2. Introduction
• The World of Work - continues to change, but at
an even more rapid pace.
• HR must understand the implications of:
globalization
technology changes
workforce diversity
changing skill requirements
continuous improvement initiatives
the contingent work force
decentralized work sites
and employee involvement
3. Understanding Cultural Environments
• Today’s business world is truly a global village.
This term refers to the fact that businesses
currently operate around the world.
4. Understanding Cultural Environments
• HRM must ensure that
employees can operate in the appropriate language
communications are understood by a multilingual work force
• Ensure that workers can operate in cultures that differ on
variables such as
status differentiation
societal uncertainty
assertiveness
individualism
• HRM also must help multicultural groups work together.
6. Understanding Cultural Environments
• Cultural Implications for HRM
Not all HRM theories and practices are
universally applicable.
HRM must understand varying cultural values.
7. The Changing World of Technology
• Has altered the way people work.
• Has changed the way information is
created, stored, used, and shared.
• The move from agriculture to
industrialization created a new group of
workers – the blue-collar industrial worker.
• Since WWII, the trend has been a
reduction in manufacturing work and an
increase in service jobs.
8. The Changing World of Technology
• Knowledge Worker - individuals whose jobs are
designed around the acquisition and application
of information.
• Why the emphasis on technology:
makes organizations more productive
helps them create and maintain a competitive
advantage
provides better, more useful information
9. The Changing World of Technology
• How Technology Affects HRM Practices
Recruiting
Employee Selection
Training and Development
Ethics and Employee Rights
Motivating Knowledge Workers
Paying Employees Market Value
Communication
Decentralized Work Sites
Skill Levels
Legal Concerns
10. HRM / HRD
Point of distinction
HRM
HRD
1. status
It is and independent functions with
independent sub function.
It is an integrated system consisting
of interdependent sub system
2. orientation
It is a service and reactive function
It is a proactive function
It seeks to improve efficiency of
people and administration
It seeks to develop total
organization and its culture.
4. incentives used
It focuses on salary, economic
rewards, job simplification and job
specification for motivating people.
It focuses on autonomous work
group. Job challenges and creativity
for motivating people
5. responsibility
It is considered to be responsibility
of hrm
It is the responsibility of all
manager
3. aims
11. Workforce Diversity
• The challenge is to make organizations
more accommodating to diverse groups of
people.
12. Workforce Diversity
• The Workforce Today
– minorities and women have become the
fastest growing segments
– the numbers of immigrant workers and older
workers are increasing
13. Workforce Diversity
• How Diversity Affects HRM
Need to attract and maintain a diversified
work force that is reflective of the diversity in
the general population.
Need to foster increased sensitivity to group
differences.
Must deal with the different
•
•
•
•
Values
Needs
Interests
Expectations of employees
14. Workforce Diversity
• What Is a Work/Life Balance?
A balance between personal life and work
Causes of the blur between work and life
• The creation of global organizations means the
world never sleeps.
• Communication technologies allow employees to
work at home.
• Organizations are asking employees to put in
longer hours.
• Fewer families have a single breadwinner.
15. Labor Supply
• Do We Have a Shortage of Skilled Labor?
The combination of the small Gen-X
population, the already high participation rate
of women in the workforce, and early
retirements will lead to a significantly smaller
future labor pool from which employers can
hire.
16. Labor Supply
• Why Do Organizations Lay Off During
Shortages?
Downsizing is part of a larger goal of
balancing staff to meet changing needs.
Organizations want more flexibility to better
respond to change.
This is often referred to as rightsizing, linking
employee needs to organizational strategy.
17. Labor Supply
• How Do Organizations Balance Labor
Supply?
Organizations are increasingly using
contingent workers to respond to fluctuating
needs for employees.
Contingent workers include
• Part-time workers
• Temporary workers
• Contract workers
19. Labor Supply
• Issues Contingent Workers Create for
HRM
How to attract quality temporaries
How to motivate employees who are receiving
less pay and benefits
How to have them available when needed
How to quickly adapt them to the organization
How to deal with potential conflicts between
core and contingent workers
20. Continuous Improvement Programs
• Continuous improvement - making
constant efforts to provide better products
and service to customers
External
Internal
• Quality management concepts have
existed for over 50 years and include the
pioneering work of W. Edwards Deming.
21. Continuous Improvement Programs
• Key components of continuous
improvement are:
Focus on the customer
Concern for continuous improvement
Improvement in the quality of everything
Accurate measurement
Empowerment of employees
22. Continuous Improvement Programs
• Work Process Engineering involves radical,
quantum changes to entire work processes.
• How HRM Assists in Work Process Engineering
Helps employees deal with the emotional aspects of
conflict and change
Provides skills training
Adapts HR systems, such as compensation, benefits,
and performance standards.
23. Employee Involvement
• Delegation – having the authority to make
decisions in one’s job
• Work teams – workers of various specializations
who work together in an organization
• HRM must provide training to help empower
employees in their new roles.
• Involvement programs can achieve:
greater productivity
increased employee loyalty and commitment
24. A Look at Ethics
• Three views of ethics:
Utilitarian View – decisions are made on the basis of
their outcomes or consequences
Rights View – decisions are made with concern for
respecting and protecting individual liberties and
privileges
Theory of Justice View – decisions are make by
enforcing rules fairly and impartially
• Code of ethics - a formal document that states
an organization’s primary values and the ethical
rules it expects organizational members to
follow.
25. Chapter # 1 KEY TERMS
•Human Resource Management
•Human Resources
•Globalization
•Downsizing
•Rightsizing
•Outsourcing
•Core Employees
•Continuous Improvement
•Merger
•Acquisition
•Ethics
•Management
•Planning
•Organizing
•Leading
•Controlling
•Strategic Human Resource
Management
•Staffing Function
•Training & Development Function
•Motivation Function
•Maintenance Function
•Communication Programs
•Labor Union
•Management Thought
•Scientific Management
•Compensation and Benefits
•Employee Relation Function
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