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HUMAN RESOURCE MANAGEMENT
200
UNIVERSITY OF WATERLOO
HUMAN RESOURCE MANAGEMENT
200
UNIVERSITY OF WATERLOO
WELCOME
Introductions Course overview Course expectations Workplace Trends Current HR Challenges
Introductions Course overview Course expectations Workplace Trends Current HR Challenges
Tonight’s Class
Introductions Instructor - Katrina Di Gravio Teaching Assistants
Carolyn Daniels Zhenhua Wang Jeff Spence
HRM 200 Overview of HR in today’s organizations Introduction to the various disciplines of HR HR function – very important role in organizations We will all need to deal with people issues We will all be involved in an organization
Introductions Instructor - Katrina Di Gravio Teaching Assistants
Carolyn Daniels Zhenhua Wang Jeff Spence
HRM 200 Overview of HR in today’s organizations Introduction to the various disciplines of HR HR function – very important role in organizations We will all need to deal with people issues We will all be involved in an organization
Introductions
Text:Human Resources Management in Canada (Canadian Tenth Edition)
Gary Dessler, Nina D. Cole
Pearson Prentice Hall Publishing
Course Web Page: uwace.uwaterloo.ca
Course Outline: on the uwace.uwaterloo.ca page under Resources
Course Times: Wednesday evening 7:00 p.m. – 9:50 p.m.
Text:Human Resources Management in Canada (Canadian Tenth Edition)
Gary Dessler, Nina D. Cole
Pearson Prentice Hall Publishing
Course Web Page: uwace.uwaterloo.ca
Course Outline: on the uwace.uwaterloo.ca page under Resources
Course Times: Wednesday evening 7:00 p.m. – 9:50 p.m.
Outline continue . . .
Large Class – Participation is extremely important
Attendance – important Lectures will follow the chapters in terms of
order Exams based on text content and total lecture
including videos and articles Lectures reflect text content, research and
practice and personal opinion of Lecturer
Large Class – Participation is extremely important
Attendance – important Lectures will follow the chapters in terms of
order Exams based on text content and total lecture
including videos and articles Lectures reflect text content, research and
practice and personal opinion of Lecturer
The Class
In class test 30% of final mark Two in-class team assignments 15%
each, 30% of final mark Final exam (during exam schedule) 40%
of final mark Test and final exam will include, m/c, true
and false, fill in the blank and short answer.
In class test 30% of final mark Two in-class team assignments 15%
each, 30% of final mark Final exam (during exam schedule) 40%
of final mark Test and final exam will include, m/c, true
and false, fill in the blank and short answer.
Appraising Student Performance
Refer to course outline (posted on UWACE)
Review important dates
May 26- In-Class Team Assignment #1
June 9 - Midterm Test – Chapters 1-9
July 14- In-Class Team Assignment #2
Final Exam will occur during exam schedule (cumulative of full course)
Refer to course outline (posted on UWACE)
Review important dates
May 26- In-Class Team Assignment #1
June 9 - Midterm Test – Chapters 1-9
July 14- In-Class Team Assignment #2
Final Exam will occur during exam schedule (cumulative of full course)
HRM 200 Timetable
Students interested in employment in the field of Human Resources may wish to pursue one of the Human Resources Management Academic Plans at Waterloo, as well as the Certified Human Resource Professional (CHRP) designation offered by the Canadian Council of Human Resources Associations (http://www.hrpao.org/HRPAO/Certification/AboutCertification/)
Further information regarding course and average requirements for the various HRM plans, as well as program application information and procedures are available on the HRM website: http://www.psychology.uwaterloo.ca/hrm/index.html.
Students interested in employment in the field of Human Resources may wish to pursue one of the Human Resources Management Academic Plans at Waterloo, as well as the Certified Human Resource Professional (CHRP) designation offered by the Canadian Council of Human Resources Associations (http://www.hrpao.org/HRPAO/Certification/AboutCertification/)
Further information regarding course and average requirements for the various HRM plans, as well as program application information and procedures are available on the HRM website: http://www.psychology.uwaterloo.ca/hrm/index.html.
