MIE 330 Ch. 1 Notes
MIE 330 Ch. 1 Notes 330
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This 8 page Class Notes was uploaded by Victoria Notetaker on Tuesday April 19, 2016. The Class Notes belongs to 330 at North Carolina State University taught by Paul Mulvey in Fall 2016. Since its upload, it has received 136 views. For similar materials see Human Resource Management in Business Administration at North Carolina State University.
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Date Created: 04/19/16
▯ Chapter 1 Notes (Slideshows, Quiz Practice) ▯ ▯ Slideshow ▯ ▯ Human Resource Management is the policies, practices and systems that influence employee behaviors, attitudes and performance. ▯ HRM practices are important and contribute to many things such as… 1) The satisfaction of Employees and customers. 2) Innovation 3) Productivity 4) Development of a favorable reputation. ▯ * Some Definitions / Roles and Responsibilities Human resource generalist: focuses on a wide range of human resource practices. Human resource specialist: focuses on one or more HR issues (for example, hiring or benefits). Shared service model: refers to a way to organize the HR function that includes centers of expertise and service centers. Self-service: is the process of giving employees control of HR transactions. Outsourcing: refers to the practice of having another company provide services. ▯ Administrative services and transactions: compensation, hiring, staffing. An emphasis is placed on resource efficiency and service quality. ▯ Business partner services: developing effective HR systems and helping implement business plans, talent management. An emphasis is placed on knowing the business and exercising influence—problem solving, designing effective systems to ensure needed competencies. ▯ Strategic services: contributing to business strategy based on considerations of human resources. An emphasis is placed on knowledge of the competition, the market, and business strategies. ▯ ▯ Corporate responsibility refers to businesses’ efforts to act sustainably and/or to consider outcomes relating to a broad variety of stakeholders. 1) Sustainability Surviving and succeeding in a competitive environment. 2) Stakeholders Shareholders, community, customers. 3) Activities that are used to benefit company outcomes. i. Corporate Social Responsibility ii. Creating shared value iii. Triple bottom line ▯ ▯ High-performance work practices: These involve organizing social systems (people) in productive and efficient ways alongside technical systems (written procedures, computer software, etc.). Important high-performance work practices include: 1) Work analysis 2) Systematic selection/hiring 3) Extensive training 4) Pay for performance ▯ Diversity can be a range of different personal backgrounds… Age Race Gender Ethnicity Nationality Cultural values ▯ Managing a Diverse Workforce includes… Communicating effectively Coaching and developing others Providing fair and impartial performance feedback Creating an inclusive work environment ▯ Ethics: Fundamental principles of right and wrong by which employees and companies interact. Ethical principles include: o The emphasis of mutual benefits; o Employees assuming responsibility for company actions; o Meaningful corporate vision for employees; and o Fairness. ▯ ▯ Globalization and Technology are always increasing. U.S. companies must do a better job of preparing employees and their families for international assignments, especially given the current high failure rate. Advances in technology have changed how and where we work, including by: o Requiring new skills of employees o Increasing the frequency and type of communication collaboration, and teamwork (e.g., virtual teams) o Replacing forms of human work with robotics. ▯ Quiz Practice HRM refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance. Evidence-based HR requires the use of HR or workforce analytics. o HR or workforce analytics is the practice of using quantitative methods and scientific methods to analyze data from human resource databases, corporate financial statements, employee surveys, and other data sources to make evidence-based human resource decisions. o Shows the influences to the company’s “bottom line”. Self-service refers to giving employees online access to information about HR issues such as training, benefits, compensation, and contracts. Cultural diversity is very important when it comes to problem solving. o Diversity offers is heterogeneity in decisions and problem-solving groups. This produces better decisions through different perspectives. Three important changes in the demographics and diversity of the workforce are: o 1) The average age of the workforce will increase. o 2) The workforce will become more diverse in terms of gender, race, and generations. o 3) Immigration will affect the size and diversity of the workforce. The Sarbanes-Oxley Act of 2002 o This act sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance. o It imposes criminal penalties for corporate governing and accounting lapses These includeretaliation against whistle- blowers reporting violations of Securities and Exchange Commission rules. The training and development function of an HR department includes orientation, skills training, development programs, and career development. Sustainability is a company's ability to meet its needs without sacrificing the ability of future generations to meet their needs. o Organizations pursuing a sustainable strategy pursue what is called the "triple bottom line". economic, social, and environmental benefits. Employee engagement is the degree to which employees are fully involved in their work and the strength of their commitment to their job and the company. o Employees who are engaged in their work and committed to their company, give companies a competitive advantage. This includes higher productivity, better customer service, and lower turnover. Talent management is the systematic, planned strategic effort by a company to use many human resource management practices. o These include acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers. Performance measures, the preparation and administration of performance appraisals, feedback and coaching, and discipline are performed as part of the performance management function of an HR department. Wage and salary administration, incentive pay, insurance, vacation, retirement plans, profit sharing, health and wellness, and stock plans are part of the compensation and benefits function of an HR department. An HR professional having competency in global and cultural effectiveness is effective at managing human resources both within and across boundaries. o Two of the behaviors that a professional with this competency exhibits are 1) embracing inclusion 2) working effectively with diverse cultures and populations. Corporate culture, management philosophy, management practices, informal networking systems, and coaching/mentoring relationships are examples of social capital. New or emergent business strategies have resulted in changes in the employment relationship. Employees realize that companies cannot provide job security, so they want employability—that is, they want their company to provide training and job experiences to help ensure that employees can find other employment opportunities. o In exchange for top performance and working longer hours without job security, employees want companies to provide flexible work schedules, comfortable working conditions, and more autonomy in accomplishing work. Talent management is the systematic, planned strategic effort by a company to use bundles of human resource management practices, including acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers. A balanced scorecard gives managers an indication of the performance of a company based on the degree to which stakeholder needs are satisfied. o It depicts the company from the perspective of internal and external customers, employees, and shareholders. o The balanced scorecard differs from traditional measures of company performance by emphasizing that the critical indicators chosen are based on the company's business strategy and competitive demands. The median age of the labor force will increase to 42.8 years old, the highest ever by the year 2010. The labor force is expected to increase by 10.5 million in the next decade, reaching 164.4 million in 2020. The creativity argument states that diversity of perspectives and less emphasis on conformity to norms of the past (which characterize the modern approach to management of diversity) should improve the level of creativity. The Sarbanes-Oxley Act of 2002 is a congressional act passed in response to illegal and unethical behavior by managers and executives. o The act sets stricter rules for businesses, especially accounting practices. o It requires more open and consistent disclosure of financial data, CEOs' assurance that the data is completely accurate, and provisions that affect the employee-employer relationship. The employee data and information systems function of an HR department focuses on several responsibilities, including record keeping, HR information systems, workforce analytics, social media, and intranet and Internet access. Outsourcing is the practice of having another company (a vendor, third party, or consultant) provide services. o The major reasons that company executives choose to outsource HR practices include cost savings, increased ability to recruit and manage talent, improved HR service quality, and protection of the company from potential lawsuits by standardizing processes such as selection and recruitment.
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