Supreme Court. 1. Freedom of conscience and religion 2. Freedom of htought, belief, opinion and expression 3. Freedom of peaceful assembly 4. Freedom of association

Talent manager and organizational designer

HR and line managers play a role in lowering labour costs (Single largest operating expense in many organizations, particularly in the service sector -Strategies to reduce turnover, absenteeism and rate of incidence of occupational illnesses and injuries.

Operational Executor

HR specialists are seen as change agents -Flattening the pyramid, empowering employees and organizing around teams are ways in which HRM can help organization respond quickly to customers' needs and competitors challenges. -

Chapter 4

Human Resources Planning and Recruitment

Disability

Includes a wide range of conditions, some which are visible and some which are not. Disability may present form birth, caused by an accident, or develop over time. -focus of disability is not simply the presence of it. The impact of that disability on creating job-related functional limitations. Three broad inquiries to determine if discrimination has taken place. 1. Differential treatment. - Was there substantively differential treatment due to a distinction, exclusion, or preference, because of a failure to take into account the complainant's already disadvantaged position with Canadian society? 2. An enumerated ground - (A condition that is explicitly protected by legislation). Was the differential treated based on enumerated ground? 3. Discrimination in a substantive sense - Does the differential treatment discriminate by imposing burden upon or withholding a benefit from a person?

Religion

It is a violation of human rights laws across Canada to deny time to pray or to prohibit clothing recognized as religiously requried.

Human Resources movement

Management philosophy focusing on concern for people and productivity. Four phases: 1. Personnel administration - HR had a very minor role in orgs (hiring/ firing, payroll department, admin benefits) 2. Scientific management movement gained momentum - Efficiency amongst workers improved but wages did not, resulted in unions being formed (HR departments serving as primary contact for union reps.) -Legislations were enacted (minimum wage act, unemployment insurance, workers right -HR involved with the impact of the human relations movement (Orientation, performance appraisal, and employee relations added to their job). 3. HR change was a direct result of GOV legislation passed. Legislation affected human rights, wages and benefits, working conditions (HR continued to provide expertise in such ares but in expanded capacity. Technology advances resulted in a lot of outsourced HR activities. -Later stage of this era resulted in the term Human Resource Management (represents a shift in emphasis - From maintenance and administration to corporate contirbution, proactive management and initiation of change. 4. HR evolved to helping organization achieve its strategic objectives. -All managers and leaders must be aware of the basic of HR to succeed in their roles. -HR served as subject-matter experts or in-house consultants to line managers. -Five critical pieces of knowledge required by HR professionals today. Priority: 1. Business acumen, 2. Understanding of employment law and legislation, 3. talent managment, 4. broad HR knowledge, 5. employee labour relations knowledge.

6. Environment

Managing sustainability and corporate social responsibility

5. Globalization

Managing the workforce in an intense, hypercompetitive global economy -Globalization refers to the emergence of single global market for most products and servies. Increasing numbers of multinational coporations. -Means that HR need to be become familiar with employment legislation in other countries and need to manage ethical dilemmas when labour standards are substantially lower than those in Canada.

Age

Many employers believe that it is justifiable to specify minimum or maximum ages for certain jobs. In actual fact, evidence is rarely available to support the position that age is an accurate indicator of a person's ability to perform a particular type of work.

Business Ally

Organizational goal setting and development of business objectives is highly dependent on external opportunities or threats. Environmental scanning - Involves identifying and analyzing external opportunities and threats that may be crucial to the organizations success. Many HR professionals need to acquire more broad-based business knowledge and skills ets to be considered and respected as equal business partners by other executives in the company.

6 steps critical to analyzing jobs

Organizations collect details about jobs on a relatively continuous basis for many uses, (planning, recruitment and selection, performance management, compensation, and so on 1. Relevant org info is reviewed 2. Jobs are selected to be analyzed 3. Using one or more job analysis techniques, data are collected on job activities. 4. The info collected in Step 3 is then verified and modifed, if required. 5. Job descriptions and specifications are developed based on the verified information 6. The information is then communicated and updated on an as-needed basis.

Tort Law

Primarily judge-based law, whereby the precedent and jurisprudence set by one judge through his or her assessment of a case establishes how similar cases will be interprted. Two cases 1. Intentional tort (Assault, battery, trespass, intentional affliction) 2. Unintentional torts (negligence based on events in which harm is caused by carelessness

Job analysis

Process by which information about jobs is systematically gathered and organized. (referred to as the cornerstone of HRM) -Procedure firms use to determine the taks, duties, and responsibilities of each job, and the human attributes -Infomration gathered, evaluated, and summarized through job analysis is the basis for a number of interrelated HRM activities.

Scientific management

Process of analyzing manufacturing processes, reducing costs, and compensating employees based on their performance. -Focus on simplification of tasks.

3. Empowerment

Providing workers with the skills and authority to make decisions that would traditionally be made by managers. Traditional bureaucratic structure is being replaced with flatter org. Using cross functional teams and improved communication. Since managers have more people reporting to them, they cannot supervise their employees as closely (need to empower employees).

