This document discusses performance management and how it has become a new form of workplace tyranny. It describes how performance management, lean working practices, and sickness absence management have converged into an integrated managerial offensive that is intensifying work and squeezing more effort out of workers. Key aspects of this include micro-measurement of individual performance, quantitative targets, punitive disciplinary processes, and practices that pressure sick employees to come to work. The document argues this intensified form of performance management is driven by capitalist imperatives and austerity measures, and can negatively impact workers' health, well-being, and rights. It concludes with suggestions for opposing these trends through various organizational and union strategies.
L E A R N I N G O U T C O M E S
After reading this chapter, we will be able to:
1.
Describe the difference between managers and
operative employees.
2.
Explain what is meant by the term management
3.
Differentiate between efficiency and
effectiveness.
4.
Describe the four primary processes of
management.
5.
Classify the three levels of managers and
identify the primary responsibility of each
group.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
This document discusses various management theories including classical, scientific, and systems approaches. It covers managerial roles, leadership principles, and motivation theories. The classical approach includes administrative management theory, scientific management theory, and bureaucracy theory. Scientific management focused on determining the most efficient ways to perform tasks. The systems approach views an organization like an airport as made up of interconnected parts that cannot be optimized in isolation. Leadership principles discuss the differences between managers and leaders and various leadership styles and situational approaches. Motivation theories include content theories that emphasize fulfilling underlying needs.
The document summarizes the major historical approaches to management from ancient times through the modern era. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical approaches of scientific management developed by Frederick Taylor and Henri Fayol's principles of management. It also examines the quantitative approach developed during WWII, behavioral science and the Hawthorne Studies, systems theory, and contingency theory. The document is from a management textbook outlining the evolution of management thought over time.
The document outlines the key points in a chapter about the history and development of management theories. It discusses early evidences of management in ancient civilizations. It then summarizes important contributions and theories such as scientific management by Taylor and Gilbreth, general administrative theory by Fayol and Weber, the quantitative approach, organizational behavior studies including the Hawthorne Studies, the systems approach, contingency approach, and current issues facing managers. The learning outline provides guidance for students to understand the historical background and major approaches to management that are discussed in the chapter.
Chapter 13 - Control Systems: Financial and Humandpd
The document discusses control systems used at The Ranch Golf Club to manage organizational and functional systems. It covers the four stages of the control systems process and different types of control. Financial controls include operating and capital expenditure budgets. Performance is monitored through financial statements. Coaching and counseling employees is discussed as a form of human controls, along with discipline procedures.
The document provides an agenda and announcements for a management class. It includes an agenda with topics to be covered such as an open discussion on Chapter 1 "Management", a management overview, skill builder exercises, and questions. Announcements include signing an attendance sheet and noting available add codes for the waiting list. The document then reviews features of the textbook's three-pronged approach to presenting concepts, fostering skill development, and helping students apply what they learn. It closes with questions from a case study on Microsoft.
Chapter 14 Dynamics of Behavior in OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
L E A R N I N G O U T C O M E S
After reading this chapter, we will be able to:
1.
Describe the difference between managers and
operative employees.
2.
Explain what is meant by the term management
3.
Differentiate between efficiency and
effectiveness.
4.
Describe the four primary processes of
management.
5.
Classify the three levels of managers and
identify the primary responsibility of each
group.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
This document discusses various management theories including classical, scientific, and systems approaches. It covers managerial roles, leadership principles, and motivation theories. The classical approach includes administrative management theory, scientific management theory, and bureaucracy theory. Scientific management focused on determining the most efficient ways to perform tasks. The systems approach views an organization like an airport as made up of interconnected parts that cannot be optimized in isolation. Leadership principles discuss the differences between managers and leaders and various leadership styles and situational approaches. Motivation theories include content theories that emphasize fulfilling underlying needs.
The document summarizes the major historical approaches to management from ancient times through the modern era. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical approaches of scientific management developed by Frederick Taylor and Henri Fayol's principles of management. It also examines the quantitative approach developed during WWII, behavioral science and the Hawthorne Studies, systems theory, and contingency theory. The document is from a management textbook outlining the evolution of management thought over time.
The document outlines the key points in a chapter about the history and development of management theories. It discusses early evidences of management in ancient civilizations. It then summarizes important contributions and theories such as scientific management by Taylor and Gilbreth, general administrative theory by Fayol and Weber, the quantitative approach, organizational behavior studies including the Hawthorne Studies, the systems approach, contingency approach, and current issues facing managers. The learning outline provides guidance for students to understand the historical background and major approaches to management that are discussed in the chapter.
Chapter 13 - Control Systems: Financial and Humandpd
The document discusses control systems used at The Ranch Golf Club to manage organizational and functional systems. It covers the four stages of the control systems process and different types of control. Financial controls include operating and capital expenditure budgets. Performance is monitored through financial statements. Coaching and counseling employees is discussed as a form of human controls, along with discipline procedures.
The document provides an agenda and announcements for a management class. It includes an agenda with topics to be covered such as an open discussion on Chapter 1 "Management", a management overview, skill builder exercises, and questions. Announcements include signing an attendance sheet and noting available add codes for the waiting list. The document then reviews features of the textbook's three-pronged approach to presenting concepts, fostering skill development, and helping students apply what they learn. It closes with questions from a case study on Microsoft.
