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Assertiveness
Futureorienta
tion
GenderD
ifferentiation
Uncertain
tyAvoidance
PowerD
istance
Individualism
/collectivism
In-groupcollectivism
P
erformanceO
rientation
HumaneO
rientation
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KnowledgeWorker
People whoacquire
and applyinfor-mation
Recruiting
Employee selection Training and development
Motivation
Paying employees market value
Communication Decentralized work sites
Skills levels
Legal issues
HRM Implications of Technology
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Males
Females
Whites
Blacks/coloured
Homosexuals/straightsNational origin
Disabled
Elderly
Who Are Our Workers
Work/
Life
Balance
Values
NeedsInterestsExpectationsof employees
Causes of the blur between work and life
The creation of global organizations
means the world never sleeps.
Communication technologies allowemployees to work at home.Organizations are asking employees
to put in longer hours.Fewer families have a single bread
winner
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A Labor Shortage
Downsizing Rightsizing Outsourcing
Fewer baby Boomers
Fewer Gen- Xers
Increase in early
retirement
Population/ Social trends
Core Employees
Contingent
Worker
Employee or independent
contract ?
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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
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Delegation: havingauthority to makedecisions in ones job
Work teams:workers of variousspecializations who
work together in anorganization
Employees involvement requiresdemonstrated leadership and supportive
management
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Formal documentthat states anorganizationsvalues and the
ethical rules itexpects employeesto follow
Utilitarian Rights
Theory of justice
A set of
rules that
defines
right orwrong
behaviour
Ethics Code of Ethics Three views
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Planning establishinggoals
Organizingdetermining what
activities need to bedone
Leading assuring theright people are on the
job and motivated
Controllingmonitoring activities tobe sure goals are met
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The Strategic Nature HRMa strategic business partner and represent employees.forward-thinking, support the business strategy, and assist the
organization in maintaining competitive advantage.concerned with the total cost of its function and for determining
value added to the organization.
Four basic functions:StaffingTraining and DevelopmentMotivationMaintenance
Governm
entalLeg
islation
Lawssu
pporting
employe
randemp
loyee
actions
LaborUn
ions
Actonb
ehalfoftheir
members
bynegot
iatingco
ntractswith
managem
ent
Existtoa
ssistwo
rkers
Constrai
nmanage
rs
Affectnonu
nionized
workforc
Managem
entThought
Managem
entprinciples,su
ch
asthose
fromscie
ntific
manage
mentor
basedon
the
Hawthor
nestudi
esinfluen
ce
theprac
ticeofH
RM.
Morere
cently,conti
nuous
improvem
entprogr
amshave
hadasig
nificanti
nfluence
on
HRMacti
vities.
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Four Functions:
Employment
Training anddevelopment
Compensation/benefits
Employee relations
EffectiveCommunicationprograms involve:
Top ManagementCommitment
Effective UpwardCommunication
Determining What to
Communicate Allowing for Feedback
Information Sources
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Owner/ Entrepreneur
Runs the Business Often Handles HRM Activities
Benefits include
freedom from manygovernment regulationsan absence of bureaucracyan opportunity to share in
the success of the business
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SWOT Analysis CompetitiveIntelligence
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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
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Job Description- stateswhat the jobholder does
Job Specification- statesminimum qualificationacceptable to performthe job
Job Evaluation-specifies the relativevalue of each job in theorganization
Observation
Individual interview
Group interview
Structuredquestionnaire
Technical conference
Dairy method
Purpose of Job Analysis Job Analysis Methods
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Find a large, diverse job- candidate poolHelp unqualified candidates self select out ofcandidacy
Barriers to recruiting SuccessImage of the organizationAttractiveness of jobInternal /organizational policies
Government influenceRecruiting cost
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1. Internal search
2. Employee referrals/ Recommendations
External SearchAdvertisementEmployment agenciesSchools , colleges and
universitiesProfessional
applications
Unsolicited applicationsInternet recruiting
AlternativesTemporary help
services
Employee leasingIndependent
contractors
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P
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A process of adaptation to a new work role.Adjustments must be made whenever individuals change jobsThe most profound adjustment occurs when an individual firstenters an organization
Pre-arrivalstage:Individualsarrivewith
setofvalues,attitudes
&expectationswhich
theyhavedeveloped
frompreviousexperienceandthe
selectionprocess.
Encounter
stage:
Individualsdiscoverhow
well their expectations
match realities within
theorganization
Metamorphosis stage:
Individuals have adapted
to the organization, feel
accepted and know what
is expected of them
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Pattern of work-related experiences that span the course of a
persons life.Reflects any work, paid or unpaid.Broad definition helpful in todays work environment where
employees and organizations have diverse needs
Traditional Career Stages
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Purposes of a PerformanceManagement System
Feedback- let employeesknow how well they havedone and allow for
employee input. Development identify
areas in which employeeshave deficiencies orweaknesses.
Documentation - to meet
legal requirements.
Difficulties Focus on the individual:
Discussions may elicit strongemotions & may generateconflicts when subordinates
and supervisors do not agree. Focus on the process:
Company policies &procedures may presentbarriers to a properlyfunctioning appraisal process
Performance Management & EEOHRM practices must be bias free, objective and job-related.
Valid performance appraisals are conducted at established
intervals and are done by trained appraisers.
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Preparingtonegotiate
Fact-gathering: Includes
internalinformation
(employeeperform
ance
records,overtime)&
external(dataon
whatsimilarorgns
aredoing&the
economy).
Goal-setting:Managementdecides
whatitcanexpect
fromthenegotiation.
Strategydevelopment:
Thisincludes
assessingtheother
sidespower&
tactics
Negotiating at the
bargaining tableEach side begins bypublicly demanding morethan they are willing toaccept.More realisticassessments &compromises take place
behind closed doors.After oral agreement, awritten contract issubmitted to the union forratification
Agreement: if
parties agree,
union takes
contract to union
members
Union Ratification:
union members must
ratify the agreement
by voting in favor ofit; if not, must go
back to negotiating
until members agree
to contract
Contr
act
administratio
n:
implem
entation,
interpre
tation&
monitori
ngofthe
negotia
tedcon
tract
between
labor&
manageme
nt
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