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Human Resource Management

Yvonne Thompson

Weeks 1

Winter 2012

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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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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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HRM

HRM is activities, policies and practices to

• obtain and develop employees

• utilize, evaluate and maintain employees

• accomplish organizational objectives

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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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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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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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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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External Environmental

labour force individuals who are

• employed

+ actively looking for work

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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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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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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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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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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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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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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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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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Quiz

next class

ch 1 & 2

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Case 1

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