Chapter 14 Dynamics of Behavior in OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses challenges with managing IT change in organizations. It notes that managing change is critical for IT project success but is often overlooked. Effective change management involves three key phases: unfreezing existing processes, moving to implement new processes/systems, and refreezing to institutionalize changes. Several models of managing change and responding to change are described. The document emphasizes that people factors are the primary cause of IT change failures, so change management should focus on leadership, communication, and gaining support from those impacted by changes. Specific challenges for managing IT change in Kenya include an emphasis on technology over addressing organizational change impacts.
This document provides a learning outline for a chapter that discusses the history and evolution of management. It covers several topics:
- The importance of studying management history and some early examples of management practices.
- Scientific management and the key contributions of Frederick Taylor and Frank and Lillian Gilbreth to make work more efficient. The outline notes how some of their principles are still used today.
- Bureaucratic management and Max Weber's work developing rational-legal authority and bureaucracy as an organizational structure.
- Contemporary management theories that have influenced modern approaches, including administrative management and quality management.
The learning outline provides a structured guide to the concepts and issues covered in the chapter to aid the reader's
Managing diversity and eliminating discrimination are global concerns. While surface-level diversity like gender and race can activate stereotypes, deep-level diversity in values and personality become more important for similarity as people get to know each other. Effective diversity programs teach managers about equal opportunity, value a diverse workforce, and foster personal development acknowledging different perspectives. Learning involves relatively permanent behavior changes from experience using principles of classical conditioning, operant conditioning, and social learning theory including reinforcement schedules and shaping behavior with rewards.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document discusses leadership and motivation in the public sector. It provides an overview of theoretical frameworks for organizational models and motivation, from bureaucratic to commitment-based models. Public sector modernization has not always led to higher motivation due to incoherent human resource management programs that fail to adequately address factors like autonomy, competence and purpose. Truly transforming motivation requires coherent reforms that develop political and managerial leadership focused on investing in people.
This document outlines a learning outline for a chapter on organizational change. It covers key topics like defining organizational change, forces for change both internal and external, views on the change process including Lewin's three-step model, managing change through structure, technology and people approaches, issues like resistance to change and changing organizational culture, and stimulating innovation. The learning outline provides an overview of the essential concepts that will be covered in the chapter.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
This PowerPoint presentation summarizes key aspects of organizational behavior and individual employee behavior. It discusses the goals of understanding, predicting, and influencing individual behavior at work. Important employee behaviors that managers want to explain include productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Psychological factors like attitudes, personality, perception, learning, and motivation impact these behaviors. The presentation also describes tools for measuring attitudes like surveys and models for classifying personality traits, including the Myers-Briggs Type Indicator and the Big Five model.
The document traces the evolution of modern management theories from scientific management to contemporary approaches. It discusses influential thinkers like Taylor, Fayol, and McGregor and highlights important concepts such as scientific time studies, the Hawthorne effect, contingency theory, and total quality management. Overall, the document shows how management theories have increasingly focused on human and situational factors rather than universal principles in recognition of complex real-world organizations.
Ch 1 introduction to management and organizations mgt arab world editionNardin A
This document provides an overview of key concepts from Chapter 1 of the textbook "Management: Arab World Edition". It discusses what managers do, including the four main functions of management and Mintzberg's managerial roles. It also examines the characteristics of organizations and why studying management is important, highlighting the universality of management concepts. Additionally, it explores the potential influences on an "Arab model of management" and factors that have shaped Arab managerial thought and practice over time.
The document summarizes key changes in the modern workforce and business environment. It discusses how the workforce is aging, becoming more diverse and female-dominated. The traditional relationship between employers and employees has shifted to shorter-term arrangements focused on mutual benefit. Managing diversity and promoting inclusion have become important for organizations to tap all employees' potential. Globalization and business cycles also influence managerial decision-making. Innovation requires an organizational culture that supports risk-taking and new ideas from intrapreneurs.
This chapter introduces organizational behavior and its key concepts. It discusses how OB helps managers improve effectiveness through understanding interpersonal skills. The chapter also defines management functions of planning, organizing, leading, and controlling. It explores theories on managerial roles and skills. Additionally, it outlines the contributing disciplines to OB like psychology, social psychology, sociology, and anthropology. The chapter concludes by discussing challenges and opportunities for applying OB concepts.
Organizational leadership and culture play an important role in workplace health and safety. Behavioral safety programs focus on observing and influencing employee behaviors to reduce unsafe actions. Case studies show how leadership commitment to health and safety, clear policies, workforce participation, and data-driven processes can result in improved safety culture and reduced accidents and costs for an organization.
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
This chapter discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The chapter outlines the HR responsibilities of both line managers, who oversee work, and staff managers, who assist and advise. It emphasizes that HR creates value by engaging in activities that produce the behaviors companies need to achieve strategic goals. The chapter also notes the changing environment for HR, including globalization, new technologies, and shifting demographics.
This document discusses organizational behavior and team management in software project management. It covers models of motivation, team building, and leadership. Some key topics include the Hawthorne effect, theories of motivation from Maslow and Herzberg, stages of team development, the importance of balanced teams, and different leadership styles.
Chapter 13 Meeting the Challenge of DiversityRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document summarizes the key capabilities of Websense's Secure Web Gateway solution based on Gartner's recommended buying criteria for such products. It outlines how Websense exceeds Gartner's requirements in areas like manageability, policy interface, reporting, URL filtering, and malware detection. Websense provides effective protection against modern threats, visibility into all web traffic including encrypted content, and simplified control through an intuitive interface.
Bienvenido a la mayor, mejor y máas fiable marca para la estampacióon.
Desde hace máas tiempo que cualquier otra marca, estamos a la vanguardia del sector. Nos hemos establecido como una de las primeras y principales marcas de Europa. Nuestro eéxito nace de la
comprensióon de las necesidades de nuestros clientes, dáandoles respuesta con nuestro enfoque que garantiza que sigamos siendo la eleccióon nuúmero uno para prendas promocionales.
Máas que un simple cataálogo, nuestra giuía de productos ha sido diseñnyada para ayudarle a encontrar el producto adecuado, sea cual sea su necesidad.
Expeditors International has been named as a defendant along with seven other global logistics companies in a federal antitrust class action lawsuit filed in New York. The lawsuit alleges that the defendants engaged in anti-competitive practices. Expeditors believes the allegations have no merit and will vigorously defend itself against the claims.
The document appears to be a Haiku Deck presentation containing 12 photos credited to various photographers. The presentation encourages the viewer to be inspired by the photos and create their own Haiku Deck presentation on SlideShare.
This document discusses challenges with managing IT change in organizations. It notes that managing change is critical for IT project success but is often overlooked. Effective change management involves three key phases: unfreezing existing processes, moving to implement new processes/systems, and refreezing to institutionalize changes. Several models of managing change and responding to change are described. The document emphasizes that people factors are the primary cause of IT change failures, so change management should focus on leadership, communication, and gaining support from those impacted by changes. Specific challenges for managing IT change in Kenya include an emphasis on technology over addressing organizational change impacts.
This document provides a learning outline for a chapter that discusses the history and evolution of management. It covers several topics:
- The importance of studying management history and some early examples of management practices.
- Scientific management and the key contributions of Frederick Taylor and Frank and Lillian Gilbreth to make work more efficient. The outline notes how some of their principles are still used today.
- Bureaucratic management and Max Weber's work developing rational-legal authority and bureaucracy as an organizational structure.
- Contemporary management theories that have influenced modern approaches, including administrative management and quality management.
The learning outline provides a structured guide to the concepts and issues covered in the chapter to aid the reader's
Managing diversity and eliminating discrimination are global concerns. While surface-level diversity like gender and race can activate stereotypes, deep-level diversity in values and personality become more important for similarity as people get to know each other. Effective diversity programs teach managers about equal opportunity, value a diverse workforce, and foster personal development acknowledging different perspectives. Learning involves relatively permanent behavior changes from experience using principles of classical conditioning, operant conditioning, and social learning theory including reinforcement schedules and shaping behavior with rewards.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document discusses leadership and motivation in the public sector. It provides an overview of theoretical frameworks for organizational models and motivation, from bureaucratic to commitment-based models. Public sector modernization has not always led to higher motivation due to incoherent human resource management programs that fail to adequately address factors like autonomy, competence and purpose. Truly transforming motivation requires coherent reforms that develop political and managerial leadership focused on investing in people.
This document outlines a learning outline for a chapter on organizational change. It covers key topics like defining organizational change, forces for change both internal and external, views on the change process including Lewin's three-step model, managing change through structure, technology and people approaches, issues like resistance to change and changing organizational culture, and stimulating innovation. The learning outline provides an overview of the essential concepts that will be covered in the chapter.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
This PowerPoint presentation summarizes key aspects of organizational behavior and individual employee behavior. It discusses the goals of understanding, predicting, and influencing individual behavior at work. Important employee behaviors that managers want to explain include productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Psychological factors like attitudes, personality, perception, learning, and motivation impact these behaviors. The presentation also describes tools for measuring attitudes like surveys and models for classifying personality traits, including the Myers-Briggs Type Indicator and the Big Five model.
The document traces the evolution of modern management theories from scientific management to contemporary approaches. It discusses influential thinkers like Taylor, Fayol, and McGregor and highlights important concepts such as scientific time studies, the Hawthorne effect, contingency theory, and total quality management. Overall, the document shows how management theories have increasingly focused on human and situational factors rather than universal principles in recognition of complex real-world organizations.
Ch 1 introduction to management and organizations mgt arab world editionNardin A
This document provides an overview of key concepts from Chapter 1 of the textbook "Management: Arab World Edition". It discusses what managers do, including the four main functions of management and Mintzberg's managerial roles. It also examines the characteristics of organizations and why studying management is important, highlighting the universality of management concepts. Additionally, it explores the potential influences on an "Arab model of management" and factors that have shaped Arab managerial thought and practice over time.
The document summarizes key changes in the modern workforce and business environment. It discusses how the workforce is aging, becoming more diverse and female-dominated. The traditional relationship between employers and employees has shifted to shorter-term arrangements focused on mutual benefit. Managing diversity and promoting inclusion have become important for organizations to tap all employees' potential. Globalization and business cycles also influence managerial decision-making. Innovation requires an organizational culture that supports risk-taking and new ideas from intrapreneurs.
This chapter introduces organizational behavior and its key concepts. It discusses how OB helps managers improve effectiveness through understanding interpersonal skills. The chapter also defines management functions of planning, organizing, leading, and controlling. It explores theories on managerial roles and skills. Additionally, it outlines the contributing disciplines to OB like psychology, social psychology, sociology, and anthropology. The chapter concludes by discussing challenges and opportunities for applying OB concepts.
Organizational leadership and culture play an important role in workplace health and safety. Behavioral safety programs focus on observing and influencing employee behaviors to reduce unsafe actions. Case studies show how leadership commitment to health and safety, clear policies, workforce participation, and data-driven processes can result in improved safety culture and reduced accidents and costs for an organization.