Considering a HR Career
Spring Timetable – HRM 200
Copyright © 2008 Pearson Education Canada 1-9
May 5 Course Introduction
1) The Strategic Role of Human Resources Management
May 12 2) The Changing Legal Emphasis: From Compliance to Valuing Diversity
3) Human Resource Management and Technology
May 19 4) Designing and Analyzing Jobs
5) Human Resources Planning
May 26 6) Recruitment
7) Selection
In-Class Team Assignment #1 (15 marks)
June 2 8) Orientation & Training
9) Career Development
June 9 In-Class TEST (30 marks)
May 5 Course Introduction
1) The Strategic Role of Human Resources Management
May 12 2) The Changing Legal Emphasis: From Compliance to Valuing Diversity
3) Human Resource Management and Technology
May 19 4) Designing and Analyzing Jobs
5) Human Resources Planning
May 26 6) Recruitment
7) Selection
In-Class Team Assignment #1 (15 marks)
June 2 8) Orientation & Training
9) Career Development
June 9 In-Class TEST (30 marks)
Copyright © 2008 Pearson Education Canada 1-10
June 16 10) Performance Appraisal: The Key to Effective Performance Management
June 23 11) Establishing Strategic Pay Plans
12) Pay for Performance and Financial Incentives
June 30th 13) Employee Benefits and Services
14) Occupational Health and Health
July 7th 15) Fair Treatment: The Foundation of Effective Employee Relations
July 14 16) Labour Relations
In-Class Team Assignment #2 (15 marks)
July 21 17) Managing Human Resources In a Global Business
Plus Overall Course Questions & Answers
June 16 10) Performance Appraisal: The Key to Effective Performance Management
June 23 11) Establishing Strategic Pay Plans
12) Pay for Performance and Financial Incentives
June 30th 13) Employee Benefits and Services
14) Occupational Health and Health
July 7th 15) Fair Treatment: The Foundation of Effective Employee Relations
July 14 16) Labour Relations
In-Class Team Assignment #2 (15 marks)
July 21 17) Managing Human Resources In a Global Business
Plus Overall Course Questions & Answers
What are you hoping to learn?
What are you hoping to get out of this course?
What are you hoping to learn?
What are you hoping to get out of this course?
Expectations
1. Work/life conflict2. Increase in stress related illnesses/stressors3. Workplace environment (loyalty, change, toxic people,
unrealistic demands, lack of control, lack of career satisfaction)
4. Increase workplace conflict (gossip, violence, toxic) 5. New generation of workers6. Technology7. Government policies8. Leadership
1. Work/life conflict2. Increase in stress related illnesses/stressors3. Workplace environment (loyalty, change, toxic people,
unrealistic demands, lack of control, lack of career satisfaction)
4. Increase workplace conflict (gossip, violence, toxic) 5. New generation of workers6. Technology7. Government policies8. Leadership
Workplace Trends
1) Search for Talent:
Knowledge/commitment
VS
Skills/Abilities
1) Search for Talent:
Knowledge/commitment
VS
Skills/Abilities
Current HR Challenges
2) Policy Overload
When is enough . . . Enough? Trying to change undesirable behaviours
by creating policies Easy to hide behind policies
2) Policy Overload
When is enough . . . Enough? Trying to change undesirable behaviours
by creating policies Easy to hide behind policies
HR Challenges . . . Continue
3) Leadership Development
4) Stress
5) Understanding your workforce
- paradigm shift
- no more assumptions, generalizations
6) Are staff # 1 – do organizations really make staff a priority
3) Leadership Development
4) Stress
5) Understanding your workforce
- paradigm shift
- no more assumptions, generalizations
6) Are staff # 1 – do organizations really make staff a priority
HR Challenges . . . Continue
Strong CULTUREPositive ATTITUDEPARTNERSHIP(S) within
Hr Needs To Be:
Reliable InnovativeResponsive Have economic valueUnderstanding Have integrityKnowledgeable Tangible
Strong CULTUREPositive ATTITUDEPARTNERSHIP(S) within
Hr Needs To Be:
Reliable InnovativeResponsive Have economic valueUnderstanding Have integrityKnowledgeable Tangible
Successful Businesses Share:
Questions
Copyright © 2008 Pearson Education Canada
Dessler & Cole
Human Resources Management in Canada Canadian Tenth Edition
The Strategic Role of Human Resources Management
Copyright © 2008 Pearson Education Canada 1-19
Introduction to HRM
Human Resources Management (HRM) managing people in organizations to
produce the workforce competencies and behaviours required to achieve the operation’s strategic goals
managing human capital: knowledge, education, training, skills, expertise
Human Resources Management (HRM) managing people in organizations to
produce the workforce competencies and behaviours required to achieve the operation’s strategic goals
managing human capital: knowledge, education, training, skills, expertise
Copyright © 2008 Pearson Education Canada 1-20
Measuring the Value of HRM
Effective HR practices are related to better organizational performance
Balanced scorecard measurement system translates organizational strategy into a comprehensive set of performance measures
Human Capital Index based on recruiting excellence clear rewards and accountability collegial and flexible workplaces communications integrity prudent use of resources
Effective HR practices are related to better organizational performance
Balanced scorecard measurement system translates organizational strategy into a comprehensive set of performance measures
Human Capital Index based on recruiting excellence clear rewards and accountability collegial and flexible workplaces communications integrity prudent use of resources
Copyright © 2008 Pearson Education Canada 1-21
HRM Responsibilities: Operational/Administrative
(may be outsourced) serving as administrative experts and
