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Transcript of 1 Importance of strategic HRM Environmental considerations HRM process - 8 steps Current HRM Issues...
1
Importance of strategic HRM
Environmental considerations
HRM process - 8 steps
Current HRM Issues
Chapter 12 – Human Resource Management – Learning Objectives
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HRM: Traditional vs. Strategic
HRM Process: Activities necessary for staffing the organization with competent people and sustaining high employee performance
Strategic HRM: Using HRM as a tool to achieve the organization’s strategic initiatives
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Importance of People
In the century ahead, “skilled people become the only sustainable competitive advantage” (Lester Thurow – MIT Economist)
The traditional factors of production (land, labor, capital), have become secondary. Knowledge is the only meaningful resource today. (Peter Drucker – Management guru, Claremont)
“The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels of the organization” (Peter Senge - MIT)
“Empowerment is no longer a nice thing to do, some new-fangled notion. It is a business imperative.” (Murli Thirumale - HP)
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CALIFORNIACompany City U.S. employees
Adobe Systems San Jose 2,368
Amgen Thousand Oaks 9,263
Cisco Systems San Jose 24,622
Genentech South San Francisco 6,110
Granite Construction Watsonville 4,110
Hot Topic City of Industry 5,471
Hyperion Solutions Sunnyvale 1,752
Intel Santa Clara 49,015
Intuit Mountain View 6,064
Men's Wearhouse Fremont 7,249
Network Appliance Sunnyvale 1,791
Nvidia Santa Clara 1,531
Qualcomm San Diego 5,382
Vision Service Plan Rancho Cordova 2,072
Xilinx San Jose 2,037
Best companies to work for in California (according to Fortune 2004 list)•http://www.fortune.com/fortune/bestcompanies/subs/2004/fulllist/
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Examples of High-Performance Work Practices
• Self-Directed Work Teams • Job Rotation• Skills Training• Problem-Solving Groups• Total Quality Management• Innovation and Creativity• Employee Involvement
• Use of Employee Suggestions • Pay for Performance• Coaching and Mentoring• Information Sharing• Use of Attitude Survey• Cross-Functional Integration• Recruiting and Selection
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High-PerformingCommittedEmployees
HumanResourcePlanning
Recruitmentand
Decruitment
Selection ofEmployees
Orientation CareerDevelopmentTraining
Compensationand Benefits
Human Resource Management Process
Performance Appraisal
Environment
Environment
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Environmental Considerations
Labor unions
Federal laws and regulations
– BFOQ’s
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Answer Question #1
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Common Labor Unions
United Steelworkers of America (USWA) California Faculty Association (CFA) United Auto Workers (UAW) National Education Association (NEA) American Federation of Teachers (AFT) American Civil Liberties Union (ACLU) Screen Actors Guild (SAG) Teamsters Service Employees Industry Union (SEIU)
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Selected Major U.S. Federal Laws and Regulations Related to HRM
1963 Equal Pay Act 1964 Civil Rights Act, Title VII 1967 Age Discrimination in Employment Act 1974 Privacy Act 1978 Mandatory Retirement Act 1988 Worker Adj. and Retrain. Notif. Act 1990 Americans with Disabilities Act 1993 Family and Medical Leave Act
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Step 1 - Human Resource Planning
Assess current and future human resource needs– HR inventory
– Job analysis
– Job description
– Job specification
Develop a plan to meet future needs
PLEASE ANSWER QUESTIONS 2 & 3
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Management Vacancy Announcement Manager University Cash Services
CSUNThe Position of Manager of University Cash Services: Under general supervision, the Manager of University Cash Services (UCS) is responsible for management of all cash receipt functions for the entire campus including the General Fund, Extended Learning, Parking, Housing, Lottery and Trust Accounts, disbursement of payroll, student refunds, and financial aid payments. Ensures integrity and accuracy of all cash transactions; maintains and/or develops internal accounting and operating controls to safeguard cash assets of the university; reviews existing internal controls to ensure effectiveness; identifies and corrects quality control issues to reduce risk of error; monitors and/or establishes business practices and procedures to maintain or improve customer service; establishes accountability, evaluates performance, and measures progress; interprets university and CSU policies and state and federal regulations for compliance purposes; plans and organizes utilization of resources in response to changes in volume; acts as liaison to other departments to identify and resolve common problems and issues; provides financial and statistical reports as necessary; and participates as a member of various committees and teams as they may affect changes in workload or functional requirements of UCS.
