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3. Assertiveness Future orientation Gender Differentiation Uncertainty Avoidance Power Distance Individualism/collectivism In-group collectivism Performance Orientation Humane Orientation

4. Knowledge Worker People who acquire and apply infor -mation Recruiting Employee selection Training and development Motivation Paying employees market value Communication Decentralized work sites Skills levels Legal issues HRM Implications of Technology

5. Who Are Our Workers Work/ Life Balance Values Needs Interests Expectations of employees Causes of the blur between work and life The creation of global organizations means the world never sleeps. Communication technologies allow employees to work at home. Organizations are asking employees to put in longer hours. Fewer families have a single bread winner Males Females Whites Blacks/coloured Homosexuals/straights National origin Disabled Elderly

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

7. Intense focus on customer Concern for continuous improvement Improvement in the quality of everything the organization does Accurate measurement Empowerment of employees Radical, quantum change in an organization

8. Delegation : having authority to make decisions in one’s job Work teams: workers of various specializations who work together in an organization Employees involvement requires demonstrated leadership and supportive management

9. Formal document that states an organization’s values and the ethical rules it expects employees to follow Utilitarian Rights Theory of justice A set of rules that defines right or wrong behaviour Ethics Code of Ethics Three views

11. Planning – establishing goals Organizing – determining what activities need to be done Leading – assuring the right people are on the job and motivated Controlling – monitoring activities to be sure goals are met

12. The Strategic Nature – HRM a strategic business partner and represent employees. forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. concerned with the total cost of its function and for determining value added to the organization. Four basic function s : Staffing Training and Development Motivation Maintenance Governmental Legislation Laws supporting employer and employee actions Labor Unions Act on behalf of their members by negotiating contracts with management Exist to assist workers Constrain managers Affect non unionized workforce Management Thought Management principles, such as those from scientific management or based on the Hawthorne studies influence the practice of HRM. More recently, continuous improvement programs have had a significant influence on HRM activities.

13. Four Functions: Employment Training and development Compensation/benefits Employee relations Effective Communication programs involve: Top Management Commitment Effective Upward Communication Determining What to Communicate Allowing for Feedback Information Sources

14. Owner/ Entrepreneur Runs the Business Often Handles HRM Activities Benefits include freedom from many government regulations an absence of bureaucracy an opportunity to share in the success of the business

16. SWOT Analysis Competitive Intelligence

17. Assess and identify the current human resources Employee skills HRIS Succession planning Identify the labour demand Forecast the supply of labour Match supply and demand for labour Rightsizing Outsourcing Employment Planning and the Strategic Planning Process

18. Job Description - states what the jobholder does Job Specification - states minimum qualification acceptable to perform the job Job Evaluation - specifies the relative value of each job in the organization Observation Individual interview Group interview Structured questionnaire Technical conference Dairy method Purpose of Job Analysis Job Analysis Methods

20. Barriers to recruiting Success Image of the organization Attractiveness of job Internal /organizational policies Government influence Recruiting cost Find a large, diverse job- candidate pool Help unqualified candidates self – select out of candidacy

21. Internal search Employee referrals/ Recommendations Alternatives Temporary help services Employee leasing Independent contractors External Search Advertisement Employment agencies Schools , colleges and universities Professional applications Unsolicited applications Internet recruiting

25. A process of adaptation to a new work role. Adjustments must be made whenever individuals change jobs The most profound adjustment occurs when an individual first enters an organization Pre-arrival stage : Individuals arrive with set of values, attitudes & expectations which they have developed from previous experience and the selection process. 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

27. Pattern of work-related experiences that span the course of a person’s life. Reflects any work, paid or unpaid. Broad definition helpful in today’s work environment where employees and organizations have diverse needs Traditional Career Stages

29. Purposes of a Performance Management System Feedback - let employees know how well they have done and allow for employee input. Development – identify areas in which employees have deficiencies or weaknesses. Documentation - to meet legal requirements. Difficulties Focus on the individual : Discussions may elicit strong emotions & may generate conflicts when subordinates and supervisors do not agree. Focus on the process : Company policies & procedures may present barriers to a properly functioning appraisal process Performance Management & EEO HRM practices must be bias free, objective and job-related. Valid performance appraisals are conducted at established intervals and are done by trained appraisers.

34. Preparing tonegotiate Fact-gathering: Includes internal information (employee performance records, overtime) & external (data on what similar org’n’s are doing & the economy). Goal-setting: Management decides what it can expect from the negotiation. Strategy development: This includes assessing the other side’s power & tactics Negotiating at the bargaining table Each side begins by publicly demanding more than they are willing to accept. More realistic assessments & compromises take place behind closed doors. After oral agreement, a written contract is submitted to the union for ratification 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

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