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Human Resource Management.docx

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York University
Administrative Studies
ADMS 2600
Monica Belcourt

Human Resource Management: Process of managing human resources (human capital and intellectual assets) to achieve an organizations objectives Informal terms: set of interrelated policies, practices and programs goal of which is to attract socialize motivate, maintain and retrain employees Why study HRM? issues such as staffing, designing jobs and teams and developing skillful employees, identifying approaches for improving performance, and rewarding employee are relevant to any manager Core competencies: integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers Sustained Competitive Advantage is attained through people if: have value (better service, innovative products, make notable difference) Are rare and unavailable to competitors Are difficult to imitate Are organized for synergy Impact of HR - cost savings- labour cost (turnover, absence) - more productive employees Globalization: trend toward opening up foreign markets to international trade and investment offer costumers anything, anywhere, anytime partnerships with foreign firms lower trade and tariff barriers Corporate Social Responsibility: responsibility of firm to act in best interest of people and communities affected by its activities Impact on HRM: Different geographies, culture, laws and business practices one role is to spearhead the development and implementation of CSR throughout company identifying capable managers and workers developing foreign culture and work practice training adjusting compensation plans for overseas work Knowledge Workers: workers whose responsibilities extend beyond execution of work to include planning, decision and problem solving Knowledge based training: online instruction just in time learning via internet on company intranets more of service society working with brains from hands physical abilities to knowing how to program something to do this work knowledge workers are in demand Human Resource Information System: computerized system that provides current and accurate data for purpose of control and decision making Mange requirement, payment and benefits, absenteeism and guide management on how to do performance appraisals Store and retrieve large quantities of data Combine and reconfigure data to create new information Institutionalization of organizational knowledge Easier communications Lower administrative costs, increased productivity and response times Impact on HR: Operational: refers to automation of routine activities Relational: mangers to manage better by giving access to information (access company database and retrieve files of those qualified for job) Transformational: changes the what training using tech. more teach mangers things that were not possible before. Reactive Change: occurs after external forces have already affected performance Proactive change: change initiated to take advantage of targeted opportunities - try to predict needs of consumers and modify it Why change efforts fail: - not establishing sense of urgency - not creating powerful coalition to guide the effort - lacking leaders who have vision - lacking leaders who communicate the vision - not removing obstacles to the new vision - not systematically planning for and creating short term wins - declaring victory too soon - not anchoring changes in corporate culture hidden costs of layoffs: servance and rehiring costs accrued vacation and sick day payouts pension and benefit payoffs potential lawsuits from aggrieved workers loss of institutional memory and trust in management lack of staffers when economy rebounds survivors who are risk averse, paranoid and political Benefits of a non lay off policy: productive loyal workforce higher customer satisfaction readiness to snap back into economy recruiting edge workers who are not afraid to innovate knowing job security Human capital: Knowledge, skills and capabilities of ind. that have economic value to an organization Total Quality Management: 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 set of optimal tasks that are performed in concert with one another catches mistakes before they happen Reengineering: fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality and service and speed Downsizing: planned elimination of jobs Outsourcing: contracting outside the organization to have work done that formerly was done by internal employees Offshoring: business practice of sending jobs to other countries Employee leasing: process of dismissing employees who are then hired by a leasing company and contracting with that company to lease back the employees Demographics are important to HR because nature of Canadian pop impacts employee pool - diversity of backgrounds - Age distribution: baby boomers - Gender: women, parental leave, flexible schedules - Education, every year of education increases income Managing Diversity: being aware of characteristics common to employees, while also managing employees as individuals Cultural Changes: attitudes, beliefs and values of customs of people - Concern for privacy - Balancing work and family: flexible work, resistance to relocating - Attitude towards work - Employee rights - Changing nature of job Responsibilities Advice and counsel Service recruiting, selecting, testing, planning, and training programs Policy formulation and implementation- new policies and policy revisions Employee advocacy serve as an employee advocate listening to concerns and representing needs Competencies Business mastery: need to now business thoroughly Hr Mastery: expert knowledge in staffing, performance appraisals, rewards, communication, and organization Change mastery: interpersonal and influence, problem solving Personal creditability: trust, courage, lived values and personal relationships, must establish credibility HR as a professional: Membership in a Professional Organization. Certification. Code of Ethics. Professional Development. Line manager: Recommends salary increases Employee performance Final selection decision Appropriate training programs Performance appraisals CHAPTER TWO Strategic Planning: procedures for making decisions about the organ. Long term goals and strategies Human Resources Planning: process of anticipating and providing for movement of people into, within, and out of an organization Strategic Human Resources Management: pattern of human resources deployments and activities that enable an organization to achieve its strategic goals Strategy formulation: providing input as to what is possible given the types and numbers of people available - what is required and necessary in support of HR? Strategy implementation: making primary resource allocation decisions about structure, processes, and human resources - how will human resources be allocated? Step one: Mission: basic purpose of the organization as well as its scope of operations Strategic vision: statement about where the company is going and what it can become in the future; long term direction of the company and its strategic intent Core values: strong and enduring beliefs and principles that the company uses as a foundation for its decisions Step two: enviro. Analysis Environmental Scanning: systematic monitoring of major external forces influencing organization - economic factors: general and regional conditions
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