employee champions managing human capital lifecycle consulting and offering advice formulating policies and procedures providing services
(may be outsourced) serving as administrative experts and
employee champions managing human capital lifecycle consulting and offering advice formulating policies and procedures providing services
Copyright © 2008 Pearson Education Canada 1-22
HRM Responsibilities: Strategic
serving as strategic partners and change agents strategy formulation: environmental scanning strategy execution: leading change, customer
service, lowering labour costs, building employee engagement (emotional and intellectual involvement of employees in their work)
serving as strategic partners and change agents strategy formulation: environmental scanning strategy execution: leading change, customer
service, lowering labour costs, building employee engagement (emotional and intellectual involvement of employees in their work)
Copyright © 2008 Pearson Education Canada 1-23
Copyright © 2008 Pearson Education Canada 1-24
Internal Environmental Influences
Organizational Culture core values, beliefs and assumptions shared by members of an organization
Organizational Climate prevailing atmosphere its impact on employees
Management Practices empowerment boundaryless organizations
Organizational Culture core values, beliefs and assumptions shared by members of an organization
Organizational Climate prevailing atmosphere its impact on employees
Management Practices empowerment boundaryless organizations
Copyright © 2008 Pearson Education Canada 1-25
External Environmental Influences: Economic Conditions
unemployment levels productivity levels growth of the service sector
unemployment levels productivity levels growth of the service sector
Copyright © 2008 Pearson Education Canada 1-26
External Environmental Influences: Labour Market Issues
labour union movement use of contingent and part-time employees
for non-standard jobs
labour union movement use of contingent and part-time employees
for non-standard jobs
Copyright © 2008 Pearson Education Canada 1-27
External Environmental Influences: Demographic Trends
population growth (impact of immigration) age (baby boomers, Sandwich Generation,
Generation X, Generation Y) educational level (differences in literacy levels) increasing workforce diversity: visible and ethnic
minorities, women, aboriginal peoples, persons with disabilities
population growth (impact of immigration) age (baby boomers, Sandwich Generation,
Generation X, Generation Y) educational level (differences in literacy levels) increasing workforce diversity: visible and ethnic
minorities, women, aboriginal peoples, persons with disabilities
Copyright © 2008 Pearson Education Canada 1-28
External Environmental Influences: Technology
increase in technical/professional jobs decrease in traditional blue-collar jobs labour force training has not kept pace concern about job displacement and health
hazards right to privacy and ethical issues
increase in technical/professional jobs decrease in traditional blue-collar jobs labour force training has not kept pace concern about job displacement and health
hazards right to privacy and ethical issues
Copyright © 2008 Pearson Education Canada 1-29
External Environmental Influences: Government
ensure policies and practices comply with new and changing laws covering: human rightspay equity and employment equityoccupational health and safetyemployment standardsgovernment-sponsored benefit plansmultiple jurisdictions across Canada
ensure policies and practices comply with new and changing laws covering: human rightspay equity and employment equityoccupational health and safetyemployment standardsgovernment-sponsored benefit plansmultiple jurisdictions across Canada
Copyright © 2008 Pearson Education Canada 1-30
External Environmental Influences: Globalization
tendency of firms to extend business operations abroad
emergence of one world economy increased international competition multinational corporations:
conduct business around the worldseek cheap, skilled labour
tendency of firms to extend business operations abroad
emergence of one world economy increased international competition multinational corporations:
conduct business around the worldseek cheap, skilled labour
Copyright © 2008 Pearson Education Canada 1-31
History of HRM
Human Resources Movement: Concern for People and Productivity
Human Relations Movement: Concern for People
Scientific Management: Concern for Production
Copyright © 2008 Pearson Education Canada 1-32
Growing Professionalism in HRM
common body of knowledge certification of members (CHRP) self-regulation code of ethics, social responsibility
common body of knowledge certification of members (CHRP) self-regulation code of ethics, social responsibility
Copyright © 2008 Pearson Education Canada 1-33
Copyright © 2008 Pearson Education Canada 1-34
Ethical Dilemma
How much responsibility does a firm have toward employees whose skills will soon become obsolete because of changing technology?
How much responsibility does a firm have toward employees whose skills will soon become obsolete because of changing technology?
Copyright © 2008 Pearson Education Canada 1-35
Application Exercise
To help you see how HR is applied in an every day business I suggest you review the running case: - LearninMotion.com
Page. 22 and consider the questions.
To help you see how HR is applied in an every day business I suggest you review the running case: - LearninMotion.com
Page. 22 and consider the questions.
Copyright © 2008 Pearson Education Canada 1-36
Next Week We Will
Review of Chapter 1 highlights Chapter 2 and Chapter 3
Review of Chapter 1 highlights Chapter 2 and Chapter 3
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