HRM review book

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HRM review book

  1. 3. Assertiveness Future orientation Gender Differentiation Uncertainty Avoidance Power Distance Individualism/collectivism In-group collectivism Performance Orientation Humane Orientation
  2. 4. <ul><li>Knowledge Worker </li></ul><ul><li>People who acquire and apply infor -mation </li></ul><ul><li>Recruiting </li></ul><ul><li>Employee selection </li></ul><ul><li>Training and development </li></ul><ul><li>Motivation </li></ul><ul><li>Paying employees market value </li></ul><ul><li>Communication </li></ul><ul><li>Decentralized work sites </li></ul><ul><li>Skills levels </li></ul><ul><li>Legal issues </li></ul>HRM Implications of Technology
  3. 5. Who Are Our Workers Work/ Life Balance <ul><ul><ul><li>Values </li></ul></ul></ul><ul><ul><ul><li>Needs </li></ul></ul></ul><ul><ul><ul><li>Interests </li></ul></ul></ul><ul><ul><ul><li>Expectations of employees </li></ul></ul></ul><ul><ul><li>Causes of the blur between work and life </li></ul></ul><ul><ul><ul><li>The creation of global organizations means the world never sleeps. </li></ul></ul></ul><ul><ul><ul><li>Communication technologies allow employees to work at home. </li></ul></ul></ul><ul><ul><ul><li>Organizations are asking employees to put in longer hours. </li></ul></ul></ul><ul><ul><ul><li>Fewer families have a single bread winner </li></ul></ul></ul>Males Females Whites Blacks/coloured Homosexuals/straights National origin Disabled Elderly
  4. 6. Downsizing Rightsizing Outsourcing Fewer baby Boomers Fewer Gen- Xers Increase in early retirement Population/ Social trends Core Employees Contingent Worker Employee or independent contract ? A Labor Shortage
  5. 7. <ul><li>Intense focus on customer </li></ul><ul><li>Concern for continuous improvement </li></ul><ul><li>Improvement in the quality of everything the organization does </li></ul><ul><li>Accurate measurement </li></ul><ul><li>Empowerment of employees </li></ul><ul><li>Radical, quantum change in an organization </li></ul>
  6. 8. <ul><li>Delegation : having authority to make decisions in one’s job </li></ul><ul><li>Work teams: workers of various specializations who work together in an organization </li></ul>Employees involvement requires demonstrated leadership and supportive management
  7. 9. <ul><li>Formal document that states an organization’s values and the ethical rules it expects employees to follow </li></ul><ul><li>Utilitarian </li></ul><ul><li>Rights </li></ul><ul><li>Theory of justice </li></ul>A set of rules that defines right or wrong behaviour Ethics Code of Ethics Three views
  8. 11. <ul><ul><li>Planning – establishing goals </li></ul></ul><ul><ul><li>Organizing – determining what activities need to be done </li></ul></ul><ul><ul><li>Leading – assuring the right people are on the job and motivated </li></ul></ul><ul><ul><li>Controlling – monitoring activities to be sure goals are met </li></ul></ul>
  9. 12. The Strategic Nature – HRM <ul><ul><li>a strategic business partner and represent employees. </li></ul></ul><ul><ul><li>forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. </li></ul></ul><ul><ul><li>concerned with the total cost of its function and for determining value added to the organization. </li></ul></ul><ul><li>Four basic function s : </li></ul><ul><li>Staffing </li></ul><ul><li>Training and Development </li></ul><ul><li>Motivation </li></ul><ul><li>Maintenance </li></ul><ul><li>Governmental Legislation </li></ul><ul><ul><li>Laws supporting employer and employee actions </li></ul></ul><ul><li>Labor Unions </li></ul><ul><ul><li>Act on behalf of their members by negotiating contracts with management </li></ul></ul><ul><ul><li>Exist to assist workers </li></ul></ul><ul><ul><li>Constrain managers </li></ul></ul><ul><ul><li>Affect non unionized workforce </li></ul></ul><ul><li>Management Thought </li></ul><ul><ul><li>Management principles, such as those from scientific management or based on the Hawthorne studies influence the practice of HRM. </li></ul></ul><ul><ul><li>More recently, continuous improvement programs have had a significant influence on HRM activities. </li></ul></ul>
  10. 13. <ul><li>Four Functions: </li></ul><ul><ul><li>Employment </li></ul></ul><ul><ul><li>Training and development </li></ul></ul><ul><ul><li>Compensation/benefits </li></ul></ul><ul><ul><li>Employee relations </li></ul></ul><ul><li>Effective Communication programs involve: </li></ul><ul><ul><li>Top Management Commitment </li></ul></ul><ul><ul><li>Effective Upward Communication </li></ul></ul><ul><ul><li>Determining What to Communicate </li></ul></ul><ul><ul><li>Allowing for Feedback </li></ul></ul><ul><ul><li>Information Sources </li></ul></ul>
  11. 14. Owner/ Entrepreneur Runs the Business Often Handles HRM Activities <ul><li>Benefits include </li></ul><ul><ul><li>freedom from many government regulations </li></ul></ul><ul><ul><li>an absence of bureaucracy </li></ul></ul><ul><ul><li>an opportunity to share in the success of the business </li></ul></ul>
  12. 16. SWOT Analysis Competitive Intelligence
