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ADMS 2600 Chapter Notes -Total Quality Management, Performance Appraisal, Corporate Social Responsibility

Administrative Studies
Course Code
ADMS 2600
Monica Belcourt

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Human Resource Management: Process of managing human resources (human
capital and intellectual assets) to achieve an organization’s 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
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
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

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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

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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
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
Business mastery: need to now business thoroughly
Hr Mastery: expert knowledge in staffing, performance appraisals, rewards,
communication, and organization
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