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ADM 2337 Chapter Notes -Strategic Management, Markov Chain, Nominal Group Technique


Department
Administration
Course Code
ADM 2337
Professor
shukrat

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Human Resources Management
The process of managing human capital to achieve an organization's objectives.
HR Planning
Recruitment/Selection
Orientation/Training
Performance Management
Compensation and Benefits
Provides: 1) advice and counsel; 2) service; 3) policy maker; and 4) employee advocacy
Competitive Challenges
Responding strategically to changes in the marketplace
1.
Six Sigma
Reengineering
Downsizing
Outsourcing
Examples of organizational responses:
Need to be effective at change management - for proactive and reactive change
Competing, recruiting and staffing globally
2.
Effect on HRM?
Corporate Social Responsibility and Sustainability Goals
3.
Effect on HRM?
Advancing HRM with technology
4.
Big data enabled through cloud computing
Collaborative software
Internet and social media
From "touch labor" to "knowledge workers"
HRIS (Human Resource Information Systems)
Effect on HRM?
Containing Costs while Retaining Top Talent and Maximizing Productivity
5.
Downsizing
Furloughing (asking employees to take pay reduction/some days off or sabbaticals)
Outsourcing
Nearshoring - outsourcing work to close locations (ie. Mexico or the US for Canada)
Homeshoring - brining offshored jobs home
Offshoring (also nearshoring and homeshoring)
Employee Leasing (PEO's - Professional Employer Organizations)
Productivity Enhancements
Responding to Demographic and Workforce Diversity Challenges
6.
Immigration
Age and generational differences
Gender
Recent release of Statistics Canada - Census replaced by the National Household Survey
Chapter 1 - Human Resources Management in Perspective
Monday, January 06, 2014
8:23 AM
ADM2337 - HR! Page 1

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Adapting to Educational and Cultural Shifts Affecting the Workforce
7.
Education of workforce - widening skills gap
More diversity in cultural values - needs to be reflected in policies
Increase in employee rights and privacy
Changing nature of work; changing attitudes
ADM2337 - HR! Page 2

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Chapter 2: Strategy and Human Resource Planning
Porter YouTube Video Mistake in Strategies
Fixating on one strategy and not all actions
Planning steps incorrectly
You dont want to get strategy implementation confused with strategy
formulation
You want to plan your strategy to determine what your competitive advantage is
Strategic Planning and Human Resources
Strategic Planning: procedures for making decisions about the organizations
long-term goals and strategies
Human Resource Planning (HRP): the process of anticipating and providing for
the movement of people into, within, and out of an organization
Strategic Human Resources Management (SHRM): the pattern of human
resources deployments and activities that enable an organization to achieve its
strategic goals
Strategy formulation: does the firm have enough employees
o
Strategy implementation: does the firm have enough resource allocation
o
HR managers are concerned with meshing HRP and strategic planning for the
organization as a whole. HRP relates to strategic planning in several ways, but
on a fundamental level, we focus on two
Step 1: Mission, Vision, and Values
The mission is often written in terms of general clients the organization
services
o
Mission: the basic purpose of the organization as well as its scope of operations
The strategic vision moves beyond the mission statement to provide a
perspective on where the company is headed and what the organization
can become in the future
o
Strategic Vision: a statement about where the company is going and what it can
become in the future; clarifies the long-term direction of the company and its
strategic intent
Core values are underlying parameters for how the company will act
toward customers, employees, and the public in general
o
Core Values: the strong and enduring beliefs and principles that the company
uses as a foundation for its decisions
Step 2: Environmental Analysis
Environment Scanning: systematic monitoring of the major external forces
influencing the organization
The mission, vision, and values drive the analysis of external opportunities and
threats
Successful strategic management depends on an accurate and thorough
evaluation of the environment
Economic factors and development information, including general,
regional, and global conditions
o
Industry and competitive trends, including new processes, services, and
innovations
o
External issues monitored most frequently:
Chapter 2 - Strategy and Human Resource Planning
Monday, January 13, 2014
8:29 AM
ADM2337 - HR! Page 3
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