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Acknowledgments
About This Book
Changes From Adapted Resource
HRPA Competency Framework
1.0 Learning Outcomes
1.1 Human Resource Management
1.2 Evolution and History of Human Resources Management
1.3 The Role of HRM in Organizations
1.4 The Human Resources Manager
1.5 Human Resources and Environmental Factors
1.6 HRM and Business Challenges
1.7 Organizational Behaviour
1.8 Individual Behaviour and Approaches
1.9 Team Approaches
1.10 Organizational Approaches
1.11 Key Terms
1.12 Summary
1.13 Knowledge Check
1.14 Exercises/Activities for Teachers and Students
1.15 Case Study: The Birth of a Marijuana Producer
2.0 Learning Outcomes
2.1 Human Resources Planning and Processes
2.2 HR Budgets
2.3 Forecasting Demand for Labour
2.4 HR Demand Forecasting Method
2.5 Human Resources Supply
2.6 HR Response and Plan for Supply and Demand
2.7 Monitoring Performance
2.8 Human Resources and Technology, HRIS
2.9 HR Analytics
2.10 HR Analytics Application
2.11 HR Audits: An Interview
2.12 Key Terms
2.13 Summary
2.14 Knowledge Check
2.15 Exercises/Activities for Teachers and Students
2.16 Case Study: The Power of HR Analytics for ACME Inc.
3.0 Learning Outcomes
3.1 Diversity, Rights, Ethics, Work-Life Balance
3.2 Federal Human Rights Laws
3.3 Provincial Human Rights Laws
3.4 Discrimination in Organizations
3.5 Employment Standards and Employment Equity
3.6 Key Terms
3.7 Summary
3.8 Knowledge Check
3.9 Exercises/Activities for Teachers and Students
3.10 Case Study: Visible Minorities
4.0 Learning Outcomes
4.1 Strategy and Job Analysis
4.2 Job Analysis
4.3 Job Description
4.4 Job Design
4.5 Approaches to Job Design
4.6 Contemporary Issues in Job Design
4.7 Key Terms
4.8 Summary
4.9 Knowledge Check
4.10 Exercises/Activities for Teachers and Students
4.11 Case Study: Job Analysis at Matrix Agricultural Systems
5.0 Learning Outcomes
5.1 The Recruitment Process
5.2 Recruitment Plan - Internal and External
5.3 The Law and Recruitment and Selection
5.4 Application Forms
5.5 Recruitment Strategies
5.6 An Interview Story
5.7 The Selection Process
5.8 Criteria for Interviews
5.9 Application and Resume-Review
5.10 Interview Bias
5.11 Interview Structures
5.12 Interview Types
5.13 Test Administration
5.14 Combining The Test Results Information
5.15 Selection Offers and Errors
5.16 Key Terms
5.17 Summary
5.18 Knowledge Check
5.19 Exercises/Activities for Teachers and Students
5.20 Case Study: Great Mattress Company
5.21 Case Study: Zendesk Recruitment: A Fictional Example
6.0 Learning Outcomes
6.1 Learning Culture
6.2 Employee Training and Development
6.3 Onboarding Steps for New Employees
6.4 Training Framework
6.5 Methods of Delivery
6.6 Web-Based Learning
6.7 Employee Development
6.8 Career Development
6.9 Measuring Training Effectiveness
6.10 Key Terms
6.11 Summary
6.12 Knowledge Check
6.13 Exercises/Activities for Teachers and Students
6.14 Case Study: Training, Not Like It Used to Be
7.0 Learning Outcomes
7.1 Developing a Compensation Package
7.2 Goals of a Compensation Package
7.3 Job Evaluation and Pay Systems
7.4 Compensation Strategies and Pay Theories
7.5 Laws Relating to Pay
7.6 Goals of Employee Benefits
7.7 Mandatory and Voluntary Benefits
7.8 Flexible Benefits
7.9 Key Terms
7.10 Summary
7.11 Knowledge Check
7.12 Exercises/Activities for Teachers and Students
7.13 Case Study: Matching Compensation with Core Values
8.0 Learning Outcomes
8.1 Performance Management Systems
8.2 Managing Performance
8.3 Designing a Performance Management System
8.4 Steps in Performance Evaluation Process
8.5 Popular Performance Appraisal Models
8.6 Performance Appraisal Methods