  13. 17. <ul><li>Assess and identify the current human resources </li></ul><ul><li>Employee skills </li></ul><ul><li>HRIS </li></ul><ul><li>Succession planning </li></ul><ul><li>Identify the labour demand </li></ul><ul><li>Forecast the supply of labour </li></ul><ul><li>Match supply and demand for labour </li></ul><ul><li>Rightsizing </li></ul><ul><li>Outsourcing </li></ul>Employment Planning and the Strategic Planning Process
  14. 18. <ul><li>Job Description - states what the jobholder does </li></ul><ul><li>Job Specification - states minimum qualification acceptable to perform the job </li></ul><ul><li>Job Evaluation - specifies the relative value of each job in the organization </li></ul><ul><li>Observation </li></ul><ul><li>Individual interview </li></ul><ul><li>Group interview </li></ul><ul><li>Structured questionnaire </li></ul><ul><li>Technical conference </li></ul><ul><li>Dairy method </li></ul>Purpose of Job Analysis Job Analysis Methods
  15. 20. <ul><li>Barriers to recruiting Success </li></ul><ul><li>Image of the organization </li></ul><ul><li>Attractiveness of job </li></ul><ul><li>Internal /organizational policies </li></ul><ul><li>Government influence </li></ul><ul><li>Recruiting cost </li></ul><ul><li>Find a large, diverse job- candidate pool </li></ul><ul><li>Help unqualified candidates self – select out of candidacy </li></ul>
  16. 21. <ul><li>Internal search </li></ul><ul><li>Employee referrals/ Recommendations </li></ul><ul><li>Alternatives </li></ul><ul><li>Temporary help services </li></ul><ul><li>Employee leasing </li></ul><ul><li>Independent contractors </li></ul><ul><li>External Search </li></ul><ul><li>Advertisement </li></ul><ul><li>Employment agencies </li></ul><ul><li>Schools , colleges and universities </li></ul><ul><li>Professional applications </li></ul><ul><li>Unsolicited applications </li></ul><ul><li>Internet recruiting </li></ul>
  17. 25. <ul><ul><li>A process of adaptation to a new work role. </li></ul></ul><ul><ul><li>Adjustments must be made whenever individuals change jobs </li></ul></ul><ul><ul><li>The most profound adjustment occurs when an individual first enters an organization </li></ul></ul><ul><ul><li>Pre-arrival stage : Individuals arrive with set of values, attitudes & expectations which they have developed from previous experience and the selection process. </li></ul></ul>Encounter stage : Individuals discover how well their expectations match realities within the organization Metamorphosis stage : Individuals have adapted to the organization, feel accepted and know what is expected of them
  18. 27. <ul><ul><li>Pattern of work-related experiences that span the course of a person’s life. </li></ul></ul><ul><ul><li>Reflects any work, paid or unpaid. </li></ul></ul><ul><ul><li>Broad definition helpful in today’s work environment where employees and organizations have diverse needs </li></ul></ul>Traditional Career Stages
  19. 29. <ul><li>Purposes of a Performance Management System </li></ul><ul><ul><li>Feedback - let employees know how well they have done and allow for employee input. </li></ul></ul><ul><ul><li>Development – identify areas in which employees have deficiencies or weaknesses. </li></ul></ul><ul><ul><li>Documentation - to meet legal requirements. </li></ul></ul><ul><li>Difficulties </li></ul><ul><li>Focus on the individual : Discussions may elicit strong emotions & may generate conflicts when subordinates and supervisors do not agree. </li></ul><ul><li>Focus on the process : Company policies & procedures may present barriers to a properly functioning appraisal process </li></ul><ul><li>Performance Management & EEO </li></ul><ul><ul><li>HRM practices must be bias free, objective and job-related. </li></ul></ul><ul><ul><li>Valid performance appraisals are conducted at established intervals and are done by trained appraisers. </li></ul></ul>
  20. 34. <ul><ul><li>Preparing tonegotiate </li></ul></ul><ul><ul><li>Fact-gathering: Includes internal information (employee performance records, overtime) & external (data on what similar org’n’s are doing & the economy). </li></ul></ul><ul><ul><li>Goal-setting: Management decides what it can expect from the negotiation. </li></ul></ul><ul><ul><li>Strategy development: This includes assessing the other side’s power & tactics </li></ul></ul><ul><li>Negotiating at the bargaining table </li></ul><ul><li>Each side begins by publicly demanding more than they are willing to accept. </li></ul><ul><li>More realistic assessments & compromises take place behind closed doors. </li></ul><ul><li>After oral agreement, a written contract is submitted to the union for ratification </li></ul>Agreement : if parties agree, union takes contract to union members Union Ratification : union members must ‘ratify’ the agreement by voting in favor of it; if not, must go back to negotiating until members agree to contract Contract administration : implementation, interpretation & monitoring of the negotiated contract between labor & management
  21. 35. [email_address] miss u lot my AddictioN

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