Step 3: Collecting job Analysis information

Qualitative and quantitative techniques are used to collect infomation about the duties, repsonsibilites, and requirements of the job. -Collecting job analysis data usually involves a joint effort by HR specialist, the incumbent, and the jobholder's supervisor -Observe and analyze the work being done and then develop a job description and specification Different Methods used to collect Data: 1. The Interview 2. Questionnaire 3. Observations 4. Participant Diary/Log 5. The National Occupational Classification 6. Using Multiple Sources of Job Analysis Information

2. Organizational Climate

Refers to the prevailing atmosphere, or "internal weather," that exists in an organization and its impact on employees. Can be friendly/ unfriendly, open or secretive, rigid or flexible, innovative or stagnant.

Equality Rights

Section 15 of the Charter of Rights and Freedoms, which guarantees the right to equal protection and benefit of the law without discrimination.

Ergonomics

Seeks to integrate and accommodate the physical needs of workers into the design of jobs

Change agents

Specialists who lead the organization and its employees through organizational change.

Chapter 1

Strategic Role of Human Resources Management

Reasonable Accommodation

The adjustment of employment policies and practices that an employer may be expected to make so that no individual is denied benefits, disadvantaged in employment, or prevented from carrying out the essential components of a job because of ground prohibited in human rights legislation. -Involve scheduling adjustments to accommodate religious beliefs or workstation redesign -failure to make every reasonable effort to accommodate employees is a violation of human rights legislation in all Canadian jurisdictions. -Does not require an employer not completely alter the essence of the employment contract.

Strategy

The company's plan for how it will balance its internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage.

Employee Engagement

The emotional and intellectual involvement of employees in their work, intesnity, focus, and involvement they bring to their jobs and organizations. -Engaged employees drive desired org outcomes (go beyond what is required). -Perceive that there are opportunities for growth, development, and advancement, regard success of company as their success.

Social Responsibility

The implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of groups other than themselves.

Human Capital

The knowledge education, traing, skills and expertise of an organization's workforce. -Effective HR practices are related to better organizational performance -HR practices contribute to firms culture, hisotry, processes, and context. Not imitable.

Discrimination

The law prohibits unfair discrimination - making choices on the basis of perceived but inaccurate differences to the detriment of specific individuals or groups. Both intentional and unintentional discrimination are prohibited. -Employer is prohibited form intentional discrimination in the form of : 1. differential or unequal treatment (Treating an individual or group differently in any aspect of terms and conditions of employment based on any of the prohibited gorunds. 2. Discrimination because of association (Denial of rights because of friendship or other relationship with a protected group member). -Unintentional discrimination in the form of: 1. Constructive or systematic discrimination - (most difficult to detect and combat. Typically, it is embedded in policies and practices that appear neutral on the surface and that are implemented imparitally, but have an adverse impact on specific groups of people for reasons that are not job related. ie. Maximum height and weight requirements, limited accessibility, gender neutrality in evaluations.

5. National Occupation Classification (NOC)

The product of systematic field-based research by Human Resources and Skills Development Canada. -It is highly recommended that companies who use external sources such as the NOC 1. Adjust info based on their organizational strategy and structure 2. Update info as required 3. Engage in the verification techniques in detail -Focuses on Occupations rather than Jobs Occupation: defined as a collection of jobs that share some or all of a set main duties. Jobs within each group are characterized by similar skills.

Three Reasons to use Competency Analysis

Three reasons for describing jobs in competencies rather than duties 1. Traditional job desc. may actually backfire if a high-performance work system is the goal. Employees here must be enthusiastic about learning and moving among jobs. 2. Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. 3. Measurable skills, knowledge, and competencies support the employer;s performance management process. Training, appraisals, and rewards should be based on fostering and rewarding the skills and competencies required to achieve work goals.

Harassment Policies

To reduce libaility, employers should establish sound harassment polices, communicate such policies to all employees. Policies should include: 1. Anti-harassment policy statement 2. Information for victims 3. Employees' rights and responsibilites 4. Employers' and maangers' responsibilities. 5. Anti-harassment policy procedures 6. Penalties for retaliation against a complainant 7. Guidelines for appeals 8. Other options such as union grievance procedures 9. How the policy will be monitored and adjusted.

Immirgrant

Traditionally, visible minorities were typically unable to obtain employment that took full advantage of their knowledge, skills, and abilities (KSA) and face undermployment.

2. Questionnaire

Two major decisions around questionnaire : 1. how structured it will be, 2. who will complete it. -Position Analysis Questionnaire (PAQ). - Filled in by a job analys, who should already be acquainted with the particular job to be analyzed. Contains 194 items, determine which one plays a role in the job with a 5 point scale. Advantage - Provides a quantitative score or profile of the job in terms of how that job rates on six basic dimensions: 1. Info input, 2. Mental processes, 3. work output, 4. Relationships with others, 5. Job context, 6. Other job characteristics. Functional Job analysis (FJA) - Allows analyst to answer the question: "To do this task and meet these stnadards, what training does the worker require?"

Harrassment

Unwelcome behavior that demand, humiliates, or embarrasses a person and that a reasonable person should have known would be unwelcome -Women were sexually harassed at work, that sexual harassment is a form of sex discrimination and i therefore illegal, and that employers are responsible for their employees' actions. -This psychological form of harassment is much more prevalent and pervasive in workplaces than physical violence.

WFPMA

World Federation of People Managment Associations.

Step 5: Writing Job Descriptions and job specifications

Written statement of what the jobholder actually does, how he does it, under what conditions the job is performed. -No standard format is used in writing job descriptions, but most include the following types of info: Job identfication, job summary, relationships, duties and responsibilites, authority of incumbent, performance standards and working conditions.