The Framework Used in This Book

This textbook is divided into six parts.

Part 1: The Strategic Human Resource Management Model offers a strategic model of managing human resources in Chapter 1. The key objectives of the human resource function are outlined here along with the steps for implementing a strategic HR approach in practice.

Part 2: Planning Human Resources is contained in two chapters. Chapter 2 deals with the important topic of job analysis—detailing the various methods of collecting data about jobs and the steps involved in writing job descriptions and job specifications and setting performance standards. Chapter 3 discusses the various factors that need to be considered when planning the supply of and demand for human resources in organizations.

Part 3: Attracting Human Resources deals with the various steps in acquiring human resources. Chapter 4 details key provisions of human rights legislation and the Canadian Constitution along with their implications for hiring employees; it also discusses the issue of diversity. Chapter 5 (Recruitment) and Chapter 6 (Selection) deal with the various tools, options, and strategies open to the human resource manager in attracting and selecting qualified applicants for the job.

Part 4: Placing, Developing, and Evaluating Human Resources deals with all key activities involved in organization may be to strengthen the position’s contribution to the enhancement of organizational performance and effectiveness. This is already beginning to take place. The higher status given to HR experts in job ads and organizational charts indicates that the importance of human resource management activity is being recognized. orienting, training, developing, and evaluating employees. Chapter 7 outlines the key steps involved in the orientation and training of employees; it also focuses on the development of employees to take on greater responsibilities in the future, including career counselling to staff. Chapter 8 deals with various appraisal techniques that help an organization to monitor and improve employee performance.

The roles and responsibilities of today’s HR professionals are quite varied. In some cases, individuals serve as a “generalist,” helping organizations in all aspects of their human resource needs. In other situations, professionals end up specializing in a par ticular domain of human resources such as compensation and benefits, job evaluation, recruitment, or labour relations. In yet other contexts, HR professionals are taking on more executive roles, leading major portfolios of organizations. In short, the professional opportunities for HR specialists are quite varied.

Part 5: Motivating and Rewarding Human Resources discusses the critical tasks of motivating and rewarding employees. Chapter 9 deals with direct compensation, including methods of evaluating the worth of each job and the incentive schemes currently available. Chapter 10 discusses how careful planning enables an organization to make the most of its benefits package. It also deals with various work options and other arrangements that have implications for employee motivation.

Part 6: Maintaining High Performance focuses on the various human resource actions to ensure high performance. Chapter 11 details the methods of improving communication and enforcing discipline when employees violate organizational policies. Chapter 12 discusses two types of security offered by modern human resource departments: financial and physical. Chapter 13 discusses strategies for dealing with unions and outlines the human resource manager’s role during negotiations with unions.