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University of Toronto Scarborough
Management (MGH)
Joanna Heathcote

MGTC22 CH1 Chapter 1 The World of Human Resources Management • Human Resource Management: the process of managing human talent to achieve an organization’s objectives Why Study HRM • staffing organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes is relevant for all types of managers (not just HR) • need to be knowledgeable about the various systems and practices available to help build a skilled and motivated workforce while being aware of economic, technological, social, legal, and global issues that either facilitate or constrain efforts to achieving organizational goals Competitive Challenges and HRM • most common problems faced by HR are: 1) competing, recruiting, and staffing globally 2) embracing new technology 3) managing change 4) managing talent, or human capital 5) responding to the market 6) containing costs Challenge 1: competing, recruiting, and staffing globally • to be successful, companies likely need to seek business opportunities in global markets and so competition and cooperation with foreign companies has become important focal point for business • by partnering with firms in other areas of the world and using information technologies to coordinate distant parts of their business, companies have shown they can offer customers “anything, anytime, anywhere” around the world • globalization: trend toward opening up foreign markets to international trade and investment MGTC22 CH1 • General Agreement on Trades and Tariffs (GATT) established rules/guidelines for global commerce between nations and groups of nations o since GATT began, world trade increased more than 27 fold in terms of volume o GATT paved way for European Union (EU), North American Free Trade Agreement (NAFTA, between Mexico Canada USA), Asia-Pacific Economic Cooperation and World Trade Agreement (WTO) • Corporate social responsibility: responsibility of the firm to act in the best interests of the people and communities affected by its activities Challenge 2: Embracing New Technology • advancement in information technology enabled organizations to take advantage of the information explosion  can access info in many ways especially using the internet, can have virtual workers • knowledge workers: workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving • human resources information system(HRIS): computerized system that provides current and accurate data for purposes of control and decision making • organizations who want to improve productivity and lower costs finding HR good place to start • technology used to make things more productive and efficient such as automating routine activities like payroll processing, maintaining employee records, and administering benefits program • companies also using software to automate recruit, screen, and pretest applicants online as well as train, track, and promote employees once they’re hired Challenge 3: Managing Change • being able to manage change important part of firm’s success • reactive change: change that occurs after external forces have already affected performance change after something has happened • proactive change: change initiated to take advantage of talented opportunities change that happens before something happens MGTC22 CH1 • major reasons why change fails are: 1) not establishing a sense of urgency 2) not creating a powerful coalition to guide the effort 3) lacking leaders who have a vision 4) lacking leaders who communicate the vision 5) not removing obstacles to the new vision or motivating employees 6) not systematically planning for and creating short term “wins” 7) declaring victory too soon 8) not anchoring changes in the corporate culture, or failing to maintain the momentum of change • successful ways to engineer change are: o link change to business strategy o create quantifiable benefits o engage key employees, customers, and suppliers early o integrate required behaviour changes o lead clearly, unequivocally, and consistently o invest to implement and sustain change o communicate continuously and personally o sell commitment to change, not communication about change Challenge 4: Managing Talent, or Human Capital • human capital: knowledge, skills and capabilities of individuals that have economic value to an organization • staffing programs focus on indentifying, recruiting, and hiring the best and the brightest talent available • to build human capital in organizations, managers must continue to develop superior knowledge, skills, and experience within their workforce • staffing programs focus on indentifying, recruiting, and hiring the best and brightest talent MGTC22 CH1 Challenge 5: Responding to the Market • in addition to focusing on internal management issues, managers must also meet customer requirements of quality, innovation, variety, and responsiveness • total quality management (TRM): set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement • Six sigma: process used to translate customer needs into a set of optimal tasks that are performed in concert with one another statistical method of translating customer’s needs into separate tasks and defining the best way to perform each task in concert with others • reengineering: fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed o requires managers to
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