8.7 Value of Performance Appraisals
8.8 Individual, Team, Manager Performance Reviews
8.9 Completing and Conducting the Appraisal
8.10 Managing Performance Issues
8.11 Disciplinary Processes for Performance Issues
8.12 Investigation of Performance Issues
8.13 Key Terms
8.14 Summary
8.15 Knowledge Check
8.16 Exercises/Activities for Teachers and Students
8.17 Case Study: A Tough Conversation
9.0 Learning Outcomes
9.1 Introduction to Occupational Health and Safety Legislation
9.2 Rights and Responsibilities
9.3 Record Keeping and Tracking Incidents
9.4 Joint Health and Safety Committee
9.5 Powers, Authority and Legal Implications
9.6 Related Legislation
9.7 WHMIS
9.8 Health Hazards at Work
9.9 Stress
9.10 Incident Investigation
9.11 Hazard Recognition, Assessment and Control
9.12 Investigation Steps
9.13 Promoting a Culture of Safety, Health and Wellness
9.14 Key Terms
9.15 Summary
9.16 Knowledge Check
9.17 Exercises/Activities for Teachers and Students
9.18 Case Study: Workplace Safety - Commercial Hazards
10.0 Learning Outcomes
10.1 Definition and History of Unions
10.2 Reasons for Unionization
10.3 Union Objectives and Structures
10.4 Legislation and Unions
10.5 Organizing Unions and Collective Bargaining
10.6 Administration of the Collective Bargaining Agreement
10.7 The Future of Unions
10.8 Human Resources in Union Workplaces
10.9 Employee Relations
10.10 Key Terms
10.11 Summary
10.12 Knowledge Check
10.13 Exercises/Activities for Teachers and Students
10.14 Case Study: Dissatisfied Employees and Unionization
11.0 Learning Outcomes
11.1 International Environments
11.2 Types of Structures of Global Companies
11.3 Defining the Countries
11.4 Culture Shock and Coping
11.5 Selection of Employees (Expatriates)
11.6 A Look at Cross-Cultural Conditions and HR
11.7 Training International Project Teams
11.8 Key Terms
11.9 Summary
11.10 Knowledge Check
11.11 Exercises/Activities for Teachers and Students
11.12 Case Study: American Factory
12.0 Learning Outcomes
12.1 HR Professionalism and Certification
12.2 Very Competitive Field
12.3 How To Earn Certification
12.4 Code of Ethics
12.5 Key Terms
12.6 Summary
12.7 Knowledge Check
12.8 Exercises/Activities for Teachers and Students
12.9 Case Study: Is the CHRP/CHRL designation worth it?
Financial Position
Financial Statement Analysis
Further Considerations in Financial Analysis
Knowledge Check
Slide Decks
Practice Exams
References
Versioning History
The 360º Feedback model seeks to create unity in the workplace through multi-source assessments. The model achieves this through offering different perspectives on a person’s skills, behaviours, abilities, and performance, as well as alleviating the biases often found with single-source assessments. The model also provides the opportunity for individuals to rate themselves as well as others.
The 360º Feedback model has evolved significantly over the years, as employment trends and standards have changed. Empowerment in the workforce, a desire to offer employees evaluations beyond annual reporting, and an increasingly competitive job market have forced the 360º Feedback model to evolve to become even more frequently adapted by companies seeking to improve their assessment and Human Resources systems (Fleenor & Prince, 1997). While the 360º Feedback model is a relatively malleable theory and can therefore be changed to suit each business’s needs, there may be more changes in the future. Digital workforces, where all assessments and feedback would be provided virtually, would need to be implemented most likely via specific software built to support the 360º Feedback model.
