Chapter 1 - The Strategic Role of Human Resources Management Flashcards
The management of people in organizations to drive successful organizational performance and achievement of organization’s strategic goals
Human Resource Management (HRM)
The knowledge, education, training, skills, and expertise of an organization’s workforce
Human Capital
Concern for production;
scientifically analyzing manufacturing processes to reduce costs and compensating employees based on performance
Scientific Management
Concern for people and productivity
Human Resources Movement
Personnel administration;
hiring, firing, payroll/benefits processing
Phase 1 - early 1900’s
Union liaison, compliance with new laws;
orientation, performance appraisal, employee relations
Phase 2 – 1930’s to 1950’s
Human resources management;
outsourcing of many administrative functions;
emphasis on contribution and proactive management of people
Phase 3 – 1960’s to 1980’s
Every line manager must possess basic HR skills;
help achieve strategic objectives;
new roles: activist, change steward, talent manager/organizational designer, operational executor and business ally
Phase 4 – 1990’s to present
Using best available evidence in making decisions about HR practices;
Actual measurements, existing data, research studies
Evidence-based HRM
Focused on activity and cost
for example:
number of candidates interviewed
cost per hire
Traditional Measures
A measurement system that translates organization’s strategy into a comprehensive set of financial and operational performance measures
Balanced scorecard
Employment levels;
productivity levels;
growth of the primary, secondary, and tertiary (service) sectors
Economic Conditions
Increasing workforce diversity: visible and ethnic minorities; women; Aboriginal population; people with disabilities
Labour Market Issues
(pre-1946); Grew up in an era of hardship, including a war and the Great Depression; Values include Loyalty, Respect for Authority, Dedication, Sacrifice, Conformity; Key Characteristics: Compliant, Detail oriented, Hard working, Frugal, Trust worthy, Risk averse, Long term focused
Traditionalists
(1946 to 1964); The largest group in the workforce. Grew up in a time of major optimism and change amidst the moon landing and women’s movement; Values include: Optimism, involvement, team oriented, personal growth and gratification, youthfulness, etc.; Key Characteristics: Driven to succeed, team player, relationship focused, eager to add value, politically savvy and competitive
Baby Boomers
(1965 to 1980) This group grew up as divorce rates skyrocketed. First technology liberate generation; Values include: Independence, self-reliance, pragmatism, skepticism, informality and balance; Key Characteristics: Flexible and adaptable, creative, entrepreneurial, multitasker,
results driven, and individualistic
Generation X
(1981 to 2000) Beginning to enter the workforce. Expect to change jobs frequently; Values include: Confidence, diversity, civic duty, optimism, immediate access to info and services; Key characteristics: Collective action, expressive and tolerant of differences, eager to accept challenges, innovative and creative
Generation Y
Higher overall level of education, however higher level of functional illiteracy;
Increased non-standard or contingent workers
part-time
term/temporary/standby
home
self-employed
Labour Market Issues
New technologies: Twitter, Facebook, videoconferencing;
Concerns over data control, accuracy, right to privacy, and ethics;
Computerized monitoring of e-mail, voice mail, telephone conversations, computer usage, and behaviour
Technology
Ensure policies and practices comply with new and changing laws covering: Human rights Employment standards Labour relations Occupational health and safety Workers’ compensation
Government
Global trends:
Firms extend business operations abroad;
Emergence of a single global market;
Increased international competition;
Multinational corporations: conduct business around the world, seek cheap skilled labour
Globalization
Topics of increasing importance: Sustainability Climate change Global warming Pollution Carbon footprints Extinction of wildlife species Ecosystem fragility
Environmental Concerns
Core values, beliefs and assumptions;
often conveyed through an organization’s mission statement;
positive culture is desired
Organizational Culture
Prevailing atmosphere in an organization;
Friendly/unfriendly, open/secretive, rigid/flexible, innovative/stagnant;
Influenced by leadership, HR polices, communication style
Organizational Climate
Bureaucratic organizations being replaced with flatter structures;
Increased employee empowerment
Management Practices
