Post on 14-Jan-2016
Chapter 2Chapter 2
HRM in a Dynamic Environment
Copyright © 1999 John Wiley & Sons Canada, Ltd. All rights reserved.
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Globalization in HRMGlobalization in HRM
HR can help employees understand cultural environments by teaching them:
• new languages
• new cultures
• new ways to build teams and reduce conflict
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Workforce Diversity and HRMWorkforce Diversity and HRM
Workforce Diversity =Workforce Diversity =
The varied personal characteristics that make the workforce heterogeneous.
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
EnvironmentalEnvironmentalPressuresPressures
• Legislation
• Changing demographics
• Globalization
HRHRResponsesResponses
• Culturally- and family-sensitive benefits packages
• Diversity training
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Changing Skill Changing Skill RequirementsRequirements
• Service sector employs 80% of workers
• Many job candidates lack basic skills
• Cost of skill deficiencies
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Corporate Downsizing:Corporate Downsizing:The RationaleThe Rationale
Organizations seek greater efficiency by increasing spans of control.
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Corporate Downsizing:Corporate Downsizing:Implications for HRMImplications for HRM
• Communicating changes
• Job redesign
• Training
• Working with top management
• Developing outplacement services
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Mergers and Acquisitions:Mergers and Acquisitions:Implications for HRMImplications for HRM
• Counsel workers threatened by change or anxious about job security
• Reassign displaced workers
• Integrate employees and HRM from both organizations
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Total Quality ManagementTotal Quality Management
• Based on continuous process improvement (ongoing incremental changes)
• Key element is development of clear standards (e.g., ISO 9000)
• HRM can facilitate communications, training, and structural changes
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
ReengineeringReengineeringWork ProcessesWork Processes
Radical change of more than 70 per cent of work processes
HR’s role:HR’s role:
• Help employees deal with conflict and change
• Provide skills training
• Adapt HR systems
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
The Contingent WorkforceThe Contingent Workforce
Core employees:Core employees: long-term relationship with organization, performing essential jobs.
Contingent workers:Contingent workers: hired for shorter time periods when specific skills are needed.
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Types of Types of Contingent WorkersContingent Workers
Part-time employees:Part-time employees: Work less than forty hours a week.
Temporary employees:Temporary employees: Fixed cost for labour used during specified (peak production) period.
Contract workers:Contract workers: Hired to work on specific projects. Typically highly skilled.
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Contingent Workers:Contingent Workers:Implications for HRMImplications for HRM
Requires shift from position-focusedposition-focused HRM to portfolio-focusedportfolio-focused HRM. Focus is on:
• Planning for “virtual” employees
• Recruiting contingent workers
• Helping them adapt to organization
• Dealing with conflict between core and contingent workers
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Decentralized Work SitesDecentralized Work Sites
• New technology allows greater flexibility
• Is teleworking a better way to work?• Managing teleworkers is an HRM
challenge
HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Employee InvolvementEmployee Involvement
• Delegation
• Participative management
• Increased use of work teams
HRM’s role:HRM’s role:
• Communication and training
EmpowermentEmpowerment includes:includes: