HRM Review BOOK.. .. preston university islamabad

8/8/2019 HRM Review BOOK.. .. preston university islamabad

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Assertiveness

Futureorienta

tion

GenderD

ifferentiation

Uncertain

tyAvoidance

PowerD

istance

Individualism

/collectivism

In-groupcollectivism

P

erformanceO

rientation

HumaneO

rientation


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KnowledgeWorker

People whoacquire

and applyinfor-mation

Recruiting

Employee selection Training and development

Motivation

Paying employees market value

Communication Decentralized work sites

Skills levels

Legal issues

HRM Implications of Technology


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Males

Females

Whites

Blacks/coloured

Homosexuals/straightsNational origin

Disabled

Elderly

Who Are Our Workers

Work/

Life

Balance

Values

NeedsInterestsExpectationsof employees

Causes of the blur between work and life

The creation of global organizations

means the world never sleeps.

Communication technologies allowemployees to work at home.Organizations are asking employees

to put in longer hours.Fewer families have a single bread

winner


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A Labor Shortage

Downsizing Rightsizing Outsourcing

Fewer baby Boomers

Fewer Gen- Xers

Increase in early

retirement

Population/ Social trends

Core Employees

Contingent

Worker

Employee or independent

contract ?


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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


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Delegation: havingauthority to makedecisions in ones job

Work teams:workers of variousspecializations who

work together in anorganization

Employees involvement requiresdemonstrated leadership and supportive

management


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Formal documentthat states anorganizationsvalues and the

ethical rules itexpects employeesto follow

Utilitarian Rights

Theory of justice

A set of

rules that

defines

right orwrong

behaviour

Ethics Code of Ethics Three views


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Planning establishinggoals

Organizingdetermining what

activities need to bedone

Leading assuring theright people are on the

job and motivated

Controllingmonitoring activities tobe sure goals are met


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The Strategic Nature HRMa 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 functions:StaffingTraining and DevelopmentMotivationMaintenance

Governm

entalLeg

islation

Lawssu

pporting

employe

randemp

loyee

actions

LaborUn

ions

Actonb

ehalfoftheir

members

bynegot

iatingco

ntractswith

managem

ent

Existtoa

ssistwo

rkers

Constrai

nmanage

rs

Affectnonu

nionized

workforc

Managem

entThought

Managem

entprinciples,su

ch

asthose

fromscie

ntific

manage

mentor

basedon

the

Hawthor

nestudi

esinfluen

ce

theprac

ticeofH

RM.

Morere

cently,conti

nuous

improvem

entprogr

amshave

hadasig

nificanti

nfluence

on

HRMacti

vities.


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Four Functions:

Employment

Training anddevelopment

Compensation/benefits

Employee relations

EffectiveCommunicationprograms involve:

Top ManagementCommitment

Effective UpwardCommunication

Determining What to

Communicate Allowing for Feedback

Information Sources


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Owner/ Entrepreneur

Runs the Business Often Handles HRM Activities

Benefits include

freedom from manygovernment regulationsan absence of bureaucracyan opportunity to share in

the success of the business


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SWOT Analysis CompetitiveIntelligence


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Assess and identify the current human resources

1. Employee skills

2. HRIS

3. Succession planning

Identify the labour demand

Forecast the supply of labour

Match supply and demand for labour

1. Rightsizing

2. Outsourcing

Employment Planning and

the Strategic Planning Process


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Job Description- stateswhat the jobholder does

Job Specification- statesminimum qualificationacceptable to performthe job

Job Evaluation-specifies the relativevalue of each job in theorganization

Observation

Individual interview

Group interview

Structuredquestionnaire

Technical conference

Dairy method

Purpose of Job Analysis Job Analysis Methods


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Find a large, diverse job- candidate poolHelp unqualified candidates self select out ofcandidacy

Barriers to recruiting SuccessImage of the organizationAttractiveness of jobInternal /organizational policies

Government influenceRecruiting cost


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1. Internal search

2. Employee referrals/ Recommendations

External SearchAdvertisementEmployment agenciesSchools , colleges and

universitiesProfessional

applications

Unsolicited applicationsInternet recruiting

AlternativesTemporary help

services

Employee leasingIndependent

contractors


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P


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A process of adaptation to a new work role.Adjustments must be made whenever individuals change jobsThe most profound adjustment occurs when an individual firstenters an organization

Pre-arrivalstage:Individualsarrivewith

setofvalues,attitudes

&expectationswhich

theyhavedeveloped

frompreviousexperienceandthe

selectionprocess.

Encounter

stage:

Individualsdiscoverhow

well their expectations

match realities within

theorganization

Metamorphosis stage:

Individuals have adapted

to the organization, feel

accepted and know what

is expected of them


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Pattern of work-related experiences that span the course of a

persons life.Reflects any work, paid or unpaid.Broad definition helpful in todays work environment where

employees and organizations have diverse needs

Traditional Career Stages


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Purposes of a PerformanceManagement System

Feedback- let employeesknow how well they havedone and allow for

employee input. Development identify

areas in which employeeshave deficiencies orweaknesses.

Documentation - to meet

legal requirements.

Difficulties Focus on the individual:

Discussions may elicit strongemotions & may generateconflicts when subordinates

and supervisors do not agree. Focus on the process:

Company policies &procedures may presentbarriers to a properlyfunctioning appraisal process

Performance Management & EEOHRM practices must be bias free, objective and job-related.

Valid performance appraisals are conducted at established

intervals and are done by trained appraisers.


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Preparingtonegotiate

Fact-gathering: Includes

internalinformation

(employeeperform

ance

records,overtime)&

external(dataon

whatsimilarorgns

aredoing&the

economy).

Goal-setting:Managementdecides

whatitcanexpect

fromthenegotiation.

Strategydevelopment:

Thisincludes

assessingtheother

sidespower&

tactics

Negotiating at the

bargaining tableEach side begins bypublicly demanding morethan they are willing toaccept.More realisticassessments &compromises take place

behind closed doors.After oral agreement, awritten contract issubmitted to the union forratification

Agreement: if

parties agree,

union takes

contract to union

members

Union Ratification:

union members must

ratify the agreement

by voting in favor ofit; if not, must go

back to negotiating

until members agree

to contract

Contr

act

administratio

n:

implem

entation,

interpre

tation&

monitori

ngofthe

negotia

tedcon

tract

between

labor&

manageme

nt


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HRM Review BOOK.. .. preston university islamabad

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