Strategic HRM: A North American Perspective Day 1 – Morning Presentation

1. Strategic HRM: A North American PerspectiveDay 1 – Morning Presentation Barry Wright PhD http://spartan.ac.brocku.ca/~bwright/ Or search: Barry Wright home page

2. Course Format • Monday, Tuesday, Wednesday • 9:30 – 12:45 p.m. • 2:00 – 5:15 pm • Format • Lecture, Group Work, Presentation /Discussion • Marks • Case Write-ups (group) 3 @ 10% = 30% • “Company” report (and presentation) 40% • Individual “Insight” Journal 30%

3. Format of Course • Lecture, small group discussion, large group discussion, group work, group presentations Morning Afternoon 9:30 – 10:30 a.m. Lecture 2:00 - 3:00 p.m. 10:30 – 11:00 a.m. Group work 3:00 – 3:30 p.m. 11:00 – 11:30 a.m. Break 3:30 – 4:00 p.m. 11:30 – 12:00 noon Group work 4:00 – 4:30 p.m. 12:00 – 12:30 p.m. Presentations 4:30 – 5:00 p.m. 12:30 – 12:45 p.m. Wrap-up 5:00 – 5:15 p.m.

4. Presentations • Small group work – groups of 5 or 6 – depends on number of students in class • Given a case / problem and question to answer • Typed hand-in (short – 1 or 2 pages) and a possible in-class presentation summarizing your group’s thoughts • Question and Answer following presentations • Marks • A – Outstanding (9-10) • B – Very good (7-8) • C – Acceptable (5-6) • F – Failure (4 or below)

5. Company Report • Your group will choose an organization and do an assessment of their Strategic HRM practices. • Most information can be found on the internet including company annual reports (with a little searching) • Key to the assignment is to critically assess their SHRM practices • Tell me what they are doing by comparing the company specifically to what we are covering in this course. Make recommendations for change (where needed).

6. Company Report (3,000 words) • Introduction – provide and overview of the company • Discuss their SHRM practices • Draw from the Seven practices and Four R’s • Recommendations • Draw from the Seven practices and Four R’s • Conclusion

7. Insight Journal • I want your to personally reflect on the material covered in the course; generally, reflect on one key point from each lecture (four different entries). • For each entry: • discuss one ‘thing’ you found interesting; • relate it to something in your work past to demonstrate your understanding; • then discuss how you will draw from this interesting point to help develop your HR leadership actions in the future. • Length of insight – I would expect at least one-half page per entry but overall you decide how much you will provide.

8. Class Leadership • Please make a “sign” with your name on it – this will allow me to connect you with your class leadership

9. Task: the “HR Story” thus far • Bring me an “up-to-date” on what SHRM courses and experiences you have had so far. • Time – 10 – 15 minutes

10. Course Outline • Monday • Introduction, Past-Present-Future, Seven Practices • Recruitment – selective hiring • CASE: Getting Better Applicants • Tuesday • Retention – employment security, status reduction, comparatively high compensation • CASE: Howe 2 Ski • Rouse – loyalty, commitment – self-managed teams, decentralized decision making, diversity • CASE: Attitude Survey • Wednesday • Redevelop – training and development – at all levels • Group Presentations

11. Janusean Thinking • In ancient Roman religion and mythology, Janus is the god of beginnings and transitions • He looks to the future and the past • Research – deeper you reflect on the past – further you can see into the future

12. North America The Old Paradigm • At the start of the 20th century, the North American economy is relatively self-contained and immune from foreign competition • The employment is full-time, long-term, and relatively stable; the typical workplace is a large firm • The corporation is a stable sovereign organization with a clear division of labor • Everyone abides by the “social contract”

13. The Old Social Contract • Permanence – in the employer-employee relationship, i.e. long-term job security • Entitlements – to a job, a steady pay advancements, and generous benefits • Paternalism – the company is viewed as a ‘family’ by employers and employees • Hierarchy – lines of authority and levels of status are clearly defined; clear division of labor

14. Human Relations • Following the “Hawthorne experiments,” many managers accepted the basic idea that workers responded not only to economic inducements but also to psychological and social influences

15. Quality of Work Life (1950s) • Growing disaffection among workers with unchallenging jobs and heavy-handed management prompted managers to rethink the way work was organized and managed • Recessions, deregulation, and mounting foreign competition brought considerable pressures to bear on managers. Management learned that quality, not only cost, was a key to market success. • New initiatives, such as self-managed work teams, increased the value of people to management, (hence the shift from the term “personnel management” to “HRM”) and opened the door to a new conceptualization of how work is organized and the role of HR specialists

16. TQM, Reengineering, & Globalization (1980s) • Trying to stay competitive, many companies took up Total Quality Management and reengineering. • HR departments became more focused on serving both external and internal customers, lowering costs through process improvements, and facilitating organizational change and organizational learning initiatives

17. Recent Developments • Profit / Customer focus – companies looked to HR departments to take more long-term, profit oriented perspective; HR is a source of competitive advantage • New Technology – new technology allowed outsourcing of many activities and handling many administrative aspects of HR electronically; firms focus more on “core competencies”

18. Recent Developments • Diversity – HR were asked to reconcile the social demand that employment practices be open and inclusive with respect to diverse cultures and lifestyles and the need for high-performing, employees • Globalization – Global trade and global capital mobility increased dramatically in the 21st century; labour force contraction in NA

19. Lessons Learned • Profit calls the tune – profit is the invisible hand that guides and shapes all aspects of company’s HR practices • Strategic – the more that labour issues have the potential for impacting the bottom line, the more that top management will start to look at HR from a strategic perspective • Deregulation – has resulted in declining unionization and wages in industries

20. Lessons Learned • Contingency – HR practices that work well for one company or in one situation may be an embarrassing failure in another (don’t just follow the leader) – it depends on your organization’s strategy (low cost producer vs. differentiator) • Alignment - management must adopt a holistic, systems view of HR and mix and match HR practices so they interact with each other to maximize overall performance • Human Resources are people – every person wants to be treated with respect and fairness

21. A New SHRM Model High Performance Work System Innovative Work Practices High-Engagement Model High-Commitment Model

22. Two Work Systems New Old

23. HRM Reality Implications Employers (The 4 R’s) • Recruiting – Get the best • Retention – Keep them • Rouse - Keep them motivated and empowered • Redeveloping Skills – Keep their skills current

24. Task • Form teams (5 or 6) • Read Pfeffer article (Seven Practices) • Select your Company • Be sure there is lots of information on the company.