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Management and Organizational Studies 1021A/B Study Guide - Human Resource Management, Markov Chain, Iso 9000


Department
Management and Organizational Studies
Course Code
MOS 1021A/B
Professor
James O' Brian

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HUMAN RESOURCE MANAGEMENT
Moving from thinking about people as consumers to thinking about people as employees.
Many common threads:
oContributions from social science disciplines.
oEnvironmental issues and the open systems perspective.
CHAPTER 1 – CHALLENGES OF HUMAN RESOURCE MANAGEMENT
Pattern:
oHR processes and activities
oDiscussion of line and staff
oChallenges
oSHRM
Human resource management: Integrated set of processes, programs, and systems in an
organization that focuses on the effective deployment and development of its employees.
Deployment: Putting things in the right place.
HR processes and activities:
oOrganizational, work, and job design
oPlanning
oRecruitment and selection
oTraining and development
oPerformance management
oCompensation (pay and benefits)
oOccupational health and safety
oEmployee and labor relations
Current business challenges:
oGlobal economy
Globalization: Moving local or regional businesses into the global
economy.
oSurvival of firms and business sectors
Downsizing: The planned elimination of jobs.
Outsourcing: Contracting outside the organization for work that was
formerly done by internal employees. The small business owner saves
money, time, and resources by outsourcing tasks such as accounting
and payroll.
oTechnology and quality
Human resources information system (HRIS): A technology system
that provides data for purposes of control and decision making.

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IT influences HRM in three ways:
1. Operational impact
2. Enhancing services to line managers and employees
3. Internet
Six Sigma: A process used to translate customer needs into a set of
optimal tasks that are performed in concert with one another.
ISO 9000: Worldwide quality standards program.
Benchmarking: Finding the best practices in other organizations that
can be brought into a company to enhance performance.
oEnvironment and climate change
oHuman capital and talent management
Human capital: The individual’s knowledge, skills, and abilities that
have economic value to an organization.
Core competencies: A combination of knowledge, skills, and
characteristics needed to effectively perform a role in an organization.
Talent management: Leveraging competencies to achieve high
organization performance.
oDemographic and employee concerns
Two types of corporate strategy:
oRestructuring strategy
oGrowth strategy
Corporate strategy is NOT business strategy. Corporate strategy asks: should we
be in business? What business should we be in? Business strategy asks: How should we
compete?
Strategic human resources management: Identifying key HR processes and linking those
to the overall business strategy.
CHAPTER 4 - HUMAN RESOURCE PLANNING, RECRUITMENT, AND
SELECTION
Human resource planning: Process that the people required to run the company are being
used as effectively as possible, where and when they are needed, in order to accomplish
the organization’s goals. Also known as manpower planning or employment planning.
Planning: Elements – effective use of labour force, right place and right time, and to
help the organization achieve its goals.
oWhat are the company’s goals?
oWhat HR-related actions do we need to take to achieve these goals?
Why is planning important?
oWhy seek women and immigrants to move into the drilling industry [95]?
oWhat is succession planning, and why does a company like Sorin care about it

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so much?
oHow does Statcan date help HR planners?
HR planning approaches:
oTrend analysis: Quantitative approach to forecasting labor demand on an
organizational index.
oManagement forecasts: Opinions and judgments of supervisors or managers
and others that are knowledgeable about the organization’s future employment
needs.
oStaffing table: Graphic representation of organizational jobs along with the
number of employees currently occupying those jobs and future employment
needs (a snapshot of the organization right now in terms of number of people
and work they perform).
oMarkov analysis: Method for tracking the pattern of employee movements
through various jobs (like a staffing table over time, dynamic, how
memberships and roles change over time).
oSkills inventory: Information about the education, experiences, skills, etc. of
the staff.
HR planning steps:
1. Forecast demand for labor
2. Determine supply of labor – external and internal
3. Identify the gap between demand and supply
4. Develop action plans to eliminate the gap
The outcome of HR planning is to achieve a usable balance between the demand for and
supply of employees.
Dealing with an OVERSUPPLY:
oAttrition (natural departures of employees)
oLeave of absence without pay
oJob sharing
oReduced hours
oTermination
Dealing with a SHORTAGE:
oHire full time/part time
oLease employees
oUse overtime
oRetention strategies
Recruitment: The process of locating and encouraging potential applicants to apply for
jobs.
The recruitment process:
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