Chapter 12 – Human Resource Management – Learning Objectives. Importance of strategic HRM Environmental considerations HRM process - 8 steps Current HRM Issues. HRM: Traditional vs. Strategic.
In the century ahead, “skilled people become the only sustainable competitive advantage” (Lester Thurow – MIT Economist)
The traditional factors of production (land, labor, capital), have become secondary. Knowledge is the only meaningful resource today. (Peter Drucker – Management guru, Claremont)
“The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels of the organization” (Peter Senge - MIT)
“Empowerment is no longer a nice thing to do, some new-fangled notion. It is a business imperative.” (Murli Thirumale - HP)
Best companies to work for in California (according to Fortune 2004 list)
Human Resource Management Process
PLEASE ANSWER QUESTIONS 2 & 3
The Position of Manager of University Cash Services: Under general supervision, the Manager of University Cash Services (UCS) is responsible for management of all cash receipt functions for the entire campus including the General Fund, Extended Learning, Parking, Housing, Lottery and Trust Accounts, disbursement of payroll, student refunds, and financial aid payments. Ensures integrity and accuracy of all cash transactions; maintains and/or develops internal accounting and operating controls to safeguard cash assets of the university; reviews existing internal controls to ensure effectiveness; identifies and corrects quality control issues to reduce risk of error; monitors and/or establishes business practices and procedures to maintain or improve customer service; establishes accountability, evaluates performance, and measures progress; interprets university and CSU policies and state and federal regulations for compliance purposes; plans and organizes utilization of resources in response to changes in volume; acts as liaison to other departments to identify and resolve common problems and issues; provides financial and statistical reports as necessary; and participates as a member of various committees and teams as they may affect changes in workload or functional requirements of UCS.
Qualifications: Equivalent to a Bachelor’s Degree from an accredited college or university with an emphasis in business administration, accounting, finance, or related field. Minimum seven years fiscal service experience including four years operational management experience in a high volume, fast-paced organization. Demonstrated experience in the use of computerized accounting and information systems for financial analysis, reconciliations, and reporting. Experience in higher education, specifically in fiscal management preferred. Comprehensive knowledge of: accounting standards, practices, and procedures with demonstrated experience in development and implementation of internal accounting and operating controls. Ability to: work with and respond to a diverse customer base in a professional and flexible manner; organize and coordinate a multifunctional organization; meet deadlines; address growing needs and concerns of a large university; and analyze data, interpret policies, procedures, and regulations, and identify solution alternatives. Must possess a collaborative management style; the ability to establish and maintain effective working relationships with staff and management within and outside the department; and be skilled at team building and creating a positive and productive working environment.
PLEASE ANSWER QUESTIONS 4 & 5
FiringPermanent involuntary termination
LayoffsTemporary involuntary termination; may last
only a few days or extend to years
AttritionNot filling openings created by voluntary
resignations or normal retirements
TransfersMoving employees either laterally or down-
ward; usually does not reduce costs but can
reduce intraorganizational supply-demand
Reduced workweeksHaving employees work fewer hours per
week, share jobs, or perform their jobs on
a part-time basis
Early retirementsProviding incentives to older and more
senior employees for retiring before their
normal retirement date
Job sharing Employees share one full-time position
Selection Decision Outcomes
Later Job Performance
PLEASE ANSWER QUESTION 6
PLEASE ANSWER QUESTION 7
What’s your birth date? or How old are you?
What’s your marital status? or Do you plan to have a family?
What’s your native language?
Have you ever been arrested?
Are you over 18?
Would you relocate?
Are you authorized to work in the United States?
Have you ever been convicted of [fill in the blank]?—The crime must be reasonably related to the performance of the job.
Reduce initial anxiety
Familiarize new employees with job, work unit, organization
Facilitate outsider-insider transition
Cover org’s objectives, history, etc.
Clarify how job contributes to goals
Cover policies (hours, pay, overtime, benefits)
PLEASE ANSWER QUESTION 8
PLEASE ANSWER QUESTION 9
PLEASE ANSWER QUESTION 10
In the Past
Select your first job judiciously
Do good work
Present the right image
Learn the power structure
Gain control of organizational resources
Don’t stay too long
Find a mentor
Support your boss
Continue upgrading your skills
Develop a network
Step 7 - Performance Appraisal - Methods
PLEASE ANSWER QUESTION 11
Factors that Influence Compensation
and Benefits Packages