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Today’s Agenda Introductions and teaching style Establish a common framework Course outline Introductory lecture . Economics 244Y Human Resource Management. The Required textbook for this course is :. Luis R. Gomez-Mejia / Managing Human Resources, Third Canadian Edition

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Economics 244Y Human Resource Management


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    1. Today’s Agenda Introductions and teaching style Establish a common framework Course outline Introductory lecture Economics 244YHuman Resource Management

    2. The Required textbook for this course is: • Luis R. Gomez-Mejia/ Managing Human Resources, Third Canadian Edition • Course: ECO244 • Professor Scott Walsworth

    3. WEEK 1 Fundamentals of Human Resources Management in Canada Chapter One Meeting Present and Emerging Human Resource Challenges 1 © 2004 S. Walsworth 1-3

    4. Introduction to HRM HRM is activities, policies and practices to  obtain and develop employees  utilize, evaluate and maintain employees  accomplish organizational objectives

    5. Introduction to HRM • Goals of HRM (1 of 3) • maximize employee contributions • optimize productivity and effectiveness • attain both individual and societal objectives

    6. Introduction to HRM • Goals of HRM (2 of 3) • create a positive climate • maintain performance standards • ensure harmonious working relationship • ensure safe and healthy work environment

    7. Introduction to HRM • Goals of HRM (3 of 3) • develop programs to meet employee needs • retain productive employees • ensure compliance with employment legislation

    8. HR Management Responsibilities • formulating policies and procedures • offering advice • providing services • monitoring to ensure compliance • serving as consultant and change agent

    9. HR in a Medium-Sized Organization

    10. HR in a Large Manufacturing Firm

    11. Internal Environmental Influences • Organizational Culture • core values, beliefs and assumptions • shared by members of an organization • Organizational Climate • prevailing atmosphere • its impact on employees

    12. Internal Environmental Influences • Bureaucratic Culture • pyramid-shaped organization • characterized by a hierarchical structure and • many levels of management • Empowerment • providing workers with the skills and authority • to make decisions that would traditionally be • made by managers

    13. Internal Environmental Influences • Boundaryless Organization Structure • relationships formed with customers, suppliers, • and/or competitors (typically joint ventures) • pools resources for mutual benefit • encourages cooperation in an uncertain • environment

    14. Labour Force External Environmental Influences Labour force is the individuals who are employed and those actively seeking work

    15. Labour Market Conditions External Environmental Influences • Labour market is the geographic area where: • organizations recruit employees • individuals seek employment

    16. Economic Environment External Environmental Influences Productivity = Outputs (goods and services) Inputs (people, capital, energy, materials)

    17. Labour Unions External Environmental Influences • an officially recognized association of • employees, practicing a similar trade or • employed in the same company or industry, • who have joined together to present a united • front and collective voice in dealing with • management

    18. Work Force Diversity (1 of 3) External Environmental Influences • Population growth • impact of immigration • Age • baby boomers, Generation X • Educational level • differences in literacy levels

    19. Work Force Diversity (2 of 3) External Environmental Influences • Visible and ethnic minorities • increasing numbers due to immigration • Women • climbing employment rate

    20. Work Force Diversity (3 of 3) External Environmental Influences • Aboriginal peoples • difficulty obtaining and keeping jobs • Persons with disabilities • problems with accessibility continue

    21. Technology (1 of 2) External Environmental Influences • increase in technical and professional jobs • decrease in traditional blue-collar jobs • labour force training has not kept pace • creates anxiety, resentment and alienation

    22. Technology (2 of 2) External Environmental Influences • unions concerned about job displacement • and health hazards • right to privacy and ethical issues • many firms have Human Resources • Information System (HRIS)

    23. Government External Environmental Influences • must stay abreast of new/changing laws • ensure policies and practices comply • with laws • maintain efficiency and effectiveness while • complying

    24. Globalization (1 of 2) External Environmental Influences • tendency of firms to extend business • operations abroad • emergence of one world economy • increased international competition

    25. Globalization (2 of 2) External Environmental Influences • Multinational corporations: • conduct business around the world • seek cheap, skilled or unskilled labour

    26. History of HRM Human Resources Movement Human Relations Movement Scientific Management

    27. History of HRM • Scientific Management • Frederick Taylor • concern for production • emphasis on efficiency • performance-based pay • impersonal, dehumanizing

    28. History of HRM • Human Relations Movement • Hawthorne studies • concern for people • emphasis on communication • treat employees with dignity and respect • oversimplified view of motivation

    29. History of HRM • Human Resources Movement • joint focus on people and productivity • motivation through job design • acknowledges individual differences • employees seen as a competitive • advantage

    30. Growing Professionalism in HRM • self-regulation of performance standards • code of ethics • common body of knowledge, widely • communicated • certification of members

    31. HR Management Challenges in the Twenty-First Century • increased responsiveness • improved service

    32. HR Management Challenges in the Twenty-First Century • helping to build employee commitment • developing and implementing corporate • strategy