Human Resource Management in the USA and Canada

Including employment law, labor relations, training and development, pension and benefits, occupational health and safety, compensation, performance management, recruitment and selection, human resources planning, Humber's complete Human Resources Management graduate certificate program addresses all the key functions in this varied field. Any company can benefit from the management techniques, information, and experience you pick up. Humber's staff effectively guides you through this program using their many years of practical human resources knowledge and expertise.

Our curriculum, which is the first of its type in Canada, is much sought after since it gets you ready to work in every facet of human resources. 

Core ideas are taught in the classroom and put to use in a field experience to provide you a useful grasp of human resources. You will acquire the knowledge, abilities, and experience needed to be a very valuable and successful human resources professional on the market. Our program provides a thorough investigation of all the fundamental elements of the area including their ability to affect important corporate decisions. International students cannot access the online delivery option for this program. A good organization is only as good as its people; so, human resources management (HRM) is absolutely essential to guarantee that a business has the proper people for success. Following Centennial College's Human Resources Management (Optional Co-op) course will help you to guarantee that happens. Thanks to this offer, you will have the required basic skills and knowledge to enter fields in human resources  either as a generalist or as a specialist   across a spectrum of companies and sectors. This will make you a critical strategic partner in the corporate world, the business community, your own community, and hence the Ontario economy. Your time in this business graduate certificate program will expose you to what is required to match general corporate strategies with HR rules and practices. You will also learn the skills necessary to do tasks in other domains, including: Academics and professionals alike have seen Human Resource Management (HRM) as a tool for raising Organizational efficiency produces a competitive edge. Mostly primarily on data from the United States (US), this perspective known as the resource based view has Studies by Thacker and Cattaneo, then by Way and Thacker, show that Canadian companies' implementation of cutting edge Human Resource Practice (HRP) often lags behind their US counterparts. While US based data on HR trends is somewhat plentiful, data unique to Canada is far less common. The aim of the article is thus to provide some current HRP and HR trends of Canadian companies.

Relationship Reporting for Human Resource Manager

The top HR executive of a company's reporting relationship shows the relevance of the HR department for the company. It would be assumed that the top HR executive would answer to higher-ranking organizational officials as the HR function becomes more crucial in the company. According to the research, the top HR executive in 63.3% of the companies answers to the Chief Executive, Operating Officer or Vice President with just HR and Industrial Relations responsibilities. Since 1987, this proportion has stayed the same. Discipline and Education Level of the Most Academically Educated Person in HR More advanced HR techniques will be used since the HR function is regarded as a crucial component of building a competitive advantage. It would be envisaged that HR professionals with management skills and higher degrees of academic excellence would be required in the HR department to implement these more advanced HR strategies. Of the companies surveyed, over a quarter (26.4%) said the most academically educated individual in HR had a masters degree or better; of those without a masters degree, over two thirds had a bachelors degree or better (69.6%). Just three-percent said they lacked a university degree. This is a rise from 1987 when 22% of respondents claimed not to have any university degree. About the same as 1987, sixty-two percent of the companies surveyed said that the most academically trained people "education discipline" was associated with the HRM profession.

Performance Appraisals Techniques

Studies have shown that the performance assessment can help a company to raise organizational effectiveness. This is particularly true in cases when the performance review is connected to rewards and when workers who are evaluated consider it as fair. Validity and dependability of performance appraisals increase their likelihood of being fair. Performance reviews have been split by Crownshaw into two categories: technically simple and technically complicated. Although they are more difficult to create technically, technically complicated performance reviews are more valid and trustworthy than technically simple ones. Less than one-third (33.2%) of the respondents said they used a technically advanced approach of performance evaluation (BARS, MSS, FCS, and BDS). Table 1 shows the application of the several performance evaluation techniques. Work Planning and Review (WP&R) (51.3%), and Management by Objectives (MBO) (49.2%), were the most often used performance appraisals With 46% of respondents citing its use in 1987 MBO was also rather popular. Still, WP&R has been used somewhat extensively since it was mentioned in only 4% of companies in 1987 and 1992. Additional data analysis reveals that most companies middle management is combining MBO with WP&R. This implies an equal attention on the technique employed in achieving goals (WP&R) as well as particular objectives (MBO). In 1987, two and a half percent of respondents; in 1992, 3.1%; in this study, 22% of respondents reported using BARS, one of the more psychometrically sound performance evaluation tools. One practical performance evaluation tool is the 360-degree feedback system. It gives the employee under evaluation knowledge on their impressions from several points of view: supervisor, colleagues, subordinates, self, and occasionally clients. This technique lets the staff member evaluate their own opinions against those of people they deal with. Ten percent of participants said they used a 360-degree feedback system combining peer, supervisor,

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