1Human Resources Management MGMT – E-4240 Welcome!The MGMT E-4240 Web SiteThe web site will be our primary way of communicatingCurrently containsFall 2010 Syllabus – the questions for each case studyFall 2010 Schedule – specific assignments and due datesOverview of Written Case Study Analyses and Grade ScaleLink to Writing ResourcesAnnouncementsInformation regarding Waitlists
2Human Resources Management MGMT – E-4240 Introducing:Bill Murphy, JDMichael Thomas, EdDAssignments and GradingSally RobinsonPolly Scannell, JDMichael Thomas
3Human Resources Management MGMT – E-4240 CasesMust submit 2 case analyses – 1 of 4 first half cases due by 10/25/10 and 1 of 3 second half cases due by 11/29/10Due by 5:00 US EST on the Monday the case is taught. Must be in your TA’s inbox by then.No cases will be accepted after that time.Final ExamTake home exam due in your TA’s in-box by 5:00 US EST on Monday, 12/20/10.
4Human Resources Management MGMT – E-4240 Other housekeepingVideo waiversAvailable for signature. As the class is discussion based, it is extremely helpful to get these signed as soon as possible.In class exercisesWill be made available on the web site so distance learners can take them.Case DiscussionsA TA will be present in class to take questions and comments from distance learners participating in simulcast. Specific info will be posted on the web site prior to each case.Bulletin Board –This site will be available only to members of the class. Please use a high standard of respect and professionalism in your communications on the site.
5Human Resources Management MGMT – E-4240 Course GoalsHelp students appreciate and understand the current thinking in the field of human resources,Understand how this thinking has been reached and the strategic role it plays in today’s management community,Show how areas of human resources management continue to be subject to on-going inquiry.
6Human Resources Management MGMT – E-4240 Successful Business/EmploymentExperienceOrganizational InterestsEmployee InterestsConvergence between the personal goals of the employees and those of the organization.HRM challenge Understand the business, what it takes to maximize the contributions of employees at all levels, and bringing the two together.CREATE COMPETITIVE ADVANTAGEHuman Resources include experience, skill, training, and commitment of employees.Create Employee List Think of jobs you’ve had in past or would like to have in the future. What two features of employment did you or will you value most? (Why do you want to work there – why stay) Explain.Outside Influences: Legal Environment, Economy, Globalization, Company Norms
7Human Resources Management MGMT – E-4240 Creating the Living Brand Bendapudi, N., Bendapudi, V., HBR, May 2005What is the “Living Brand”?Name the 6 lessons for creating a living brandLet’s revisit our model and discuss how they integrated organizational and individual interests.6 LessonsKnow what you are looking for – “make or buy” –QT – nice people, work in teams, humility to learn from others; appreciation for diversity – central hiringMake most of talent – training, higher education, promote from within, benefits packages – time offCreate pride in the brand – in retail, service is the manifestation of the brand. Wawa doesn’t carry lottery tix, QT doesn’t carry adult mags, Wawa doesn’t charge for ATM – value of employee inputBuild Community – employee friendliness as reason to come to store. Strong commitment to local charity.Share business context -- how does co. define success? How own work affects companywide financial performanceSatisfy the soul (security, esteem and justice) – alarms, celebrate success, President’s Club (Wawa), Wawa Employee stock-ownership plans
8Human Resources Management MGMT – E-4240 Course Overview – HRM FunctionsPlanning for Organizations, Jobs, and PeopleStrategic Management of HR (c.2)HR Planning (c.3)Acquiring Human ResourcesThe Legal Environment (c.5)Recruitment (c.6)Measurement and Decision Making (c.7 and 8)Multinational HRHR Across Borders (c.17)
10Human Resources Management Question:A medium-sized manufacturing company is considering a major business decision to upgrade its technology by purchasing computer-driven equipment.What are some of the HR considerations that need to be factored into the decision?When will the new technology be introduced?How many and what kind of employees will be needed to operate the new equipment?Will equipment require a reduction in force?If so, how will company deal with this effectively?Union backlash likely?What kind of training will be necessary and where can they get it?Can people expect long-term employment?Impact on career mobility and promotional opportunities?
11Human Resources Management Question:If you were the executive in charge of HR at Kodak, what are the first five steps you would take in the goal of paring 15,000?Describe each step and the reason for taking it.1.) Communicate the decision (avoid rumors)2) Id units and positions most impacted by the economy – look at industry trends, economic trends and technological developments3) Determine positions to be eliminated – look to internal factors like skill level, trainability4) Manage severance/layoffs via laws and regulations5) Work to bolster morale of retained employees.
12Human Resources Management On the basis of your own employment experience, how do you think the HR function could be improved?
13Human Resources Management Human Resources StructuresIn-house with full servicesPartially in-house with some services outsourcedHeadquarters with specialists – field offices with generalistsHeadquarters driving strategy and policy – field offices with full servicesCompletely outsourced with small in-house office overseeing vendorsNo formal HR unit – part of payroll and other admin staff roles
14Human Resources Management Careers in Human ResourcesBenefitsCommunicationsTraining and DevelopmentOrganizational Behaviorist or DesignerEmployee and/or Labor RelationsHRISRecruiterStrategic PlannerCompensationGeneralist
15Human Resources Management Current and Future ChallengesCorporate ReorganizationsGlobal CompetitionCyclical GrowthIncreasing Diversity in the WorkplaceFocus on diversity and work/lifeEmployee ExpectationsOrganizations as Vehicles for reaching Societal Goals