TOPIC 2 HUMAN RESOURCES IBBM SUSIE ROBERTS 2/2012.
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Transcript of TOPIC 2 HUMAN RESOURCES IBBM SUSIE ROBERTS 2/2012.
TOPI
C 2 H
UMAN
RESOURCES
I BB
M
SU
SI E
RO
BE
RT
S 2
/ 20
12
HUMAN RESOURCES PLANNING 2.1
Assignment: Read IBBM CC pages 90 to 100
Read Study Guide 2.1 on SWIFT
This unit includes the following topics: The supply of labour (labor) Workforce Planning Recruitment Training and Appraisal Changing Work Patterns
THE SUPPLY OF LABOUR (LABOR)
Defined as: the TOTAL Number of people who are willing and able to work.
Constraints and Opportunities include: (aka external and internal factors)
Technological change Migration Demographics
WORKFORCE PLANNING
Explanation: Changes in the external environment mean that organizations have to anticipate and manage changes in their workforce. For workforce planning, an organization will:
Forecast the Human Resources it needs to achieve its objectives.
Identify, Develop, and Maintain the skills its workforce needs
Bear in mind the Work-Life balance that employees are looking for.
RECRUITMENT
Explanation: An organization that identifies a shortfall in its workforce, or can see one coming, will need to start recruitment.
Recruitment Steps:1) Establish the exact nature of the job vacancy and write a job
description.
2) Draw up a person specification (list of qualities, skills, qualifications desired)
3) Job Advertising and Posting reflecting requirements.
4) Compile a list of applicants that meet the requirements after review.
5) Conduct Interviews looking at SKILLS, EXPERIENCE, and CHARACTER.
Explanation: Professional Development through training and education can bring benefits to a business.
Help existing staff adopt new innovations
Can be a source of motivation
Can help to build team spirit
Can be used to develop skills of “junior” staff.
THREE Types of Training:
• Induction Training and Orientation
• On The Job Training
• Off the Job Course of Instruction
TRAINING AND APPRAISAL
Appraisals and Performance Evaluations are usually done Annually.
Employees like to continually achieve a sense of self-fulfillment.
APPRAISAL AND DEVELOPMENT
DISMISSAL OF EMPLOYMENT: CALLED FIRING, SACKED, LAYOFF, SURPLUS, REDUNDANCY, RIF. DOWNSIZED
Dismissal of Employment/Firing/Sacked:
Failure to meet obligations of employment.
Layoff, Surplus, Redundancy, RIF (Reduction in Force), Downsized:
Not enough work for all employees.
CHANGING WORK PATTERNS (P.95)
Sometimes domestic governments impose Employment Laws (minimum wage, minimum age for certain jobs, taxes, regulations about safety, etc.) which affect employers and employees. These vary from government to government.
external forces drive change in employment patterns beyond the government control such as outsourcing and offshoring, Immigration, average age of workforceservice sector employmenteducational qualificationsfemale employmentworkplace stress
As well as declines in experienced carpenters in the future because of construction downturn 2007 to present; and business license income to government down because many small businesses are closing).
(Chart 2.2 on page 96)
CHARLES H
ANDY
Theorized about the Relationship between workers and organizations:
• Flexible workers• Core workers• Peripheral workers
Relat
ionsh
ip b
etw
een w
orke
rs a
nd org
aniz
atio
ns
THREE CATEGORIES OF WORKERS:
A worker’s relationship with an organization falls into one of three groups:
Core workers are the highly qualified professional and managers who set and implement the objectives and strategies for the organization and understand how the company operates and they get things done.
Peripheral workers represent the contractual fringe workers who provide services such as advertising, catering, and transport. They are paid for a particular job.
Flexible workers do part-time, temporary and seasonal work.
Section 2.1- Human Resources Planning Vocabulary
Layoff Workforce Plan
Buyout Occupational Mobility of Labour-c
Early Retirement Geographical Mobility of Labour-c
Shift Work Internal Recruitment-c
Redundancy External Recruitment-c
Teleworking; Telecommute Workforce Audit-c
Homeworking Appraisal (Annual Review; Perf. Eval)
In-house Industrial Tribunal
Contract of Employment Flextime
Sacked Unfair Dismissal
ORGANIZAT
ION
STRUCTU
RES AND
COMMUNICAT
ION
SECTION 2
.2
DEF IN IT ION: T H E I N T E R N A L F O R M A L F R A M E W O R K O F A B U S I N E S S T H AT S H O W S T H E W AY I N W H I C H M A N A G E M E N T I S O R G A N I Z E D A N D H O W A U T H O R I T Y I S PA S S E D .
Formal Organization:
>Features a “Delegation”: passing authority to a subordinate in the managers span of control. Each level of management will have written or unwritten rules that outline what is done at each level.
Informal Organization:
>No rules and
>Does not officially exist
TWO WAYS TO ORGANIZE THE STRUCTURE:
LEVELS OF HIERARCHY: THE RANKING OF PEOPLE IN AN ORGANIZATION. IT CAN LINK PEOPLE DIRECTLY OR INDIRECTLY,
OR VERTICALLY OR HORIZONTALLY.F L A T O R G A N I Z A T I O N S
Larger Span of Control and Fewer Levels.
Owner/Manager
T A L L O R G A N I Z A T I O N S
Small Span of Control and Many Levels
(Chain of Command)
CChCh
COMMUNICATION
F O R M A L A N D I N F O R M A L
Formal communication is processed through a formal structure ie:
Memos
Reports
IT
Informal communication is with no formal structure ie: volunteer organizations that may not have processes developed.
B A R R I E R S T O E F F E C T I V E C O M M U N I C A T I O N :
• Language
• Overload (too many emails!)
• Noise
• Emotion
• Sensitivity to Receiver
• Inconsistent Messages
• Gap
• Specialist Knowledge
NOW, PLEASE READ AND COMPLETE THE CHALLENGER CASE STUDY WITH QUESTIONS ON PAGE 111-112.
DUE FRIDAY, FEB. 24TH
2.2 Organizational Structure/Communication Vocabulary Words
Subordinate Offshoring
Levels of Hierarchy Federalism
Chain of Command Delegation
Decentralization (site-based) Organizational Chart
Outsourcing Span of Control
MOTIVA
TION
SECTION 2
.4
TO BE COMPLETED…
2.4 Motivation Vocabulary Words
Maslow Empowerment
Taylor Teamwork
Herzberg Intrinsic Motivation
Motivation Theory Extrinsic Motivation
McGregor-Theory X; Theory Y Hygiene Factors
Wages Motivating Factors
Salary Performance Related Pay
Commission Job Enlargement
Profit Sharing Job Enrichment
Fringe Benefits