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Strategic Implications of a Dynamic HRM Environment

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The Changing World of Technology ... of a larger goal of balancing staff to meet changing needs. Organizations want more flexibility to better respond to change. ... – PowerPoint PPT presentation

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Title: Strategic Implications of a Dynamic HRM Environment


1
Fundamentals of Human Resource Management Eighth
Edition DeCenzo and Robbins
Chapter 1 Strategic Implications of a Dynamic
HRM Environment
2
Introduction
  • The World of Work - continues to change, but at
    an even more rapid pace.
  • HR must understand the implications of
  • globalization
  • technology changes
  • workforce diversity
  • changing skill requirements
  • continuous improvement initiatives
  • the contingent work force
  • decentralized work sites
  • and employee involvement

3
Understanding Cultural Environments
  • Todays business world is truly a global village.
    This term refers to the fact that businesses
    currently operate around the world.

4
Understanding Cultural Environments
  • HRM must ensure that
  • employees can operate in the appropriate language
  • communications are understood by a multilingual
    work force
  • Ensure that workers can operate in cultures that
    differ on variables such as
  • status differentiation
  • societal uncertainty
  • assertiveness
  • individualism
  • HRM also must help multicultural groups work
    together.

5
Understanding Cultural Environments
  • GLOBE Dimensions
  • Assertiveness
  • Future Orientation
  • Gender Differentiation
  • Uncertainty Avoidance
  • Power Distance
  • Individualism/collectivism
  • In-group collectivism
  • Performance orientation
  • Humane orientation

6
Understanding Cultural Environments
  • Cultural Implications for HRM
  • Not all HRM theories and practices are
    universally applicable.
  • HRM must understand varying cultural values.

7
The Changing World of Technology
  • Has altered the way people work.
  • Has changed the way information is created,
    stored, used, and shared.
  • The move from agriculture to industrialization
    created a new group of workers the blue-collar
    industrial worker.
  • Since WWII, the trend has been a reduction in
    manufacturing work and an increase in service
    jobs.

8
The Changing World of Technology
  • Knowledge Worker - individuals whose jobs are
    designed around the acquisition and application
    of information.
  • Why the emphasis on technology
  • makes organizations more productive
  • helps them create and maintain a competitive
    advantage
  • provides better, more useful information

9
The Changing World of Technology
  • How Technology Affects HRM Practices
  • Recruiting
  • Employee Selection
  • Training and Development
  • Ethics and Employee Rights
  • Motivating Knowledge Workers
  • Paying Employees Market Value
  • Communication
  • Decentralized Work Sites
  • Skill Levels
  • Legal Concerns

10
Workforce Diversity
  • The challenge is to make organizations more
    accommodating to diverse groups of people.

11
Workforce Diversity
  • The Workforce Today
  • minorities and women have become the fastest
    growing segments
  • the numbers of immigrant workers and older
    workers are increasing

12
Workforce Diversity
  • How Diversity Affects HRM
  • Need to attract and maintain a diversified work
    force that is reflective of the diversity in the
    general population.
  • Need to foster increased sensitivity to group
    differences.
  • Must deal with the different
  • Values
  • Needs
  • Interests
  • Expectations of employees

13
Workforce Diversity
  • What Is a Work/Life Balance?
  • A balance between personal life and work
  • Causes of the blur between work and life
  • The creation of global organizations means the
    world never sleeps.
  • Communication technologies allow employees to
    work at home.
  • Organizations are asking employees to put in
    longer hours.
  • Fewer families have a single breadwinner.

14
Labor Supply
  • Do We Have a Shortage of Skilled Labor?
  • The combination of the small Gen-X population,
    the already high participation rate of women in
    the workforce, and early retirements will lead to
    a significantly smaller future labor pool from
    which employers can hire.

15
Labor Supply
  • Why Do Organizations Lay Off During Shortages?
  • Downsizing is part of a larger goal of balancing
    staff to meet changing needs.
  • Organizations want more flexibility to better
    respond to change.
  • This is often referred to as rightsizing, linking
    employee needs to organizational strategy.

16
Labor Supply
  • How Do Organizations Balance Labor Supply?
  • Organizations are increasingly using contingent
    workers to respond to fluctuating needs for
    employees.
  • Contingent workers include
  • Part-time workers
  • Temporary workers
  • Contract workers

17
Labor Supply
18
Labor Supply
  • Issues Contingent Workers Create for HRM
  • How to attract quality temporaries
  • How to motivate employees who are receiving less
    pay and benefits
  • How to have them available when needed
  • How to quickly adapt them to the organization
  • How to deal with potential conflicts between core
    and contingent workers

19
Continuous Improvement Programs
  • Continuous improvement - making constant efforts
    to provide better products and service to
    customers
  • External
  • Internal
  • Quality management concepts have existed for over
    50 years and include the pioneering work of W.
    Edwards Deming.

20
Continuous Improvement Programs
  • Key components of continuous improvement are
  • Focus on the customer
  • Concern for continuous improvement
  • Improvement in the quality of everything
  • Accurate measurement
  • Empowerment of employees

21
Continuous Improvement Programs
  • Work Process Engineering involves radical,
    quantum changes to entire work processes.
  • How HRM Assists in Work Process Engineering
  • Helps employees deal with the emotional aspects
    of conflict and change
  • Provides skills training
  • Adapts HR systems, such as compensation,
    benefits, and performance standards.

22
Employee Involvement
  • Delegation having the authority to make
    decisions in ones job
  • Work teams workers of various specializations
    who work together in an organization
  • HRM must provide training to help empower
    employees in their new roles.
  • Involvement programs can achieve
  • greater productivity
  • increased employee loyalty and commitment

23
A Look at Ethics
  • Three views of ethics
  • Utilitarian View decisions are made on the
    basis of their outcomes or consequences
  • Rights View decisions are made with concern for
    respecting and protecting individual liberties
    and privileges
  • Theory of Justice View decisions are make by
    enforcing rules fairly and impartially
  • Code of ethics - a formal document that states an
    organizations primary values and the ethical
    rules it expects organizational members to
    follow.
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