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Human Resource Management Lecture 1

by: Julie Mendola

Human Resource Management Lecture 1 MIS 34180

Marketplace > Kent State University > MIS 34180 > Human Resource Management Lecture 1
Julie Mendola
GPA 3.134

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About this Document

Covers chapter 1 of HRM class.
Human Resource Management
Mark Whitmore
Class Notes
HRM, Human, Management
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This 5 page Class Notes was uploaded by Julie Mendola on Tuesday September 6, 2016. The Class Notes belongs to MIS 34180 at Kent State University taught by Mark Whitmore in Fall 2016. Since its upload, it has received 4 views.


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Date Created: 09/06/16
Human Resource Management  Salaries are the largest expense in companies o Not found usually in companies that are smaller Introduction Competitiveness- ability to maintain market share  Very high Human Resource Management- policies, practices, and systems that influence employee's behavior, attitudes, and performance Responsibilities of HR Development  Health and safety o Could be under risk management  Benefits o 70% of employees get medical benefit from work (wellness)  Administration duty o Recruiter and record keeping 6 Competencies for HR Profession  Need to know business  Strategy  Good handle on culture o Values  Constantly aware of developing talents 3 competitive challenges influences HRM  Technology o No more tellers in banks just kiosks  Sustainability o Being able to survive later on o Challenging the image  Global o Competing with other companies around the world The Substantiality Challenge Sustainability - the ability of a company to survive and succeed in a dynamic competitive environment o Economic benefits o Social benefits o Environmental benefits Stakeholders- shareholders, the community, customers, and all the other parties that have an interest in seeing that the company succeeds  Sustainability includes the ability to : o Provide a return to shareholders o Provide high-quality products, services and work experiences of employees o Increase value placed on intangible assets and human capital o Social responsibility o Adapt to changing characteristics and expectations of labor force o Address legal and ethical issue o Effectively use new work arrangements  The changing structure of the economy o Companies are spending more money on security since September 11, 2001 Skill demands for jobs are changing   Knowledge is becoming more valuable o Intangible Assets- human capital, customer capital, social capital, and intellectual capital o Knowledge workers- employees who contribute to the company through a specialized body of knowledge  Are in demand because companies need their skills and jobs to keep growing o Empowerment- giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service  Held accountable for products and services  Learning Organization- culture of lifelong learning in which employees are continually trying to learn new things 2 changes in Employment Expectations  o Psychological contract  What an employee expects to contribute and what the company will provide to the employee for these contributions o Alternative work arrangements  Independent contractors, on-call workers, temporary workers, and contract company workers, in the new economy a new type of psychological contract is emerging The Balanced Scorecard Balanced Scorecard- gives managers the opportunity to look at the company form perspective of internal and external customers, employees and shareholders  The balanced scorecard should be used to o Link human resource management activities to the company's business strategy o Evaluate the extent to which the human resource function is helping the company's meet it's strategic objectives  Measures of human resource practices primarily relate productivity, people, and processes Customer Service and Quality  Total Quality Management- a company-wide effort to continuously improve the ways peoples, machines, and systems accomplish work  Core values of TQM include o Methods and processes are designed to meet internal and external customers' needs o All employees receive training in quality o Promotion of cooperation with vendors, suppliers, and customers o Management gives feedback on progress Customer Service and Quality Emphasis Malcom Baldrige National Quality Award- established in 1987 to promote quality awareness, to recognize quality achievements, and to publicize successful quality strategies o Highest level of national recognition for quality that a U.S. company can receive o Must complete detailed application to become eligible ISO 9000:2000- quality standards adopted worldwide Six Sigma Process- system of measuring, analyzing, improving, and controlling processes once they meet quality standards o Create a total business focus on serving the customer Lean Thinking- a way to do more with less effort, time, equipment, and space but still provide the customers with what they need and want o Training workers in a new skills or how to apply old skills in new ways so they can quickly take over new responsibilities or use new skills to help fill customer orders Managing a Diverse Workforce  To successfully manage a diverse workforce managers must develop a new set of skills including o Communicate, coach and develop employees from a variety of backgrounds o Provide performance feedback that is based on objective outcomes o Recognizing and responding to generational issues  Diversity is important for tapping all employees' creative, cultural, and communication skills and using those skills to provide competitive advantage o Create a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative Legal and Ethical Issues  5 areas of the legal environment that have influenced HRM over the past 25 years o Equal employment opportunity legislation o Employee safety and health o Employee pay and benefits o Employee privacy o Job security  Women and minorities still face the "glass ceiling"  Sarbanes-Oxley Act of 2002- strict rules for corporate behavior and sets heavy fines for noncompliance, especially in regards to accounting practices o Imposes criminal penalties o Directly affects the employer-employee relationship  Lilly Ledbetter Act  Ethics- the fundamental principles which employees and companies interact  Ethical HR practices: o HRM practices must result in the greatest good for the largest number of people o Employment practices must respect basic human rights of privacy, due process, consent and free speech o Managers must treat employees and customers equitably and fairly  Ethical principles should be considered in making business decisions and interacting with clients and customers 4 Principles of Ethical Companies  Ethical, successful companies can be characterized by four principles 1. Relationships with customers, vendors, and clients, these companies emphasize mutual benefits 2. Employees assume responsibility for the actions of the company 3. Companies have a sense of purpose or vision the employees value and use in their day-today work 4. Emphasize fairness; another person's interest count as much as their own The Global Challenge  To survive companies must compete in the international markets  Be prepared to deal with the global economy  Offshoring- the exporting of jobs from developed countries to less developed countries o Lower labor costs o the availability of skilled workforce  Onshoring- exporting jobs to rural parts of the United States The Technology Challenge  Technology has reshaped the way we play, plan our lives, and where we work o The overall impact of the internet  The internet has created a new business model - e-commerce, conducting business transactions and relationships electronically  Advances in technology have: o Changed how and where we work o Resulted in high-performance work systems  High performance work systems- maximize the fit between the company's social system and technical system increased the use of teams to improve customer service and product quality o Changed skill requirements o Increased working partnerships o Led to changes in company structure and reporting relationships  Technology is pushing the boundaries of artificial intelligence, speech synthesis, wireless communications, and networked virtual reality  Advances in technology have increased: o Increased the use and availability of Human Resource Information Systems  Human Resource Information Systems-used to acquire, store, manipulate, analyze, retrieve, and distribute HR information o Increased the use and availability of e-HRM  e-HRM the processing and transmission of digitalized information used in HRM o Increased the competitiveness in high performance work systems


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