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
This chapter discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The chapter outlines the HR responsibilities of both line managers, who oversee work, and staff managers, who assist and advise. It emphasizes that HR creates value by engaging in activities that produce the behaviors companies need to achieve strategic goals. The chapter also notes the changing environment for HR, including globalization, new technologies, and shifting demographics.
This document discusses organizational behavior and team management in software project management. It covers models of motivation, team building, and leadership. Some key topics include the Hawthorne effect, theories of motivation from Maslow and Herzberg, stages of team development, the importance of balanced teams, and different leadership styles.
Chapter 13 Meeting the Challenge of DiversityRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document summarizes the key capabilities of Websense's Secure Web Gateway solution based on Gartner's recommended buying criteria for such products. It outlines how Websense exceeds Gartner's requirements in areas like manageability, policy interface, reporting, URL filtering, and malware detection. Websense provides effective protection against modern threats, visibility into all web traffic including encrypted content, and simplified control through an intuitive interface.
Bienvenido a la mayor, mejor y máas fiable marca para la estampacióon.
Desde hace máas tiempo que cualquier otra marca, estamos a la vanguardia del sector. Nos hemos establecido como una de las primeras y principales marcas de Europa. Nuestro eéxito nace de la
comprensióon de las necesidades de nuestros clientes, dáandoles respuesta con nuestro enfoque que garantiza que sigamos siendo la eleccióon nuúmero uno para prendas promocionales.
Máas que un simple cataálogo, nuestra giuía de productos ha sido diseñnyada para ayudarle a encontrar el producto adecuado, sea cual sea su necesidad.
Expeditors International has been named as a defendant along with seven other global logistics companies in a federal antitrust class action lawsuit filed in New York. The lawsuit alleges that the defendants engaged in anti-competitive practices. Expeditors believes the allegations have no merit and will vigorously defend itself against the claims.
The document appears to be a Haiku Deck presentation containing 12 photos credited to various photographers. The presentation encourages the viewer to be inspired by the photos and create their own Haiku Deck presentation on SlideShare.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Zayo provides live video transmission and monitoring services over its extensive fiber network. It has connectivity to major video exchange points and is on-net to over 200 entertainment venues including stadiums, studios, hotels and casinos. Zayo offers dedicated video services, occasional use solutions, and a managed video network with 24/7 monitoring. A case study describes how Zayo provided connectivity between sites to enable a broadcaster to produce and distribute highlights of up to 36 sporting matches within 4 hours of completion.
Este documento describe los elementos principales de una elipse, incluyendo sus focos, ejes, vértices, centro, diámetros, directrices y ecuación general. Define los focos como los puntos fijos F1 y F2, y describe el eje focal, ejes mayor y menor, cuerda focal, lados rectos, diámetro, directrices y radios focales. Además, explica que los ejes de simetría pasan por el centro de la elipse, y que la ecuación general de una elipse depende de los valores de sus semiejes y
This document provides an introduction to human resource management. It defines HRM as acquiring, training, appraising, and compensating employees to accomplish organizational objectives. HRM is concerned with managing people to achieve strategic goals. The document outlines the line and staff aspects of HRM, with line managers directing subordinates' work and staff managers advising lines. It also discusses trends shaping HRM, such as technology, globalization, and changing demographics. Finally, it explains how HR managers now take a more strategic focus on issues like performance, metrics, ethics and talent to address employers' expectations.
Here are the answers to the quiz questions:
1. True
2. True
3. Scientific Management Theory
4. True
5. Controlling involves measuring actual performance against the standards and taking corrective actions.
6. Support and advise
7. TATA Group
8. False
9. True
10. False (Moonlighting is having a secondary job, job shadowing is observing someone on the job)
This document discusses risk management in HR and assessment. It begins by defining human capital risk and identifying some key HR risk areas like strategic, compliance, operational and financial risks. It then discusses examples like the global financial crisis and Deepwater Horizon explosion, where failures in managing people and culture led to major issues. The document outlines top HR risks according to surveys and stresses the importance of prioritizing risks based on likelihood and impact. It emphasizes balancing risks with opportunities in HR and provides examples of how to express the outcomes of effective staffing and selection processes.
This document outlines the syllabus for an Advanced Human Resource Management course. The syllabus covers key topics in HRM including introduction to HRM, human resource planning, emerging trends in HRM, job analysis and recruitment/selection, training and development, compensation, and performance appraisal. The course aims to provide an in-depth understanding of advanced concepts and processes in HRM. Suggested readings are also included to supplement the course material.
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
HR and workforce planning for the recovery guest960da8
HR managers are currently seeking solutions to the problems of the GFC. Argues that HR managers should learn from the mistakes of the 1990s and prepare for the recovery.
This document discusses trends in human resource management, including the competitive challenges of globalization, technology, managing change, developing human capital, responding to the market, and containing costs. It addresses how these trends impact HR in areas like planning, recruitment, staffing, training, and compensation. The document also examines employee concerns relating to diversity, work-life balance, and social issues. Finally, it outlines the roles and competencies needed for today's HR managers.
Role of HR has gradually evolved from mere recruiter to talent management and is finding itself singularly placed to redefine its role.It is comprehensive treatment of the subject
This lecture is prepared for the teaching learning process purpose in Bahir Dar University, College of Business and Economics, Department of Management.
The document provides an assignment for a human resource management consultant to advise a company on restructuring their HR practices to compete globally. It includes:
1. Identifying strategic issues for the board of directors and critically examining the company's HR system using SHRM theories.
