07 Winter472.422 Human Resource Management Yvonne Thompson Weeks 1 Winter 2012.
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Transcript of 07 Winter472.422 Human Resource Management Yvonne Thompson Weeks 1 Winter 2012.
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07 Winter 472.42 2
Human Resource Management
Yvonne Thompson
Weeks 1
Winter 2012
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07 Winter 472.42 2
Core Idea:
• HR ideas (and text) designed for big business• if small businesses adapt & use
can compete with big guys• and win
will• attract talent
• foster loyalty
• substitute for high compensation
• not a snap but not rocket science
• you'll have to do it yourself
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07 Winter 472.42 2
The Course
nuts & bolts
+ fun• OK, I have a strange idea of what’s fun
cases simulations a negotiation your ideas
We’re going to hit the ground running.
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07 Winter 472.42 2
HRM
HRM is activities, policies and practices to
• obtain and develop employees
• utilize, evaluate and maintain employees
• accomplish organizational objectives
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07 Winter 472.42 2
HRM
serving as consultant • advice
• change agent
formulating• policies & procedures
providing• services
monitoring• to ensure compliance
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is “linking HRM with strategic goals to improve
business performance”
Strategic HRM
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07 Winter 472.42 2
Strategic HR
shift focus • from
“HR is administration”
• to “HR is part of strategy”
shift perception • from
“HR is an expense”
• to “HR is an asset”
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07 Winter 472.42 2
Strategic HR
add value to firm • 15% of profit
shape workplace culture & climate focus on harnessing human capital
• to achieve strategic goals
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07 Winter 472.42 2
What is “Human Capital”?
firm’s workers’: knowledge education training skills expertise
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Internal Environmental
organizational culture core values, beliefs and assumptions shared by members of an organization
organizational climate prevailing atmosphere its impact on employees
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Internal Environmental
bureaucratic culture pyramid-shaped
organization hierarchical structure levels of management
boundaryless org relationships with
• customers
• suppliers
? competitors typically joint ventures
empowerment:workers get skills and authority to make decisions traditionally made by managers
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07 Winter 472.42 2
External Environmental
labour force individuals who are
• employed
+ actively looking for work
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07 Winter 472.42 2
External Environmental
labour market is the geographic area where:
• organizations recruit employees
• individuals seek employment
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External Environmental
labour union“an officially recognized association of employees, practicing a similar trade or employed in the same company or industry, who have joined together to present a united front and collective voice in dealing with management”
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07 Winter 472.42 2
External Environmental
labour union“an officially recognized association of employees, practicing a similar trade or employed in the same company or industry, who have joined together to present a united front and collective voice in dealing with management”
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07 Winter 472.42 2
External Environmental
workforce diversity immigration
• “minorities”
age• baby boomers
• generation X
• generation Y
educational level• differences in literacy
levels
women aboriginal people persons with
disabilities
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External Environmental
technology increase in technical and professional jobs
• decrease in traditional blue-collar jobs
• labour force training has not kept pace
creates• anxiety
• resentment
• alienation
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External Environmental
technology unions concerned about
• job displacement
• health hazards
right to privacy• ethical issues
has promoted egalitarianism• many firms have HRIS
Human Resources Information System
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07 Winter 472.42 2
External Environmental
government HR must
• stay abreast of new/changing laws
• ensure policies and practices comply with laws
• maintain efficiency and effectiveness while complying
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External Environmental
globalization tendency of firms to extend business
operations abroad emergence of one world economy
• increased international competition
multinational corporations• conduct business around the world
• seek cheap, skilled labour
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07 Winter 472.42 2
History of HRM
Human Resources Movement
Human Relations Movement
Scientific Management
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History of HRM
scientific management• Frederick Taylor
concern for production emphasis on efficiency performance-based pay impersonal, dehumanizing
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07 Winter 472.42 2
History of HRM
Human Relations Movement• Hawthorne studies
concern for people emphasis on communication treat employees with dignity and respect oversimplified view of motivation
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07 Winter 472.42 2
History of HRM
Human Relations Movement joint focus
• people
• productivity
motivation• through job design
acknowledges individual differences employees seen as a competitive advantage
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07 Winter 472.42 2
History of HRM
phases in Human Resources Movement
3. Human Resources Management
2. Personnel Management
1. Personnel Administration
4. Strategic Human Resources
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HRM Trend
growing professionalism self-regulation code of ethics common body of knowledge certification of members
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HRM in 21st century
growing professionalism formulate & implement
• corporate strategy
improve • service & product quality
increase • responsiveness to change
build • employee engagement
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HR as Strategic Partner
roles in formulating strategy
• environmental scanning
• competitive intelligence
roles in executing strategy
• formulate effective HR procedures
• execute downsizing & restructuring
• create effective employee-management relationships
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07 Winter 472.42 2
Quiz
next class
ch 1 & 2
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07 Winter 472.42 2
Case 1
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07 Winter 472.42 2