MOS 1021 HRM Chapter 1 Summary

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Management and Organizational Studies
Management and Organizational Studies 1021A/B
James O' Brian

MOS 1021 HRM Chapter 1 HRM Close-up: Tania Goodine  Get work done through other people  Develop & coach people & help solve problems  “In a service business, all you have are your people”  All human resource processes & programs a re critical to company success  Embrace individual differences & develop people to their full potential  Help people understand important business issues before new ideas can be implemented, all the time being positive & supportive of their need & ability to contribute with fresh thinking  “When employees can see a behaviour themselves, it makes learning and development so much easier”  Vary your style of leadership according to individual differences What is Human Resource Management (HRM)?  An integrated set of processes, programs & systems in an organization that focuses on the effective development & deployment of its employees  “Employee” also covers contract workers, people from other organizations who are working on a project, or any other similar working relationship  “Human Resources” implies people are as important to the success of any business as other resources (ie. money, materials, machinery & information) What are the HRM Processes & Activities?  Organizational, Work & Job Design o Determining what tasks need to be done, in what order, with what skills & how individual tasks fit together in work units  Planning o Ensuring you have the right people, with the right skills, at the right time & place  Recruitment & Selection o Sourcing, attracting & hiring people with necessary skills & background  Training & Development o Providing resources to assist employees in developing necessary knowledge & skills  Performance Management o Ensuring that there are appropriate mechanisms in place to provide feedback to employees on a regular basis  Compensation (Pay & Benefits) o Developing & administering pay & benefits programs that will attract & retain employees  Occupational Health & Safety o Ensuring that safety & health of employees are maintained  Employee & Labour Relations o Ensuring that there are positive & constructive relations between employees & their supervisors/managers and/or union representatives  Emerging Areas: o Organizational Development & Learning o High-Performance Work Groups/Teams o Flexible Work Arrangements o Human Resource Information (and Management) Systems (HRIS and HRMS) Why Study Human Resource Management?  Understand your roles & responsibilities in helping to manage your company’s people  Attention to individual needs of employees  Through good people management, the individual & overall society are improved The Partnership of Line Managers & HR Professionals  Role of Line Managers: o Managing people depends on effective supervisors/line managers o Through effective leadership of line manager/supervisor, talent/”intellectual capital” of organization is enhanced o Line manager directly interacts with employees & is responsible for their contribution o Employees tend to trust information from their direct managers more o Line Authority: line managers are directly responsible for a product/service  Role of HR Professionals: o Need for sound business knowledge, good problem-solving & influential skills, & personal credibility (trust & ability to build personal relationships) o Help equip the line manager with the best people practices o Provide service activities (recruiting & training), policy formation & implementation, be an employee advocate & ensure organization is responding to concerns, actively involve other in development & design of HR programs o Focus on delivering value to various stakeholders o Be able to integrate business skills, HR skills & skills in helping employees handle change, to maintain a competitive advantage  The Partnership: o Managing people is the organization’s and every manager’s responsibility o Successful organizations equip line managers with thorough understanding of good HRM practices o Find ways to develop & utilize talents of employees so they reach their potential o HR managers assume a greater role in top-management planning, decision making & leveraging best practices o Integrated approach to compensation & employee learning & development enables organizations to retain top performers & increase financial performance o Frequently when an organization has 75-100 employees, owners/senior management may decide it best to have professional HR assistance Current Business Challenges  Global Economy (Globalization) o Canadian economy primarily built on exports (natural resources) o Many companies have created global operations or worked with foreign companies o 70-80% of Canadian economy is affected by international competition o Trade agreements allow a freer flow of goods & services o In order to remain competitive, companies need to manage productive, efficient & effective human resources o Issues include:  Identifying capable expatriate managers  Designing training & development opportunities to enhance managers’ understanding of foreign cultures/work practices  Adjusting compensation plans for different costs of living  Survival of Firms & Business Sectors o Alberta faced with significant shortfall in oil royalties o Stock market declined o Without sufficient cash flow & declining revenue, companies are in survival mode o Natural resources & manufacturing industries declining o Companies need to reduce labour costs to acquire money from government  Downsizing: planned elimination of jobs  Outsourcing: hiring someone outside company to perform internal tasks o Attempt to minimize impact on individuals while dealing with financial realities o Attention to remaining & leaving employees o Focus organization’s activities on what they do best o Activities like maintenance, security, catering & payroll are being outsourced  What type of work is appropriate for outsourcing?  How will service providers be evaluated?  What will structure of arrangement be? (Another country? Exchange rate?) o Employee leasing: employees let go, then hired by leasing company that contracts back with original company o Contract workers & part-time workers  Technology & Quality o Improve processes, reduce costs & improve quality o Computer networks store & access unlimited data o Skills important for contributing to innovation:  Creativity & continuous improvement skills (necessary to generate ideas)  Risk-taking skills (necessary for being entrepreneurial)  Relationship-building skills (develop relationships that support innovation)  Implementation skills (turn ideas into processes, products & services) o HR Information Systems (HRIS): provides data for control & decision making  Produce reports, forecast needs, assist in strategic & career/promotion planning & evaluate policies/practices o Information Technology (IT): allows firms to store & retrieve large amounts of info quickly & inexpensively  Lower admin costs, increase productivity, speed response times, improve decision making & enhance service  Operational impact: automate routine activities, alleviate admin burden, reduce costs & improve internal HR productivity  Enhancing services to line managers & employees (employees bypass HR to handle problems)  Internet has revolutionized ability to access & use information  Transformational impact: redefining HR activities from executing processes & functions to being a leader for new models of talent & collaborative work o Total Quality Management (TQM): understanding customer needs, doing
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