2. Proposing a training strategy to create a high-performance organization and a strategic HR implementation plan covering areas like recruitment and performance management.
3. Examples of potential HR challenges companies may face including developing digital skills in a retail workforce and addressing staffing shortages in industries like healthcare.
HR's role in this recession and the coming recoveryGerry Treuren
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
Transform your business: Create a Culture for Continuous Improvement - Prof D...Invest Northern Ireland
You have improved the operation of your business or are looking to do so. But how do you keep it going?
How do you keep everyone moving forward?
If you want better outputs, more motivated staff, increasing profits and a culture of continuous improvement you need to attend this conference.
With the future uncertain you need to be in control of your business growth. At this event there will be a practical workshop session led by a specialist in the field.
Cultural Change & Leadership Keynote: Professor David Bamford, Operations Management Huddersfield Business School
This document provides an overview of human resource management (HRM). It defines HRM as taking a strategic approach to managing an organization's employees in order to achieve business objectives while satisfying individual needs. It discusses challenges to HRM like changing employee expectations, technology, emphasis on productivity, and new employment models. It also covers the changing nature of employees based on generation. Additional sections explain how technology is changing jobs and the focus on multi-tasking and skills. The document outlines the importance, scope and key processes of HRM including planning, recruitment, benefits administration, and performance management.
This document provides an overview of managing people and human resource management (HRM). It discusses the evolution of personnel management to HRM, key differences between the approaches, and models of HRM including the Michigan and Harvard models. Contemporary perspectives on HRM are examined, including whether a universal best approach exists or if HRM practices depend on the specific organization and context. The role of HRM in achieving competitive advantage and being hard versus soft is also debated.
This document provides an introduction to human resource management. It begins with opening quotes about fulfilling employee wishes, hiring employees who smile, and spending on training. It then asks questions about what human resource management is and the difference between HRM and personnel management. The document outlines the aims of understanding the role of HR, factors influencing HRM, and differentiating between HRM and personnel management. It discusses various aspects of HRM like definitions, models, functions, and challenges. It also covers topics like human resource planning, organizational structure and how it relates to HRM, and the role of the human resources department.
The structural, institutional and agential nature of precarity: a political e...NuBizHRMWE
The document discusses the structural, institutional, and agential dimensions of precarity from a political economy approach. It examines how precarity has been influenced by structural factors like economic dynamism and crisis; institutional changes like the shift from Keynesianism to neoliberalism; and agential factors like the strategies of labor movements, self-employed workers, and migrants.
The document discusses Phoebe Moore's research on the quantified self at work. It provides biographical details on Moore, including her primary research interests which involve analyzing how wearable self-tracking technologies are being implemented and experienced in workplace wellness and productivity programs. The document lists several of Moore's past and upcoming publications on topics such as how self-quantification relates to precarity, autonomy, and subjectivity in different work contexts.
Regulating work and employment: in search of a more comprehensive paradigm NuBizHRMWE
The document discusses the limitations of the traditional paradigm of industrial relations and employment regulation. It argues a new paradigm is needed to address the decline of trade unions, changes in production strategies, and dualism in labor markets. Specifically:
- The traditional model focused on interactions between workers, employers and the state, relying on collective bargaining, but trade union membership and influence have declined.
- It operated at the national and company levels but did not account for multinational corporations or new forms of employment.
- Existing weaknesses, like lack of representation for some groups, were exacerbated by economic and political shifts since the 1970s.
- A new approach is required that considers developments at the margins of the old
When joint regulation fractures - the case of British Airways 2009-2011NuBizHRMWE
This document summarizes a study on the breakdown of joint regulation between British Airways and the British Airways Stewards and Stewardesses Association (BASSA) union from 2009-2011. It describes how BA proposed major changes to contracts and work arrangements through "Operation Columbus" that threatened BASSA's role in jointly regulating terms and conditions. This led to major strikes by BASSA members despite employer counter-mobilization. While BASSA defended conditions for some crews, it could not prevent inferior terms for new crews, showing the dynamic relationship between precarious and regular workers. The legacy was a new form of joint regulation for mixed fleets.
Public procurement, social value and equality NuBizHRMWE
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1. Department of Human Resource Management
Performance Management –
the ‘not so new’ workplace tyranny
Professor Phil Taylor
University of Strathclyde
ESRC Seminar – University of Strathclyde
16 April 2014
2. Department of Human Resource Management
Introduction
• STUC Report ‘Performance Management and the
New Workplace Tyranny’ (Taylor, 2013)
• Origins, evidence and impact
• Private troubles to social issues (Wright Mills, 1959)
• Context - ‘Can’t we just get back to normal?’
• Nature and depth of crisis - more than ‘disconnected
capitalism’ (Thompson, 2003) or ‘financialisation’
(Harman, 2009; Kliman, 2012)
• Hyman (1987) referred to ‘the new normalcy’ – new
disciplines imposed on workers post-1980’s crisis
• Shaping of new structures of accumulation post-crisis
3. Department of Human Resource Management
• Ubiquitous managerial ‘discourse’ of ‘the new normal’
(McKinsey, 2009) – but more than ideological
• Not a turn of the business cycle but a redrawing of
the political-economic landscape and recasting ER
• In tandem with ConDems’ onslaught on worker rights
a managerial offensive on the work ‘front-line’
• Offensive has at least three integrated elements:
Performance Management
Lean Working
Sickness Absence Management
• Convergence - white-collar workers and manual
workers and technical workers and professionals
4. Department of Human Resource Management
Characterisations of Contemporary Workplace
WERS 2011 (van Wanroy et al, 2013)
• What did the recession look and feel like from a
workplace perspective and how did it affect
workplaces and the employees working within them?
