CHAPTER 2 Trends in Human Resource Management

1. fundamentals ofHuman Resource Management 3rd editionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 2 Trends in Human Resource Management

2. The Labor Force Internal Labor Force External Labor Market Individuals who are actively seeking employment. The number and kinds of people in the external labor market determine the kinds of human resources available to an organization. • An organization’s workers • Its employees • The people who have contracts to work at the organization • The internal labor force has been drawn from the external labor market.

3. Change in the Labor Force

4. HRM Implications of the Aging Workforce • HR professionals will spend much of their time on concerns related to retirement planning, retraining older workers, and motivating workers whose careers have reached a plateau. • Organizations will struggle with ways to control the rising costs of health care and other benefits. • Many of tomorrow’s managers will supervise employees much older than themselves. • Organizations will have to find ways to attract, retain, and prepare the youth labor force.

5. As more and more of the workforce reaches retirement age, some companies have set up mentoring programs between older and younger workers so that knowledge is not lost but passed on.

6. Figure 2.3: HRM Practices That Support Diversity Management

7. Skill Deficiencies of the Workforce • Today, employers are looking for: • mathematical skills • verbal skills • interpersonal skills • computer skills • The gap between skills needed and skills available has decreased companies ability to compete. • They sometimes lack the capacity to upgrade technology, reorganize work, and empower employees.

8. High-Performance Work Systems • Organizations that have the best possible fit between their: • social system (people and how they interact); and • technical system (equipment and processes). • Key trends occurring in today’s high-performance work systems: • reliance on knowledge workers • the empowerment of employees to make decisions • the use of teamwork

9. Knowledge Workers • Employees whose contribution to the organization is specialized knowledge, such as: • knowledge of customers • knowledge of a process • knowledge of a profession • They are especially needed for jobs in: • health services • business services • social services • engineering • management

10. Top 10 Occupations for Job Growth

11. Employee Empowerment Employee Empowerment Employee Engagement Full involvement in one’s work and commitment to one’s job and company. This is associated with: higher productivity better customer service lower employee turnover • Giving employees responsibility and authority to make decisions regarding al aspects of product development or customer service.

12. Teamwork • The assignment of work to groups of employees with various skills who interact to assemble a product or provide a service. • Work teams often assume many of the activities traditionally reserved for managers: • selecting new team members • scheduling work • coordinating work with customers and other units of the organization

13. Figure 2-4: Strategic Business Issues Affecting HRM

14. Total Quality Management (TQM)

15. TQM Core Values • Methods and processes are designed to meet the needs of internal and external customers. • Every employee in the organization receives training in quality. • Quality is designed into a product or service so that errors are prevented from occurring. • The organization promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs. • Managers measure progress with feedback based on data.

16. Mergers and Acquisitions • HRM should have a significant role in carrying out a merger or acquisition. • Differences between the businesses involved in the deal make conflict inevitable. • Training should include developing conflict resolution skills. • There is a need to sort out differences in the two companies’ practices with regard to compensation, performance appraisal, and other HR systems.

17. Figure 2.5: Number of Employees Laid Off During the 1990’s

18. Reengineering • A complete review of the organization’s critical work processes to make them more efficient and able to deliver higher quality. • Involves reviewing all the processes performed by all the organization’s major functions. • This includes human resources management.

19. Reengineering (continued) • Reengineering affects human resource management in two ways: • The way the HR department itself accomplishes its goals may change dramatically. • The fundamental change throughout the organization requires the HR department to help design and implement change so that all employees will be committed to the success of the reengineered organization.

20. Outsourcing • Outsourcing – 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.

21. Expanding into Global Markets Offshoring The International Labor Pool Hiring at home may may involve selection of employees from other countries. The beginning of the 21st century has seen significant immigration. • Moving operations from the country where a company is headquartered to a country where pay rates are lower but the necessary skills are available.

22. International Assignments • Besides hiring an international workforce, organizations must be prepared to send employees to other countries. • This requires HR expertise in selecting and preparing employees for international assignments. • Employees who take assignments in other countries are called expatriates.

23. Table 2.1:New Technologies Influencing HRM

24. Human Resource Information System (HRIS) • A computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization’s human resources. An HRIS can: • support strategic decision making • help the organization avoid lawsuits • provide data for evaluating programs or policies • support day-to-day HR decisions

25. Electronic Human Resource Management (e-HRM)

26. Table 2.2: Implications of e-HRM for HRM Practices

27. Change in the Employment Relationship

28. The Nature of the Employment Relationship is Changing • The 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.

29. The Nature of the Employment Relationship is Changing (continued) • Today, organizations are requiring top performance and longer work hours but cannot provide job security. • Instead, employees are looking for: • flexible work schedules • comfortable working conditions • greater autonomy • opportunities for training and development • performance-related financial incentives • This requires planning for flexible staffing levels.

30. The Need for Flexibility Affects HRM • Organizations seek flexibility in staffing levels through alternatives to the traditional employment relationship: • outsourcing, temporary, and contract workers • flexible work schedules – including shortened work weeks • allowing employees to adjust work hours to meet personal and family needs • moving employees to different jobs to meet changes in demand