FSU MAN 4301 - Chapter 1 – Managing Human Resources

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High performance work system: An organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment.Human capital: an organization’s employees described in terms of their:trainingexperiencejudgmentintelligencerelationshipsinsightHuman resource management: The policies, practices, and systems that influence employees:behaviorattitudesperformanceAt companies with effective HR employees and customers tend to be more satisfied.The companies tend to:be more innovativehave greater productivitydevelop a more favorable reputation in the communityHuman resources have the necessary qualities to help give organizations this advantage:Human resources are valuable.Human resources with needed skills and knowledge are sometimes rare.Human resources cannot be imitated.Human resources have no good substitutes.Performance Management – The process of ensuring that employees’ activities and outputs match the organization’s goals.The HR department may be responsible for developing or obtaining questionnaires and other devices for measuring performance.Non-HR managers must be familiar with the basics of HRM and their own role with regard to managing human resources.The concept of “human resource management” implies that employees are resources of the employer. A type of resource is human capital.Human Capital – an organization’s employees described in terms of their, training, experience, judgment, intelligence, relationships and insight.Knowledge workers: Employees whose contribution to the organization is specialized knowledge, such as, knowledge of customers, knowledge of a process and knowledge of a profession.Off-shoring: Moving operations from the country where a company is headquartered to a country where pay rates are lower but the necessary skills are available.Change in the Employment RelationshipThe employment relationship takes the form of a “psychological contract” that describes what employees and employers expect from the employment relationship.In the traditional version, organizations expected employees to contribute time, effort, skills, abilities, and loyalty in exchange for job security and opportunities for promotion.Today, organizations’ needs are constantly changing.Today, organizations are requiring top performance and longer work hours but can’t provide job security.Instead, employees are looking for:flexible work schedulescomfortable working conditionsgreater autonomyopportunities for training and developmentperformance-related financial incentivesOrganizations seek flexibility in staffing levels through alternatives to the traditional employment relationship:outsourcing, temporary, and contract workersflexible work schedules – including shortened work weeksallowing employees to adjust work hours to meet personal and family needsmoving employees to different jobs to meet changes in demandOutsourcing – the practice of having another company (a vendor, third-party provider, or consultant) provide services.Outsourcing gives the company access to in-depth expertise and is often more economical as well.HR departments help with a transition to outsourcing.Job analysis: The process of getting detailed information about jobs; gathering the information you need to design jobsJob design: the process of defining how work will be performed and what tasks will be required in a given job.Job analysis is so important to HR managers that it has been called the building block of all HRM functions.Information that supports hiring decisions, performance review, and compensationAlmost every HRM program requires some type of information determined by job analysis: Work redesign, Human resource planning, Selection, Training, Performance appraisal, Career planning, Job evaluationInformation for analyzing an existing job comes from incumbents, their supervisors, and outside sites such as the U.S. Department of LaborJobs are more motivating if they have greater skill variety, task identity, task significance, autonomy, and feedback.Ways to create such jobs include:Job EnlargementJob RotationJob EnrichmentSelf-managing work teams offer greater skill variety and task identityFlexible work schedules and telework offer greater autonomyHR forecasting: Attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.Transitional matrix: A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period. It answers two questions:“Where did people in each job category go?”“Where did people now in each job category come from?Based on the forecasts for labor demand and supply, organization can determine whether there will be a shortage or surplus of labor for each job category.Based on the forecasts for labor demand and supply, organization can determine whether there will be a shortage or surplus of labor for each job category.A public accounting firm of 250 employees realizes they have a surplus of 15 support personnel (not auditors). What should they do?Wait for attrition and implement a hiring freeze for those positionsTo reduce a surplus, downsizing, pay reductions, and demotions deliver fast results but at a high cost in human suffering that may hurt surviving employees’ motivation and future recruiting.To avoid a labor shortage, requiring overtime is the easiest and fastest strategy.Chapter 1 – Managing Human ResourcesHigh performance work system: An organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment.Human capital: an organization’s employees described in terms of their:- training- experience- judgment- intelligence- relationships- insightHuman resource management: The policies, practices, and systems that influence employees:- behavior- attitudes- performanceAt companies with effective HR employees and customers tend to be more satisfied.The companies tend to:- be more innovative- have greater productivity- develop a more favorable reputation in the communitySustainable competitive advantage: is better than competitors at something, and can hold that advantage over a sustained period of timeExplain how HRM contributes to an organization’s performance:Human resources


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