• Distorted - or alternative – reality
• Workload increase and work reorganisation ‘a
substantial minority of workplaces…unscathed’ (p.22)
• Re-orgnisation of work not elaborated upon
• Peculiar separation (p71) between ‘employment-
related change’ and ‘production-related change’
5. Department of Human Resource Management
• ER depicted as ‘benign’ 1998-2004 and 2004-8
• Managers ‘continued to involve employees in most
workplace changes’ ’usually through direct consultation’
• Some decline in JQ (2004-11) but increase in level
of ‘job related contentment’ (Table 7.5)
• Reductions in job related pressures due to
recession induced slack in the economy
• PM gets subsumed into discussion on performance
appraisal in less than a page (p.98-9)
• Monitoring en passant nothing on KPIs, SLAs, targets
• Yet glimpses – most common reason for disciplinary
action was poor performance (59%) (47% in 2004)
6. Department of Human Resource Management
Fevre et al. (2012) Trouble at Work
• To explain structural causes behind private troubles
• Bullying as ‘straw man’ concept replaced by TAW
which supposedly takes us to workplace dynamics
• 3 factors - ‘unreasonable treatment’, ‘incivility and
disrespect’ and ‘violence’ – 21 items
• Bizarre findings – much more likely ‘white employees will
experience UT than Asian’, ‘women less likely to
experience UT than men’, ‘UT an affliction of the
comparatively privileged [not] the most vulnerable’ (p58)
• Some quotes insightful but abstracted from capitalist
employment relationship, control, labour process etc.
7. Department of Human Resource Management
Employers’ Cost Reduction Strategies
‘STAR’
Outsourcing/
Offshoring
Reduced
Terms and
Conditions
Automation
Work
Intensification,
Lean, PM and
SAP
8. Department of Human Resource Management
Lean, Performance Management and
Work Intensification
• Most important from the perspective of unions, their
members - those ‘survivors’ of the job cull
• Integrated managerial offensive that is squeezing
increasing effort out of workers
• Cost-cutting strategies are being translated into an
unprecedented intensification of work
• Restructuring, re-engineering ,‘lean’, creative synergies
• Equivalent or larger volumes of work being done with
the same or - more likely - smaller workforces
• Sheer intensity of labour during shifts – porosity of day
– more than a question of hours
9. Department of Human Resource Management
1) Lean Working
• Core thesis – organisations which strip out waste gain
significant quality and efficiency advantages = Toyota
• Rhetoric of multi-skilling, task enlargement, worker
participation in kaizen (Womack et al, 1990)
• Lean’s claim to remove mind-numbing stress with
‘creative stress’ - ‘work smarter, not harder’ mantra
• Yet workers’ experiences in autos (Stewart et al, 2009)
- tighter supervisory control - narrow tasking
- job stress - managerial bullying - lack of voice
- ‘traffic lights’ – workers on the edge
• ‘Consultemics’ apply lean efficiency savings to public
sector, Civil Service, FS, NHS, HE etc. (Radnor, 2010)
10. Department of Human Resource Management
• In HMRC lean created brutal form of Taylorism
(Carter et al, 2011)
• After Lean 95% say work ‘very’/‘quite’ pressurised
• Pressure had increased ‘a great deal’ – 76%
‘After 27 years in the Inland Revenue following the
introduction of lean, I am now deskilled, de-motivated [and]
stressed-out most days, afraid to be sick, feel
unappreciated, provide a poor service for customers, am
not allowed to voice my opinion, looking forward to the day
I can leave for good’. (HMRC Officer, Cardiff)
• Statistical relationship between work intensity, time
spent at work station, coming to work ill and
frequency of symptoms (Carter et al, 2013)
11. Department of Human Resource Management
Ill-health Symptoms and Time at Work Station
% of time at work station
<85% 85-95% >95%
Daily/several times a week
Mental fatigue*** 47 42 62
Physical tiredness*** 45 43 62
Stiff shoulders 28 38 45
Stiff neck** 29 38 47
Stress** 31 33 42
Backache* 25 32 44
Headaches 21 26 33
Pain/numbness in arms/wrists* 17 24 31
Eyesight problems* 15 19 29
Blocked nose** 5.0 15 22
Almost half spend more than 95% of time at work station
12. Department of Human Resource Management
2) Performance Management
• Measurement of performance central to management
• Alignment of individual with organisational objectives
• HRM textbooks are Orwellian - ‘Agreed’, ‘shared’,
‘mutual expectations’, ‘dialogue’, ‘support’, ‘guidance’
13. Department of Human Resource Management
• Performance Management historically synonymous
with Performance Appraisal- an ‘annual ritual’
• Whether PAs were/are annual or 6-monthly always
a problem with subjectivity – who decides?
• Managing underperformance ‘a positive process’
according to texts e.g. Armstrong (2009)
• PM now not periodic and retrospective, but
continuous, backward looking and forward looking
and with a serious shift to disciplinary purpose
• Performance Improvement, PIPs, Managing
Performance, PIMs, IIPs – the real bite in PM
14. Department of Human Resource Management
• Micro-measurement and micro-management of
individual performance – facilitated by technologies
• Quantitative outputs and targets – AHTs, CHTs etc.
