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HRM B8204: Present and Emerging Human Resource Management Challenges

Agenda. Case selectionPresent and emerging HR challengesDiscussion based on Chapter 1 of textReadingsRynes, Brown,

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HRM B8204: Present and Emerging Human Resource Management Challenges

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    1. HRM B8204: Present and Emerging Human Resource Management Challenges Thursday January 12th, 2006

    2. Agenda Case selection Present and emerging HR challenges Discussion based on Chapter 1 of text Readings Rynes, Brown, & Colbert (2002) Hammonds (2005)

    3. Cases Golden Thread Company A Dozen First Impressions The Trials and Tribulations of Performance Appraisal at Ford Learning Technologies in the Workplace – SaskTel Career Change – Setting a Different Course Smith Rubber

    4. HRM Human resource management (HRM) is defined as the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance

    5. HR and Company Performance HRM has traditionally been viewed as a expense, rather than a source of value to the organization Human capital An organization’s employees described in terms of characteristics that add economic value e.g. training, experience, insight, etc. Human resources: Valuable Rare Cannot be imitated Have no good substitutes

    6. Impact of Human Resource Management

    7. Managerial Perspective

    8. Goals of HRM

    9. HRM Strategy Must be responsive & overcome challenges Linked to business plans Developed & used by line and HR managers Focused on quality, service, productivity, employee involvement, teamwork, and workforce flexibility Manner in which HR responsibilities of a management job are conducted are key to effectiveness

    10. HRM Strategy Most HRM programs, policies, and practices are adopted, developed, maintained, and improved in deference to research in HRM Usually because someone else is using it! Sound measurement is key to effective management - HRM managers should be able to evaluate their programs and alternatives Some would argue that HRM practitioners need to pay more attention to academic research

    11. Discrepancies Between Research & Practice from Bernardin (2002), Academy of Management Academic Realistic job previews reduce turnover Graphology is invalid – don’t use! Do not use traits on rating forms Train raters Practice Less than 20% of companies use RJP in high turnover jobs Graphology is on the rise in US 75% still use traits on rating forms Less than 30% do

    12. Practitioner vs. Academic Disconnect is related to different expectations: Creation of theoretical versus pragmatic knowledge Use of data-supported versus logic-driven information Use of the scientific method versus case studies Prestige of academic-oriented versus practitioner-oriented journals The pressures of academic tenure versus the need for organizational effectiveness

    13. Rynes, Brown, & Colbert (2002). Seven common misconceptions about human resource practices: Research findings versus practitioner beliefs. Academy of Management Executive Misconceptions Conscientiousness/Intelligence and Employee Performance Screening for Values vs. Intelligence Integrity Tests & Lying Integrity Tests & Racial Minorities Participating in Decision Making vs. Setting Performance Goals Training for Performance Appraisal Importance of Pay Are these valid misconceptions? Do they exist in practice? Explain the misconception vs. what research shows. Is it surprising? Briefly explain the recommendations regarding how the research findings can be implemented. Do you agree with these?

    14. The Challenges of Human Resource Management Competitive advantage belongs to companies that know how to attract, select, deploy, and develop talent. Competitive Advantage Through People While people have always been central to organization, today they have taken on an even more central role in building a firm’s competitive advantage (e.g., in knowledge-based industries such as software and information services, success increasingly depends on “people-embodied know-how.”) Nearly 80% of executives said the importance of HRM in their firms has grown substantially over the past ten years, and two-thirds said that HR expenditures are now viewed as a strategic investment rather than simply a cost to be minimized.

    15. Key HR Challenges Organizations that meet these challenges are likely to outperform those that do not Environment Organization Individual

    16. Environmental Challenges Rapid Change Labour Force Aging Work Force Work Force Diversity Globalization Legislation Evolving Work & Family Roles Increasing Importance of the Service Sector

    17. Age Distribution of Canadian Population, 2006 & 2016

    18. Organizational Challenges Competitive position Decentralization Downsizing Organizational Restructuring Self-Managed Work Teams The Growth of Small Business Organizational Culture Technology Unions Quality

    19. Individual Challenges

    20. Hammonds (2005). Why we hate HR. Fast Company, 97, 40-47. Have HR organizations really “ghettoized themselves…to the brink of obsolescence”? Is HR really unsuited for “raising the reputational and intellectual capital of the company”? Do you buy the arguments put forth?

    21. For Next Class… Strategic Importance of HRM Chapter 3 of text Readings on reserve/electronically Pfeffer & Veiga (1999) Hammonds (2005)

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