© 2007 pearson education canada 1-1 dessler, cole, goodman, and sutherland in-class edition...

© 2007 Pearson Education Canada 1-1

Dessler, Cole, Goodman, and SutherlandIn-Class Edition

Management of Human ResourcesSecond Canadian Edition

Chapter One

The Strategic Role of Human Resources Management


Human Resources Management

HRM is activities, policies and practices to

obtain and develop employees

utilize, evaluate and maintain employees

accomplish organizational objectives


Strategic Human ResourcesManagement

-linking of Human Resources Management with strategic goals and objectives in order to improve business performance

-linking of Human Resources Management with strategic goals and objectives in order to improve business performance


Introduction to Human Resources Management

–serving as consultant and change agent –offering advice–formulating policies and procedures–providing services–monitoring to ensure compliance(page 2)

–serving as consultant and change agent –offering advice–formulating policies and procedures–providing services–monitoring to ensure compliance(page 2)


Strategic HR

-effective HRM practices add value to the firm (15% of profit)

-shift from perception of HRM as an expense

to an asset

-high-involvement HR even more effective with

complementary workplace culture and climate

-effective HRM practices add value to the firm (15% of profit)

-shift from perception of HRM as an expense

to an asset

-high-involvement HR even more effective with

complementary workplace culture and climate


Strategic HR

• HR shifting from administrative to strategic orientation

• focus on harnessing human capital to achieve strategic goals

• strong HRM drives company performance

• slow to evolve in many Canadian organizations


Concept of Human Capital

-the knowledge, education, training,skills and expertise of a firm’s workers-the knowledge, education, training,skills and expertise of a firm’s workers


Internal Environmental Influences

Organizational Culture

–core values, beliefs and assumptions

shared by members of an organization

Organizational Climate

–prevailing atmosphere

–its impact on employees

Organizational Culture

–core values, beliefs and assumptions

shared by members of an organization

Organizational Climate

–prevailing atmosphere

–its impact on employees


Internal Environmental Influences

Bureaucratic Culture–pyramid-shaped organization, hierarchical

structure and many levels of management

Empowerment–provide workers with skills and authority to

make decisions traditionally made by managers

Boundaryless Organization Structure–relationships formed with customers, suppliers,

and/or competitors (typically joint ventures)

Bureaucratic Culture–pyramid-shaped organization, hierarchical

structure and many levels of management

Empowerment–provide workers with skills and authority to

make decisions traditionally made by managers

Boundaryless Organization Structure–relationships formed with customers, suppliers,

and/or competitors (typically joint ventures)


External Environmental Influences

Labour Force

Labour force is the individuals who are

employed and those actively seeking work

Labour force is the individuals who are

employed and those actively seeking work



Labour Market Issues

Labour market is the geographic area where:

–organizations recruit employees

–individuals seek employment

Labour market is the geographic area where:

–organizations recruit employees

–individuals seek employment



Economic Conditions

Productivity =

Outputs (goods and services)

Inputs (people, capital, energy, materials)

Productivity =

Outputs (goods and services)

Inputs (people, capital, energy, materials)



Labour Unions

–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

–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



Workforce Diversity (1 of 3)

–Population growth

• impact of immigration–Age

• baby boomers, Generation X, Generation Y–Educational level

• differences in literacy levels

–Population growth

• impact of immigration–Age

• baby boomers, Generation X, Generation Y–Educational level

• differences in literacy levels




–Visible and ethnic minorities

• increasing numbers due to immigration

–Women

• climbing employment rate

–Visible and ethnic minorities

• increasing numbers due to immigration

–Women

• climbing employment rate




–Aboriginal peoples

• difficulty obtaining and keeping jobs

–Persons with disabilities

• problems with accessibility continue

–Aboriginal peoples

• difficulty obtaining and keeping jobs

–Persons with disabilities

• problems with accessibility continue


Technology (1 of 2)

–increase in technical and professional jobs

–decrease in traditional blue-collar jobs

–labour force training has not kept pace

–creates anxiety, resentment and alienation

–increase in technical and professional jobs

–decrease in traditional blue-collar jobs

–labour force training has not kept pace

–creates anxiety, resentment and alienation




Technology (2 of 2)

–unions concerned about job displacement

and health hazards–right to privacy and ethical issues–has promoted egalitarianism–many firms have Human Resources

Information System (HRIS)

–unions concerned about job displacement

and health hazards–right to privacy and ethical issues–has promoted egalitarianism–many firms have Human Resources

Information System (HRIS)



Government

–must stay abreast of new/changing laws–ensure policies and practices comply

with laws–maintain efficiency and effectiveness while

complying

–must stay abreast of new/changing laws–ensure policies and practices comply

with laws–maintain efficiency and effectiveness while

complying



Globalization (1 of 2)

–tendency of firms to extend business

operations abroad–emergence of one world economy–increased international competition

–tendency of firms to extend business

operations abroad–emergence of one world economy–increased international competition



Globalization (2 of 2)

Multinational corporations:–conduct business around the world–seek cheap, skilled labour

Multinational corporations:–conduct business around the world–seek cheap, skilled labour


History of HRM

Human Resources Movement

Human Relations Movement

Scientific Management


History of HRM


–Frederick Taylor –concern for production–emphasis on efficiency –performance-based pay–impersonal, dehumanizing


–Frederick Taylor –concern for production–emphasis on efficiency –performance-based pay–impersonal, dehumanizing


History of HRM


–Hawthorne studies –concern for people–emphasis on communication–treat employees with dignity and respect–oversimplified view of motivation


–Hawthorne studies –concern for people–emphasis on communication–treat employees with dignity and respect–oversimplified view of motivation


History of HRM


–joint focus on people and productivity–motivation through job design–acknowledges individual differences–employees seen as a competitive advantage


–joint focus on people and productivity–motivation through job design–acknowledges individual differences–employees seen as a competitive advantage


History of HRM

Phase 3: Human Resources Management

Phase 2: Personnel Management

Phase 1: Personnel Administration

Phase 4: Strategic Human ResourcesPhase 4: Strategic Human Resources

Phases in the Human Resources Movement


Growing Professionalism in HRM

–self-regulation

–code of ethics

–common body of knowledge

–certification of members

–self-regulation

–code of ethics

–common body of knowledge

–certification of members


HR Management Challenges in the Twenty-First Century

-formulate and implement corporate strategy

-improve service and product quality

-increase responsiveness to change

-build employee engagement


Role of HR as a Strategic Partner

Role in Formulating Strategy

–environmental scanning

–competitive intelligence

Role in Executing Strategy

–formulate effective HR procedures

–execute downsizing

and restructuring

–create effective employee-management

relationships

© 2007 pearson education canada 1-1 dessler, cole, goodman, and sutherland in-class edition...

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