• KPIs, SLAs – determined at the top, ‘cascade down’
through tiers of managers, to TLs and then workers
• This is the (not) disconnected capitalism
• Removing the discretion of the FLM – tight links in the
chain of command – ‘nothing to do with me’
• Managers themselves given targets for the numbers
of ‘managed exits’, underperformers, SAP actions etc.
• Even the so-called measurables are ‘pseudo-science’
- parameters and definitions set by management
15. Department of Human Resource Management
The 6 Stages of Performance Management
1. First Day at Work
You Listen to Sweet Soul Music
Everything is Wonderful
17. Department of Human Resource Management
The 6 Stages of Performance
Management
2. After 3 Months- Targets Get Hiked Up
You Listen to Motörhead
You Have No idea If You Are Coming or Going
19. Department of Human Resource Management
The 6 Stages of Performance
Management
3. After 9 Months – You Are An Underperformer
You Listen to Napalm Death
Your Day Starts at 8:00 and Ends at 20.00
You Go Mental
21. Department of Human Resource Management
The 6 Stages of Performance Management
4. After 12 Months – You Are Put on a PIP
You Listen to Hip Hop
Your Are Passive/Aggressive Most of the Time
You Put on Weight – You Are Stressed
23. Department of Human Resource Management
The 6 Stages of Performance
Management
5. After 15 Months – You Are Given a Warning
You Listen to Gangsta Rap
Your Have Seriously Considered Gunning Down Your
Team Leaders
You Fall From Bed Every Day
You Live on Chips and Caffeine
27. Department of Human Resource Management
• Management obsession with ‘measurables’,
metrics’, ‘deliverables’, ‘metrics’, ‘stats’, ‘MIS’
• Quantitative measures are strictly imposed
• Targets first systemically used in contact centres
then spread to the back office and more widely
• HMRC– 6 tax cases an hour, 80 for opening letters
• BT engineers – tightly timed jobs, monitoring
• Universities – workload models, ‘dashboards’, REF
• Pre-dated the crisis but accelerated by it
• ‘The new normal’ of ‘doing more with less’
28. Department of Human Resource Management
• Qualitative behaviours, attitudes and traits
• In one finance sector company there were 13
‘measurable’ quality criteria including –
‘delight the customer’, ‘speaks up’, ‘shares ideas’
‘Do what is right for the customer, community
and organisation, putting aside own agenda’
‘Act like the owners of the business…’
‘having heart’ ‘achieving excellence’, building trust’
• Greater room for subjectivity and ulterior motives
• ‘leaves people vulnerable to the whim of a supervisor’
(Telecoms Regional Officer)
29. Department of Human Resource Management
The Performance Management Bell Curve
10% 10%15% 15%50%
Serious under
performance
Below
expectations
Meets
expectations
Above
expectations
Excellent
performance
30. Department of Human Resource Management
Bank A – Expected Performance Ratings
31. Department of Human Resource Management
BT – Performance Ratings (2102-13)
0
10
20
30
40
50
60
70
Excellent Very good Achieves standards Development needed Unsatisfactory
32. Department of Human Resource Management
The Bell Curve and Forced Distribution
• Plethora of terms – forced distribution, forced ranking,
Bell Curve, normal distribution, group ordering
• ‘Pioneered’ by Jack Welch CEO of GE - the ‘principle’
of differentiation
• ‘Rank and yank’ – remove the bottom 10% annually
• Impossibly fine gradations between categories
• Schleicher et al (2008) – managers found unfair
• Anti-discrimination litigation in US (Stewart et al, 2010)
• Lawler (2002) better not to use if termination involved
• Scullen et al (2005) any improvement is unsustainable
33. Department of Human Resource Management
• ‘The language is specific, “You have not achieved, you
are an underachiever’”.
• Wide discontent but formal ‘grievances’ over rankings?
• Moving goalposts e.g. 1s and 2s as underperformers –
LBG – 2014 is last year for 2s pay increase
• ‘Round table process’, ‘moderation’, ‘calibration’ to
prevent FLMs inflating scores – fixed pot of money
• ‘Lifeboat discussions’
• Speed of ‘managing out’ underperformers - 6 weeks
• Scale of intimidation – in one bank 10% on actions
• McKinsey propagating FDRS (Michaels et al, 2001)
34. Department of Human Resource Management
• Ethnicity, age, part-time and disability discriminations
• Evidence from Prospect BT members’ survey (2013)
Ethnicity
• BME – high performers – 14%, low performers 25%
• White – high performers – 19%, low performers 14%
Disability Discrimination Act impairment
• 10% high performance rating, 23% low rating
Age
• High performance – under 50 – 23%, 50 or over 15%
• Low performance – under 50 – 16%, 50 or over 19%
35. Department of Human Resource Management
‘There was quite a sinister practice that we were to use – the
car-park conversation. A manager would be expected to
take an employee, who had received poor performance
score, outside for an informal discussion. The manager
would then start a conversation along the lines of, ‘You
know your last review. It’s only going one way, isn’t it? You
should perhaps think about coming to an arrangement’. It
was important that the manager would never make any
explicit suggestion that the worker should leave. We were
given training in how to conduct these conversations; a
one-day course on employee relations for HR managers,
where we would go through the best mechanisms for
ensuring that an employee would voluntarily suggest a
compromise agreement’. (Ex-HR Manager, BT)
36. Department of Human Resource Management
Consequences for Workers
‘If your name is up on the whiteboard, you’ll have emails
going saying who is performing badly and who is
performing well, who is red, who is amber, who is green,
that kind of thing, so the pressure is very intense and it
really does affect people badly’ (Bank A, National
Officer)
‘There is a culture in our workplace of managers using
extreme, derogatory language. Don’t get me wrong,
there are decent ones, but they are overshadowed by
the aggressive ones...downright nasty, horrible stuff –
‘bottom feeders’ for those on the lowest rankings’ (Rep)
37. Department of Human Resource Management
Sickness Absence Management
• Public discourse that malingering is endemic in ‘sick
note Britain’, swinging the lead’ or ‘duvet days’
‘At a direct cost of £17bn, absence remains a significant burden
on the UK economy…particular concern in the public sector,
where absence levels remain substantially higher (CBI)
• Focus on - short-term absences – associated with
‘sickies’ + long-term sickness
• Aim to reduce sickness absence to acceptable (i.e.
negligible) levels
• Raft of prescriptive measures introduced for when
workers go sick plus metrics, scores and triggers
• Bradford factor – penalises short-term sickness, gender
38. Department of Human Resource Management
• Yet, sickness absence historically low – 7.2 days in
1993 and 4.4 days in 2013 - ONS (2014)
• ‘Sickies’ linked to weekends/sport is largely myth
Public sector explained by age, gender etc. (HSE)
• Presenteeism the main problem (CIPD, 2012)
• Strict sickness absence policies and practices
• Studies over 15 years show increase in coming to
work when ill, because of SAP, fearful of discipline
• Exacerbates the problem (Taylor et al, 2010)
• Glasgow City Council study – Unison reps spend
46% of time on sickness absence cases
• ‘I had my first cancer’ – HR Manager from LA
39. Department of Human Resource Management
Conclusion
• Punitive PM is not merely short-termist but driven
by capitalist accumulation and austerity imperatives
• Tendency to a new workplace regime
• Opposition at different levels
• Business/soft-HRM case –huge commitment of
managers’ time with questionable outcomes
• Bell Curve to be rejected in principle and practice –
the Microsoft case
• Potentially discriminatory – DDA, Equality and Age
– conduct audits of rankings by gender, age, status
• Unions – at workplace level – actively challenge
unfair rankings, before the event as well as after
40. Department of Human Resource Management
• Appeal, appeal, appeal – break the culture of
people individualising their scores/ranks
• H&S and stress audits can be an organisational
tool – working conditions and ill-health inseparable
• Broad opposition to Tories attack on employment
rights - protected conversations
• Public exposure of the worst cases of ‘new tyranny in
the contemporary workplace’ – name and shame
• National level – FDA, CWU and industrial action
• Opportunities for organising and recruiting in
unionised and non-unionised environments
41. Department of Human Resource Management
The Vicious Circle
Intensification of
work & insecurity
Contributes to
illness
Coming to work
when ill
SAP
Makes condition
worse
PM & so-called
underperformance
Increases
insecurity &
likelihood of
disciplinary
Mental ill-health
42. Department of Human Resource Management
References
Carter, R., Danford, A., Howcroft, D., Richardson, H., Smith, A. and Taylor, P. (2011)
‘”All they lack is a chain”: lean and the new performance management in the
British civil service’, New Technology, Work and Employment, 26.2; 83-97
Carter et al (2013) ‘Stressed out of my box’: Employee experience of lean working
and occupational ill-health in clerical work in the UK public sector, Work,
Employment and Society
Fevre, R., Lewis, D., Robinson, A. and Jones, T. (2012) Trouble at Work, London:
Bloomsbury Academic
Harman, C. (2009) Zombie Capitalism, London: Bookmarks
Hyman, R. (1987) ‘Strategy or structure?: Capital, labour and control’, Work,
Employment and Society, 1.1:7-24
Fevre, R., Lewis, D., Robinson, A. and Jones, T. (2012) Trouble at Work, London:
Bloomsbury Academic
Lawler, E. E. (2002) ‘Reward practices and performance management system
effectiveness’, Organizational Dynamics, 32.4: 396-404
Michaels, E., Handfield-Jones, and Axelrod, B. (2001) The War for Talent, Boston:
Harvard Business School Press
McKinsey (2009) http://www.mckinseyquarterly.com/The_new_normal_2326
Radnor, Z. (2010) ‘Transferring lean into government’ Journal of Manufacturing
Technology Management, 21:411-428
43. Department of Human Resource Management
Schleicher, D., Bull, R. and Green, S. (2009) ‘Rater reactions to forced distribution
rating systems’, Journal of Management, 35.4: 899-927
Scullen, S.E., Bergey, P.K. and Aiman-Smith, L. (2005) ‘Forced distribution rating
systems and the improvement of workforce potential: a baseline simulation’,
Personnel Psychology, 58.1: 1-32
Stewart, P. et al (2008) “We sell out time no more”: workers’ struggles against lean
production in the British car industry, London: Pluto
Stewart, S., Gruys, M. and Storm, M. (2010) ‘Forced distribution performance
evaluation systems: advantages, disadvantages and keys to implementation’,
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Taylor, P. (2013) Performance Management: The New Workplace Tyranny,
Glasgow: STUC
Taylor, P., Cunningham, I., Newsome, K. and Scholarios, D. (2010) ‘”Too scared to
go sick” – reformulating the research agenda on sickness absence’, Industrial
Relations Journal, 41(4):270-288
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Editor's Notes
Employment related including PRP, working time, work organisation, EI. Production related including NT, working techniques