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Chapter 1

HRM 2600- Chapter 1

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Human Resources Management
HRM 2600
Monica Belcourt

Chapter 1- The World of Human Resource Management Human resource management- the process of managing human talents to achieve an organization’s objectives o Why Study HRM? - Managers focus on specific challenges and issue that pertain to human resources - Hr have to blend many aspects of management- “employee concerns”/ “competitive challenges” - HR personnel help firms get the most from their employees by providing a work environment that meets employees’ short- term and long- term needs. - Look at figure 1.1 (pg.6) o Competitive Challenges and HRM 1) Competing, Recruiting, and staffing globally - The Impact of Globalization  Companies have shown they can offer customers “anything, anytime, anywhere” around the world  Globalization: the trend toward opening up foreign markets to international trade and investment  Ex. There is no such thing as a Canadian car. Most parts (85%) come from all over the world.  Corporate social responsibility: the responsibility of the firm to act in the best interests of the people and communities affected by its activities - How Globalization Affect HRM  When managers talk about “going global” they have to balance a complicated set of issue related to different geographies, including different cultures, employment laws, and business practices.  HR personnel have to train individuals so they understand the countries culture and requirements  Relocating managers and workers to direct the efforts of an international workforce is a challenge as well. 2) Embracing New Technology - Advancements in information technology have enabled organizations to change the way they do business. - From Touch Labour to Knowledge Workers  Advanced technology tends to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill  Has been referred to as a shift from “touch labour” to knowledge worker: workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving.  Technology, transportation, communications, and utilities industries tend to spend the most on training.  “Just in time” learning delivered via the internet to employees’ desktops when and where they need training has become commonplace.  “Virtual” learning has emerged as well  Ex. IBM and Manpower have built training facilities, offices, and meeting rooms inside the online reality game Second Life. The spaces these companies build online enable them to do some things more easily and cheaply than they can in the real world. Bringing people from several continents into one room for training. - Influence of Technology in HRM  Human Resources Information System (HRIS): a computerized system that provides current and accurate data for the purposes of control and decision making  Organizations determined to improve productivity and lower costs are finding HR a good place to start.  HRIS has become a potent weapon for lowering administrative costs, increasing productivity speeding up response times, and improving decision making and service to managers and employees.  The first step in choosing a HRIS is for HR personnel to evaluate the biggest “headaches” they experience, or the most time- consuming firm’s financial measures- that get the “biggest bang for the buck”.  Factors that need to be evaluated: - Fit of the application to the firm’s employee base  If many of the firm’s employees work on a factory floor, is the system appropriate, or does HR need to install kiosks in employee areas? - Ability to upgrade or customize the software  What sort of costs will be involved to upgrade the software in the coming yrs? - Compatibility with current systems - User friendliness - Availability of technical support - Time required to implement and train staff members to use the HRIS, including HR and payroll personnel, managers, and employees - Initial costs and annual maintenance costs - When HRIS is implemented the biggest advantage gained is that HR personnel can concentrate more effectively on the firm’s strategic direction instead of routine tasks 3) Managing Change  Technology and globalization are contributors to the change happening within organizations. - Types of Change  Reactive Change: change that occurs after the external forces have already affected performance  Proactive Change: change initiated to take advantage of targeted opportunities - Managing Change through HR  People often resist change because it requires them to modify or abandon ways of working that have been successful or at least familiar to them.  To manage change, executives and managers, including those in HR, have to envision the future, communicate this vision to employees, set clear expectations for performance, and develop the capability to execute by reorganizing people and reallocating assets. - Why Change Efforts Fail:  Not establishing a sense of urgency.  Not creating a powerful coalition to guide the effort.  Lacking leaders who have a 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 the corporate culture. 4) Managing Talent, or Human Capital  Human capital: the knowledge, skills and capabilities of individuals that have economic value to an organization - Human Capital and HRM  Human capital cannot be managed because employees not the organization own their own human capital  When an employee leaves the company they take their human capital with them any investment the company has made in training and development those people has lost.  To build human capital in organizations, manager must continue to develop superior knowledge, skills, and experience within their workforce. - Valuable because capital:  is based on company-specific skills.  is gained through long-term experience.  can be expanded through development  Skill- based pay rewards employees for each new class of jobs that are capable of performing.  Developmental assignments (involving teamwork), can also be a valuable way of facilitating knowledge exchange and mutual learning,  Effective communication is another way to share knowledge 5) Responding to the Market  Total Quality Management: a set of principles whose core ideas include understanding customer needs, doing things right for the first time and striving for continuous improvement  TQM techniques were developed in the mid- 1940s by Dr. W.
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