Qualifications: Equivalent to a Bachelor’s Degree from an accredited college or university with an emphasis in business administration, accounting, finance, or related field. Minimum seven years fiscal service experience including four years operational management experience in a high volume, fast-paced organization. Demonstrated experience in the use of computerized accounting and information systems for financial analysis, reconciliations, and reporting. Experience in higher education, specifically in fiscal management preferred. Comprehensive knowledge of: accounting standards, practices, and procedures with demonstrated experience in development and implementation of internal accounting and operating controls. Ability to: work with and respond to a diverse customer base in a professional and flexible manner; organize and coordinate a multifunctional organization; meet deadlines; address growing needs and concerns of a large university; and analyze data, interpret policies, procedures, and regulations, and identify solution alternatives. Must possess a collaborative management style; the ability to establish and maintain effective working relationships with staff and management within and outside the department; and be skilled at team building and creating a positive and productive working environment.
JobDesc.
JobQual
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Step 2: Recruit.Major Sources of Potential Job
Candidates
Exhibit 12.4Exhibit 12.4PLEASE ANSWER QUESTIONS 4 & 5
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Step 2: Decruitment OptionsOPTION DESCRIPTION
Firing Permanent involuntary terminationLayoffs Temporary involuntary termination; may last
only a few days or extend to yearsAttrition Not filling openings created by voluntary
resignations or normal retirementsTransfers Moving employees either laterally or down-
ward; usually does not reduce costs but canreduce intraorganizational supply-demandimbalances
Reduced workweeks Having employees work fewer hours per week, share jobs, or perform their jobs ona part-time basis
Early retirements Providing incentives to older and more senior employees for retiring before theirnormal retirement date
Job sharing Employees share one full-time position
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Step 3: Selection Issues
Prediction
Validity
Reliability
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CorrectDecision
RejectError
CorrectDecision
AcceptError
Selection DecisionAccept Reject
Succ
essf
ulU
nsuc
cess
ful
Late
r Job
Per
form
ance
Selection Decision Outcomes
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Selection Devices
Application Form Written Test Work Samples Performance Simulation Background Checks Physical Examination Personal Interviews
PLEASE ANSWER QUESTION 6
PLEASE ANSWER QUESTION 7
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Suggestions for Interviewing
1. Structure fixed set of questions (e.g., standardized evaluation form) for all applicants.
2. Have detailed information about the job that applicants are interviewing for.
3. Minimize any prior knowledge of applicants’ background, experience, interests, test scores of other characteristics.
4. Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors.
6. Take notes during the interview. 7. Avoid short interviews that encourage premature decision
making.
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Examples of “Can’t Ask and Can Ask” Interview Questions for Managers
Can’t Ask– What’s your birth date?
or How old are you?– What’s your marital
status? or Do you plan to have a family?
– What’s your native language?
– Have you ever been arrested?
Can Ask– Are you over 18?– Would you relocate?– Are you authorized to
work in the United States?– Have you ever been
convicted of [fill in the blank]?—The crime must be reasonably related to the performance of the job.
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Step 4 - Orientation
Reduce initial anxiety Familiarize new employees with job, work unit,
organization Facilitate outsider-insider transition
– Cover org’s objectives, history, etc.– Clarify how job contributes to goals– Cover policies (hours, pay, overtime, benefits)– Introduce co-workers– Tour
PLEASE ANSWER QUESTION 8
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Step 5 - Training
Skill Categories
– Technical
– Interpersonal
– Problem-solving
Training Methods
– On-the-Job
– Off-the-Job
PLEASE ANSWER QUESTION 9
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In the Past Today
OrganizationsDeveloped
Careers
IndividualsDevelopCareers
Step 6 - Career Development
PLEASE ANSWER QUESTION 10
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Steps to a Successful Management Career
Select your first job judiciously
Do good work Present the right image Learn the power
structure Gain control of
organizational resources
Stay visible Don’t stay too long Find a mentor Support your boss Stay mobile Think laterally Continue upgrading your
skills Develop a network
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Step 7 - Performance Appraisal - Methods
Written essays Critical incidents Graphic rating scales Behaviorally anchored rating scales (BARS) Multiperson comparisons Management By Objectives (MBO) 360 Degree feedback
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Step 8 – Compensate – Components of a Comp. System
Base wages and salaries
Wage and salary add-ons
Incentive payments
Benefits and services
PLEASE ANSWER QUESTION 11
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Tenure and Performance
Kind ofBusiness
UnionMembership
GeographicLocation
Size ofCompany
ManagementPhilosophy
Factors that Influence Compensationand Benefits Packages
Typeof Job
Labor orCapital
Intensive
CompanyProfitability
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WorkforceDiversity
SexualHarassment
Work-LifeBalance
Downsizing
CurrentHRM Issues