1. 07 Winter472.422 Human Resource Management Yvonne Thompson Weeks 1 Winter 2012

2. 07 Winter472.422 Core Idea: HR ideas (and text) designed for big business if small businesses adapt & use  can compete with big guys and win  will attract talent foster loyalty substitute for high compensation not a snap  but not rocket science you'll have to do it yourself

3. 07 Winter472.422 The Course  nuts & bolts + fun OK, I have a strange idea of what’s fun  cases  simulations  a negotiation  your ideas We’re going to hit the ground running.

4. 07 Winter472.422 HRM HRM is  activities, policies and practices to obtain and develop employees utilize, evaluate and maintain employees accomplish organizational objectives

5. 07 Winter472.422 HRM  serving as consultant advice change agent  formulating policies & procedures  providing services  monitoring to ensure compliance

6. 07 Winter472.422 is  “linking HRM with strategic goals to improve business performance” Strategic HRM

7. 07 Winter472.422 Strategic HR  shift focus from  “HR is administration” to  “HR is part of strategy”  shift perception from  “HR is an expense” to  “HR is an asset”

8. 07 Winter472.422 Strategic HR  add value to firm 15% of profit  shape workplace culture & climate  focus on harnessing human capital to achieve strategic goals

9. 07 Winter472.422 What is “Human Capital”? firm’s workers’:  knowledge  education  training  skills  expertise

10. 07 Winter472.422 Internal Environmental organizational culture  core values, beliefs and assumptions  shared by members of an organization organizational climate  prevailing atmosphere  its impact on employees

11. 07 Winter472.422 Internal Environmental bureaucratic culture  pyramid-shaped organization  hierarchical structure  levels of management boundaryless org  relationships with customers suppliers ?competitors  typically joint ventures empowerment: workers get skills and authority to make decisions traditionally made by managers

12. 07 Winter472.422 External Environmental labour force  individuals who are employed + actively looking for work

13. 07 Winter472.422 External Environmental labour market is  the geographic area where: organizations recruit employees individuals seek employment

14. 07 Winter472.422 External Environmental labour union “an officially recognized association of employees, practicing a similar trade or employed in the same company or industry, who have joined together to present a united front and collective voice in dealing with management”

15. 07 Winter472.422 External Environmental labour union “an officially recognized association of employees, practicing a similar trade or employed in the same company or industry, who have joined together to present a united front and collective voice in dealing with management”

16. 07 Winter472.422 External Environmental workforce diversity  immigration “minorities”  age baby boomers generation X generation Y  educational level differences in literacy levels  women  aboriginal people  persons with disabilities

17. 07 Winter472.422 External Environmental technology  increase in technical and professional jobs decrease in traditional blue-collar jobs labour force training has not kept pace  creates anxiety resentment alienation

18. 07 Winter472.422 External Environmental technology  unions concerned about job displacement health hazards  right to privacy ethical issues  has promoted egalitarianism many firms have HRIS  Human Resources Information System

19. 07 Winter472.422 External Environmental government  HR must stay abreast of new/changing laws ensure policies and practices comply with laws maintain efficiency and effectiveness while complying

20. 07 Winter472.422 External Environmental globalization  tendency of firms to extend business operations abroad  emergence of one world economy increased international competition  multinational corporations conduct business around the world seek cheap, skilled labour

21. 07 Winter472.422 History of HRM Human Resources Movement Human Relations Movement Scientific Management

22. 07 Winter472.422 History of HRM scientific management Frederick Taylor  concern for production  emphasis on efficiency  performance-based pay  impersonal, dehumanizing

23. 07 Winter472.422 History of HRM Human Relations Movement Hawthorne studies  concern for people  emphasis on communication  treat employees with dignity and respect  oversimplified view of motivation

24. 07 Winter472.422 History of HRM Human Relations Movement  joint focus people productivity  motivation through job design  acknowledges individual differences  employees seen as a competitive advantage

25. 07 Winter472.422 History of HRM phases in Human Resources Movement 3. Human Resources Management 2. Personnel Management 1. Personnel Administration 4. Strategic Human Resources

26. 07 Winter472.422 HRM Trend growing professionalism  self-regulation  code of ethics  common body of knowledge  certification of members

27. 07 Winter472.422 HRM in 21 st century growing professionalism  formulate & implement corporate strategy  improve service & product quality  increase responsiveness to change  build employee engagement

28. 07 Winter472.422 HR as Strategic Partner roles in  formulating strategy environmental scanning competitive intelligence roles in  executing strategy formulate effective HR procedures execute downsizing & restructuring create effective employee-management relationships

29. 07 Winter472.422 Quiz next class ch 1 & 2

30. 07 Winter472.422 Case 1

31. 07 Winter472.422