The 360º Feedback model is based on the principle that feedback on a situation is different depending on people’s specific perspectives. All perspectives must be evaluated to have a well-rounded assessment. It is a form of multi-rater feedback where feedback is collected from multiple sources to understand how people within an organization are functioning (Tee & Ahmed, 2014). This feedback model is also based on data and data-based feedback principles. Specifically, David Nadler wrote a book about data-based methods of feedback and how it contributed to the development of the organization, and the concept of using data to conduct assessments in the workplace emerged (Hedge et al., 2001).
There are several benefits that this model provides to both workers and employers.
The 360º model makes contributions in all sectors when running results to generate information. For example, when running a report building on workplace sustainability, the results can contribute to facilitating organizational culture and generate outstanding feedback to excel company needs.
Peter Drucker developed Management by Objectives (MBO) whereby executive management discussed organizational goals and set objectives for employees based on those goals to be evaluated upon completed of the goals and objectives.
The theory behind MBO is basic. The theory states that employees who participate and have input into designing their objectives will feel more valued by an organization. In turn, they will be more adept to fulfill the objectives and contribute to the success of the organization. The theory hypothesizes that allowing employees to participate in goal setting enhances participation, commitment, and loyalty among employees (Gordon, 2022). The process of Management by Objectives can be described in five steps.
The focus of this theory is centred around rewards, rather than punishment. Therefore, it requires management to provide unwavering support to their employees (Gordon, 2022). If results are not met after evaluation, managers attempt to take corrective action to motivate employees and modify objectives as needed. For this theory and management style to be successful, objectives need to be specific, measurable, achievable, relevant, and time-bounce, otherwise known as “SMART” (Miller, 2021).
Management by Objectives has several advantages. Some of the advantages include an enhanced understanding of tasks and duties by employees, a reduction in ambiguity around task responsibility, increased communication within the organization, increased employee focus, motivation, and job satisfaction, individualized results expectations, and alignment of effort toward company goals.
However, MBO has been the subject of criticism for a few reasons. Some of the disadvantages of MBO include poor stimulation to innovate, ignorance of the environment and the resources available to complete the goals, polarization between people and departments who are not motivated to assist beyond their own goals, misplaced importance given to goal setting rather than the completion of those goals, the time consuming nature of implementation and maintenance, and the inability to identify and quantify all objectives necessary for organizational success (Communication Theory, n.d.).
Despite its criticisms, MBO has been a key foundation to Project Management today and challenges some of the more traditional planning processes (D’Entremont, 2012). MBO helps Project Managers move away from decisions being made strictly by management. Instead, it promotes including the entire organization in the planning process. Also, MBO helps Project Managers focus on the larger picture, instead of getting lost in the small details. Ultimately, MBO improves organizational communication and allows management and employees to collaborate on obtainable objectives to maximize resources and obtain optimal results (D’Entremont, 2012).
Human Resources could be responsible for establishing the company objectives and strategies through facilitation with management and employees. They would be responsible for conveying the strategy to the organization to ensure a clear understanding and idea of what success is to the organization, and how it will be measured. Human Resources would play a major role in supporting the organization to identify the company culture.
Human Resources may be involved in training management and then the employees in the MBO approach. They would design the forms used to design the goals and the evaluation forms. Human Resources may assist the management team in setting up the goals with the employees. An important step in MBO is the monitoring and evaluation of the performance and the progress of the employees. Human Resources, along with management, or perhaps independently, may provide the monitoring and evaluation processes.
Human Resources would follow through with the same processes and steps for projects within the organization by training the Project Manager and team in the MBO approach, providing the forms to set up the goals and objectives, assisting with monitoring progress throughout the project, and completing evaluations upon completion of the project.
“8.5 Popular Performance Appraisal Models” from Human Resources Management – 3rd Edition by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
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Human Resources Management Copyright © 2023 by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
