n on

s s t io t i e
ne ta tia nc
ve en en da ism
r t i ri e r o i
se e o iff Av t iv
As tur er D ty ce llec m on
Fu nd tain stan /co ivis tati
Ge cer r Di lism lect ien n
Un we idua col Or atio
Po div up nce ent
In -gro rma Ori
In rfo ne
Pe ma
Hu
 HRM Implications of Technology
 Recruiting
 Knowledge  Employee selection
Worker  Training and development
People who  Motivation
acquire  Paying employees market value
and apply  Communication
infor
-mation  Decentralized work sites
 Skills levels
 Legal issues
 Values
Needs
Interests
Expectations
Who Are Our Workers of employees

Males
Females
Whites Work/
Causes of the blur between work and life

Blacks/coloured Life
•The creation of global organizations
means the world never sleeps.
•Communication technologies allow
Homosexuals/straights Balance
employees to work at home.
National origin •Organizations are asking employees
to put in longer hours.
Disabled •Fewer families have a single bread
winner
Elderly
 A Labor Shortage

Population/ Social trends Downsizing Rightsizing Outsourcing

Core Employees

Fewer baby Boomers

Fewer Gen- Xers Contingent
Increase in early Worker
retirement
Employee or independent
contract ?
 Intense focus on customer
 Concern for continuous improvement
 Improvement in the quality of everything the
organization does
 Accurate measurement
 Empowerment of employees

 Radical, quantum change in an organization

 Delegation: having  Work teams:
authority to make workers of various
decisions in one’s job specializations who
work together in an
organization

Employees involvement requires

demonstrated leadership and supportive
management
 Ethics Code of Ethics Three views

 Formal document
A set of
 Utilitarian
that states an
rules that organization’s  Rights
defines values and the  Theory of justice
right or ethical rules it
wrong expects employees
behaviour to follow
› Planning – establishing
goals
› Organizing –
determining what
activities need to be
done
› Leading – assuring the
right people are on the
job and motivated
› Controlling –
monitoring activities to
be sure goals are met
 h t s uch
oug ciples ,
T h
ent ent prin ntific
The Strategic Nature – HRM the
na ge m
e m s c i e o n i s la tion
Ma Manag from se d ce Leg
r b a en t a l
h ose business
a strategic n t o i n
partner
u
fl and represent employees. n m e n
o r t ing oy ee
s t e di e s e r p p p l
a
n a gem stusupport
forward-thinking, . the business Gov and
strategy, aw s su
assist anthed em
ma thorne f HRM L
p lo y er
Haw ractin
organization o
icemaintaining ocompetitive u s advantage. em s m b ers
concerned
e p with the total n t i u ofvits
ncost a e function and for
a c tion eir me h
determining
th , co s h s f th w it
ly
nt organization. m n n
nio ehalf o ts
value added etocethe
r p r ogra nce o r U b o n trac
e t ue o
Lab •Act on tiating c
Mor vemen ant infl
ro
imp signifi s.
c n e go ent r k e rs
d a i tie by g em ist wo s r ce
h a ti v a n a s s e r k fo
M ac m t to a manag ed wor
H R i s
•Ex strain nioniz
Four basic functions: •Con t non u
c
•Staffing •Affe
•Training and Development
•Motivation
•Maintenance
  Effective
 Four Functions:
› Employment
› Training and
development
› Compensation/benefits
› Employee relations
Communication
programs involve:
› Top Management
Commitment
› Effective Upward
Communication
› Determining What to
Communicate
› Allowing for Feedback
› Information Sources
 Owner/ Entrepreneur

Runs the Business Often Handles HRM Activities

Benefits include
•freedom from many
government regulations
•an absence of bureaucracy
•an opportunity to share in
the success of the business
 Competitive
SWOT Analysis
Intelligence
Assess and identify the current human resources
1. Employee skills
2. HRIS
3. Succession planning
Identify the labour demand
Forecast the supply of labour
Match supply and demand for labour
1. Rightsizing
2. Outsourcing
Employment Planning and
the Strategic Planning Process
Purpose of Job Analysis Job Analysis Methods

 Job Description- states  Observation

what the jobholder does
 Job Specification- states
 Individual interview
minimum qualification  Group interview
acceptable to perform  Structured
the job questionnaire
 Job Evaluation-  Technical conference
specifies the relative  Dairy method
value of each job in the
organization
•Find a large, diverse job- candidate pool
•Help unqualified candidates self – select out of
candidacy

Barriers to recruiting Success

Image of the organization
Attractiveness of job
Internal /organizational policies
Government influence
Recruiting cost
 1. Internal search
2. Employee referrals/ Recommendations

External Search Alternatives

•Advertisement
•Employment agencies
•Temporary help
•Schools , colleges and services
universities •Employee leasing
•Professional
•Independent
applications
•Unsolicited applications contractors
•Internet recruiting
 Pre-
arriv
Indiv al st
idua age:
set o ls ar
f val rive
& ex ues, Encwith
pect aI ttitu ou
they •A processationof div desntetor a new work role.
nadaptation
h ave sw w hicih
dbe
from •Adjustmentsd e emust
l uamade
l whenever
s individuals change jobs
p•The
r e v
most mprofound l
elop thadjustment sMetamorphosis
d t age when
occurs stage:
an individual first
expe enters vioan a ed e is c :
rienc usthorganizationt ch ir Individuals
e xthe
ove have adapted
r ho
sele e a e
nd thorg re to pe organization, feel
ction a li ti e ct atand w
proc e aniz accepted s ion know what
ess. atio
isnexpected with ofsthem
in
•Pattern of work-related experiences that span the course of a
person’s life.
•Reflects any work, paid or unpaid.
•Broad definition helpful in today’s work environment where
employees and organizations have diverse needs

Traditional Career Stages

Purposes of a Performance Difficulties
Management System  Focus on the individual:
› Feedback - let employees Discussions may elicit strong
know how well they have emotions & may generate
done and allow for conflicts when subordinates
employee input. and supervisors do not agree.
› Development – identify  Focus on the process:
areas in which employees Company policies &
have deficiencies or procedures may present
weaknesses. barriers to a properly
› Documentation - to meet functioning appraisal process
legal requirements.

Performance Management & EEO

HRM practices must be bias free, objective and job-related.
Valid performance appraisals are conducted at established
intervals and are done by trained appraisers.
 Pre
Fac pari
t-g ng
at to
inteherin nego
(em rnal g: In tiate
p plo info clud
Negotiating at ethe
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rec form ee atio s
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•Each side wbegins e ove
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G ec doi ilar on ) & a
than they o al-s are onowilling
ng to
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t
accept. M ting y). he ’s
a :
wh nage
•More realistic
S tr f at me
assessments
ate rom it ca&n nt de
gy the take
compromises ex place c id
Thi deve nego pect es
behindass sclosed
inc lopm doors.
ti a t
Agreement: if i
•After
sid orale l udes t: on.a
ssi agreement, en
ng
parties tac e’scontract
written agree,
tics wethe otis
p o
submitted
Union
union & h
tor the
Ratification:
takes union
er for
ratification
union members
contract to union must
t
rac‘ratify’
members nthe: agreement
n t t i o
Co iniby stravoting t io n, in favor of
adm em enift a
p l it;
t io n & must go
not,
im pback reta to th e
o f negotiating
r
inte until ri n g
n t ract
o n ito members d co agree
at
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