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ENTI 201 Chapter Notes - Chapter 10: Human Resource Management, Programmed Learning, Job Fair

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orangecricket826
20 Aug 2013
School
University of Calgary
Department
Entrepreneurship and Innovation
Course
ENTI 201
Professor
Norman Althouse

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Document Summary

Human resources management: the process of hiring, developing, motivating, and evaluating employees to achieve organizational goals. Human resource planning: creating a strategy for meeting future human resource needs. Job analysis: a study of the tasks required to do a particular job well. Job description: the tasks and responsibilities of a job. Job speci cation: a list of the skills, knowledge, and abilities a person must have to ll a job. Forecasting an organization s hr needs, known as an hr demand forecast, is an essential aspect of hr planning. This process involves two forecasts: determining the number of people needed by some future time, estimating the number of people currently involved by the organization who will be available to ll various jobs at some future time. Contingent workers: persons who prefer temporary employment, either part- or full-time. Most companies follow a policy of promotion from within and try to ll positions within their existing employees.

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Related Questions

Business management:

QUESTION 1

  1. Cheri and Aaron both wanted to work part-time, and they found a lawyer who was willing to split one full-time paralegal job between the two of them so that Cheri works mornings and Aaron works afternoons. This arrangement is known as

    flextime.

    participation.

    OB Mod.

    job sharing.

    reinforcement.

2 points

QUESTION 2

  1. Research suggests that creative people have which of the following personality traits?

    Openness

    Independence

    An attraction to complexity

    Strong self-confidence

    All of these

2 points

QUESTION 3

  1. A pastor at a large church shares responsibilities with a student ministries coordinator. This is an example of

    taking advantage of a subordinate.

    command and control.

    centralization.

    delegation.

    None of these.

2 points

QUESTION 4

  1. Which of the following is a basic characteristic of an effective reward system?

    Rewards are distributed fairly.

    The reward system is multifaceted.

    The rewards satisfy employees' basic needs.

    The rewards are comparable to those offered in other organizations.

    All of these.

2 points

QUESTION 5

  1. All of the following are steps in human resource planning EXCEPT

    job analysis.

    job evaluation.

    forecasting human resource supply.

    forecasting human resource demand.

    replacement chart.

2 points

QUESTION 6

  1. According to Maslow's hierarchy, when a worker satisfies his or her security needs, what will he or she do next?

    Nothing

Read the Opening Case at the beginning of Chapter 5: Forecasting the Future.

Answer the two critical-thinking questions at the end of the case. Since much of this assignment will

incorporate your insights with the reading of the case, you will also be expected to demonstrate your

comprehension of the HR concepts, trends, issues, and practices that you have been learning in this

course in the way that you answer the question.

Below is a brief summary (without prominent details) of the case:

Case Summary

Information plays a vital role in all organizational activities. Marketing managers need information about

customer preferences and competitor’s products. Operations managers need information about

inventories and product demand. Financial managers need information about interest rates and cash

flows. And human resource managers need information about all of these areas so they can ensure they

have the right employees with the right skills in the right places at the right times.

Consider, for example, three recent developments related to employment in the United States. In one,

major employers in the U.S. pharmaceutical, financial services, and energy sectors cut more than

100,000 jobs in 2014 and 2015. these cuts were due to industry slowdowns and corporate

restructuring. But surprisingly, some of the cuts were also related to improvements in the economy. On

the other hand, during the last three months of 2015 and again in 2016, following an annual ritual, major

U.S. retailers and related businesses announced that they were planning to hire hundreds of thousands of

temporary workers for the holiday season. Finally, Starbucks recently announced a long-term plan of

increasing its global workforce from around 200,000 now to over 500,000

Think It Over

1) What industry sectors are most likely to add jobs during a down economy? What industry sectors

are most likely to add jobs during an improving economy? In each instance, explain your

reasoning.

Please answer each question to fill 2 - 4 pages. Also, please avoid plagerism.

Is change more difficult in a recession? As you read the following account of change in a local government agency in England (based on MacLachlan, 2011), consider the following questions:

1. What features of a downturn can make managing organizational change more difficult?

2. What features of a downturn can make managing organizational change more straightforward?

3. Sunderland City Council introduced several changes to deal with the twin goals of maintaining services and reducing spending. What factors explain the success of their program?

With the recession that began in 2009, local government in England had to cut spend- ing while maintaining the same levels of services to the local population. Could costs be cut with a radical redesign of services and new ways of working? Sunderland City Council employed 8,000 people in the northeast of England, receiving two-thirds of their bud- get from central government. In 2010–11, funding fell 10 percent, by £58 million, and more cuts were expected over the next three years. Management wondered whether, given the sharp downturn in the economy, staff would be demotivated and concerned about layoffs. At the start of 2010, the Council launched a transformation program; could things be done differently, but without losing jobs? Unwilling to force staff to retire early or accept redeployment, the Council created an internal jobs market. This encouraged staff in areas that were shrinking to apply for jobs in expanding services, using a web-enabled assessment and employee-job matching system.

​This was linked to a retraining program designed to transform the skills profile of the work- force, focusing on personality, values, and potential, as well as on knowledge and past experience. An employee portal was established to allow staff to create their own CVs. Resistance to these moves came not from staff but from managers who felt that their recruitment decisions were being constrained. For staff who were unable to find new roles, a unit was established called “Switch”: Staff Working In Transition and CHange. Over 200 people between roles, including managers, worked in this unit, reducing the Council’s use of temporary staff on fixed-term contracts, for maternity cover, for exam- ple. The Switch team was also used to drive change, with efficiency savings projects, designing future job roles, and providing careers advice to other staff in transition. The flexible working scheme was popular, allowing staff voluntarily to reduce their paid hours (with the option to increase them again), and to “purchase” up to two weeks’ additional annual leave by spreading the salary sacrifice over the year. A “be your own boss” scheme offered support to employees who wanted to start their own businesses, giving them 20 days’ paid leave and access to a small business adviser. The 50 staff who wanted to proceed continued working part time for the Council to give them some income security while they established their businesses. Local employers were invited to “borrow” and to pay Council staff on secondments.