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1 What does Human Resources Management entail? training and educating the workforce meeting employees’ physical needs (e.g. light, air, food...) scheduling.

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Presentation on theme: "1 What does Human Resources Management entail? training and educating the workforce meeting employees’ physical needs (e.g. light, air, food...) scheduling."— Presentation transcript:

1 1 What does Human Resources Management entail? training and educating the workforce meeting employees’ physical needs (e.g. light, air, food...) scheduling and meeting employees’s personal needs (e.g. flexitime, child care, leaves of absence...) motivating or “empowering” employees to work in the company’s best interest, increasing employee satisfaction promoting either cooperation or competition among employees encouraging workers to be creative, independent, and to make suggestions (e.g. “Idea of the Month” prizes...) peer evaluations, employee consultations rewarding good performance (e.g. bonus, raise, promotion...) preventing "in-fighting", mobbing, and discrimination

2 2 What is the primary goal of human resource management? motivated employees who work harder means increased productivity without a lot of extra costs more profits

3 3 Current Trends / Buzzwords in H.R. ISO (and variations of this certification) TQM (Total Quality Management) Stakeholders (self-directed) Work Teams Empowerment Social Capital (more in the theory than in the practice)

4 4 Imagine you are the manager of a company with a few hundred employees. Would you are allow your employees to decide any of the following points for themselves (individually or collectively)? Working schedules, arranging flexitime or teleworking Holiday schedules Assignment of working stations, decorating decisions Job descriptions, defining the scope of responsibilities for their own or other positions Job assignments (within a certain range) Production or delivery schedules Deciding which customers' orders will be delivered first, second, etc. Changes in the factory processes Changes to product design, packaging, labelling...

5 5 What are the four basic human principles of Japanese management style? Companies employ people for life Employees move upward slowly (and often automatically) Employees are trained in many areas (i.e. they are not over-specialized) Communication between highest and lowest levels of the company (especially before decisions are made)

6 6 Some further aspects... lean production or “how to get it right the first time” (quality control at every stage) kaizen - or the doctrine of continuous (small) improvement (rather than dramatic breakthroughs / changes) nemawashi or consensus building “The art of leadership is to divine the will of the group, not to electrify the organization with charisma.”

7 7 About the " Puritan Work Ethic": "Puritanism. The haunting fear that someone, somewhere, might be happy." - HL Mencken

8 8 Austria (EU) JapanUSA Average weekly (actual) working hours 42.9 Average days of strike ( per 1,000 employees in all industries and services, ) 1145 Trade Union Organization Rate40%20%13% Collective Bargaining Coverage78%20%15% Paid Annual Leave (in days)2618 (but often not taken) 10 (one year) 14 (five years) 17 (ten years) 20 (20 years) Public Holidays Extent of Part-time work18.2%14.3%17.5% Extent of Temporary Work13.1%14.4%4.9%

9 9 Source: "This is Austria: An Overview" (Economic Policy Chamber, Austian Economic Chamber 2003)

10 10 Compare the two sayings: “The way to get ahead in a Japanese company is to out-conform your coworkers.” “In an American corporation, if you are not on your way up, you are on your way out.” Now, complete this sentence: “In an Austrian company, the way to get ahead is... “

11 11 Other theories about how to get (or who gets) ahead: The Peter Principle: “Capable workers are promoted until they reach their level of incompetence.”

12 12 Other theories about how to get (or who gets) ahead: The Dilbert Principle: “The most ineffective workers are systematically moved to the place where they can do the least damage: management.”

13 13 SOME VIEWS OF AUSTRIA from "The Economist" - February 25, 1991 (?) "Holidaymakers from a more hectic world love the sleepy pace of a city where the cafés defy economics, letting customers sit reading for hours undisturbed over a single cup of coffee... Business visitors are much less keen. They mutter about "a scent of the Balkans," meaning a combination of Schlamperei (slovenliness), unpunctuality and a ceaseless procession of scandals which (like so much else) the Viennese stubbornly refuse to take seriously."

14 14 SOME VIEWS OF AUSTRIA from "The Economist" - February 25, 1991 (?) "First the absence of an effective political opposition... meant that democratic dissent and control was lacking. This encouraged corruption, inefficiency and ‘jobs for the boys’ in much of public life under the notorious ‘Proporz’ system (dying but not dead)... This came on top of a truly imperial-sized beaurocracy which survived the Habsburgs. Even now, to get things done quickly in Vienna it is vital to know the appropriate channels.”

15 15 SOME VIEWS OF AUSTRIA from "Uncorking a stench of corruption" by Richard Basset "In education, independent thinking is rarely encouraged. Most university tests are conducted orally since written exams invariably involve cheating. But as offenders merely wait for another appointment to take the test, few regard cheating as immoral." "For graduates and school leavers with sights on a job, the all-important word is "protection"... The easiest way to find protection is to join a political party."

16 16 SOME VIEWS OF AUSTRIA from "Cartopedia" (Dorling Kindersley Multimedia 1995) "The nuclear family is the norm in Austria. It is common for both parents to work. While sexual equality is enshrined in the constitution, in practice society is still strongly patriarchal. Compared with the rest of Europe, few women enter politics." "Young people tend to live in their parental home until they marry... Austrians marry at a younger age than the European average."


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