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University of Ottawa

CHAPTER ONEScientific management process of scientifically analyzing manufacturing processes to reduce costs and compensating employees based on their performance levels Human relations movement belief that the attitudes and feelings of workers are important and deserve more attention concern for peopleGrowing professionalism in HRM CHRPHuman resources movement a management philosophy focusing on concern for people and productivityIntroduction to HRMHuman resources management managing people in organizations to drive successful organizational performance and achievement of organizations strategic goalsManaging human capitalknowledge education training skills expertiseResponsibilities and activities fall into two categories1Traditional operational category HR professional hire and maintain employees and then manage employee separationsOutsourcing the practice of contracting with outside vendors to handle specified functions on a permanent basisOperational HRM responsibilities includeAnalyzing jobsPlanning future workforce requirementsSelecting employeesOrienting and training employeesManaging compensation and reward plansCommunicating with employees2Strategic category HR is focused on ensuring that the organization is staffed with the most effective human capital to achieve its strategic goalsStrategy the companys plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantageEnvironmental scanning identifying and analyzing external opportunities and threats that may be crucial to the organizations successMetrics statistics used to measure activities and resultsBalanced scorecard a measurement system that translates an organizations strategy into a comprehensive set of performance measureExternal environment influencesEconomic conditions1Employment levels high unemployment rates are good for organizations because it means there are more people to pick from for a job2Productivity levels the ratio of an organizations outputs goods and services to its inputs people capital energy and materials3Growth of the service sector4Primary sector agriculture fishing and trapping forestry and mining5Secondary sector manufacturing and construction6Tertiary or service sector public administration personal and business services finance trade public utilities and transportationcommunicationsLabour market issues1Traditionalistssilent generation individuals born before 19462Baby boomers individuals born between 194619643Sandwich generation individuals with responsibility for rearing young dependents as well as for assisting elderly relative who are no longer capable or functioning totally independently4Generation X individuals born between 196519805Generation Y individuals born since 19806Contingentnonstandard workers workers who do not have regular fulltime employment statusGovernment1ensure policies and practices comply with new and changing laws covering human rights employment standards labour relations occupational health and safetyTechnologyGlobalization the emergence of a single global market for most products and servicesInternal Environmental InfluencesOrganizational culture the core values beliefs and assumptions that are widely shared by members of an organization It serves a variety of purposes1Communicating what the organization believes in and stands for2Providing employees with a sense of direction and expected behaviour3Shaping employees attitudes about themselves the organization and their roles4Creating a sense of identity orderliness and consistency5Fostering employee loyalty and commitmentOrganizational climate the prevailing atmosphere that exists in an organization and its impact on employeesEmpowerment providing workers with the skills and authority to make decision that would traditionally be made by managersGrowing Professionalism in HRMEvery profession has several characteristics1A common body of knowledge2Benchmarked performance standards3A representative professional association4An external perception as a profession5A code of ethics6Required training credentials for entry and career mobility7An ongoing need for skill development8A need to ensure professional competence is maintained Certification recognition for having met certain professional standardsSocial responsibility the implied enforced or felt obligations of managers acting in their official capacities to serve or protect the interests of groups other them themselves
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