Professional Documents
Culture Documents
Contemporary HR Env.
Contemporary HR Env.
Contemporary HR Env.
or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
Training
Appraisal
Labor Relations
Compensating
Technological Trends
Globalization:
refers to the tendency of firms to extend their sales or
manufacturing or capital etc. to new markets abroad. has vastly increased international competition . to seek cheaper labor, to tap a vast new supply of skilled labor around the world.
Trends in the nature of work: Technological and globalization trends are in turn producing changes in the nature of jobs and work. A service society has been formed with an enormous shift from manufacturing jobs to service jobs This demands new types of knowledge workers and new human resource management methods to manage them.
Knowledge work and Human capital: Brain-power has never before been so important for business . Every company depends increasingly on knowledge patents, processes, management skills,technologies,information about customers and suppliers ,and old-fashioned experience.added together this knowledge is intellectual capital.
execution of work Downsizing Flexible working hours Flexibility in functions (multiskilled labour) Greater focus on workplace relations
Globalization
80 70 60 50 40 30 20 10 0 1920 1950 1970 2000 % fortune 500 with a global presence
10
WORKFORCE DIVERSITY
Aging workforce
11
TECHNOLOGICAL TRENDS
Use of internet and IT Use of internet for staffing Use of Internet for New Ways of Work - Teleworking - Project oriented work with subcontracting Use of internet for employee development
12
Nature of Work
In today's world, the structure, content, and process of work have changed. Work is now:
Change from brawn to brains more cognitively complex more team-based and collaborative more dependent on social skills more dependent on technological competence more time pressured more mobile and less dependent on geography.
13
Organizations today are: leaner and more agile more focused on identifying value from the customer perspective more tuned to dynamic competitive requirements and strategy less hierarchical in structure and decision authority less likely to provide lifelong careers and job security continually reorganizing to maintain or gain competitive advantage
Tomorrows HR Today
Organizations today must grapple with revolutionary
trends:accelerating product and technological change,globalized competition,deregulation,demographic changes,and trends towards a service society and the information age. The traditional pyramid-shaped organization is giving way to new forms
15
functional teams and boosting interdepartmental communications. at GE ,Jack Welch talks of the boundaryless organization,in which employees dot identify with separate departments but instead interact with whomever they must to get the job done
16
decisions. experts argue for turning the typical organization upside down. and put the customers on top and emphasize that every move the company makes should be towards satisfying the customers needs.
17
hotelis increasingly organizing around teams and processes rather than specialized functions The basis of power are changing:the new managerial work implies very different ways of obtaining and using manpower Managers will not manage: managers have to learn to manage in situations where they dont have command authority.
18
adaptive,customer-responsive organization means that employees commitment and self-control is more important than it has ever been.
19
competitive environment, HR plays a pivotal role in lowering labor costs,helps employees adapt to the increased pressures in their downsized departments by helping them to learn to prioritize tasks and reduce job stress.
20
responsive to product innovations and technological changes is the basic aim of many of the management changes listed previously. downsizing,flattening the pyramid,empowering employees,for facilitating communications, customers-need-oriented.
21
22
employee commitment and morale,employees will then provide excellent customer service,which in turn will generate profits.
23
developing and implementing the firms strategic plan,rather than letting HR just react to it.we thus turn next to strategic planning and HRs strategic role
24
25
126
Strategic Planning
The companys long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. 3 questions in strategic planning
Current business position Future business position expected to be How to get to expected future business position
127
Strategic HRM Formulating HR policies and introducing practices that produce staff competencies and behaviors that the company needs to achieve its strategic goals.
128
Strategic HRM HR managers today are more involved in partnering with their top managers in both designing and implementing their companies strategies Top management wants to see, precisely, how the HR managers plans will make the company more valuable.
129
Outsourcing HR Activities Computer-based systems easy to outsource HR activities by providing access to service providers to the companys HR information database E.g. Payroll, Benefits, Wellness Programs and Employee Training
130
High Performance Work Systems (HPWS) Integrated set of HRM policies and practices that together produce superior staff performance
Employment security
131
High Performance Work Systems (HPWS) No fixed rule of items that comprises HPWS but should include (cont):
Selective hiring
Extensive training
Self managed teams and decentralized decision making
132
High Performance Work Systems (HPWS) No fixed rule of items that comprises HPWS but should include (cont):
Reduced status distinctions among managers and workers Information sharing among managers Pay-for-performance rewards Emphasis on high quality work
133
134
Produce more qualified applicants per position More employees are hired based on validated selection tests
135
Measuring HRM Teams Performance Employees expect HR teams to provide measurable proof of the effectiveness of their programs Require quantitative measures Metrics and HR Scorecard are used
136
A set of quantitative performance measures that HR managers use to assess their operations E.g. of HR Metrics
Absence Rate
[(Number of days absent in month) (Average number of employees during mo.) (number of workdays)] 100
137
(Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) Number of Hires
138
HR Expense Factor
Sources: Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, Improving the Return on Human Capital: New Metrics, Compensation and Benefits Review, January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics, Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.
139
Measures the HR functions effectiveness and efficiency in producing employee behaviors needed to achieve the companys strategic goals Concise and simple measurement system
140
Use to measure: HR activities (testing, training, compensation and safety) Employee behaviors resulting from such activities Organizational outcomes of those employee behaviors (higher performance, and company profit)
141
TABLE 11
Web portals
Application Service Providers (ASPs) and technology outsourcing PCs and high-speed access Streaming desktop video The mobile Web and wireless net access E-procurement
42
Selective hiring
Extensive training Self-managed teams/decentralized decision making Reduced status distinctions Information sharing Contingent (pay-for-performance) rewards Transformational leadership Measurement of management practices Emphasis on high-quality work
43 contemp. environment of HRM
45