chapter 2 hrm in a dynamic environment copyright © 1999 john wiley & sons canada, ltd. all...

Chapter 2Chapter 2

HRM in a Dynamic Environment

Copyright © 1999 John Wiley & Sons Canada, Ltd. All rights reserved.

HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins

John Wiley & Sons Canada, Ltd

Globalization in HRMGlobalization in HRM

HR can help employees understand cultural environments by teaching them:

• new languages

• new cultures

• new ways to build teams and reduce conflict



Workforce Diversity and HRMWorkforce Diversity and HRM

Workforce Diversity =Workforce Diversity =

The varied personal characteristics that make the workforce heterogeneous.



EnvironmentalEnvironmentalPressuresPressures

• Legislation

• Changing demographics

• Globalization

HRHRResponsesResponses

• Culturally- and family-sensitive benefits packages

• Diversity training



Changing Skill Changing Skill RequirementsRequirements

• Service sector employs 80% of workers

• Many job candidates lack basic skills

• Cost of skill deficiencies



Corporate Downsizing:Corporate Downsizing:The RationaleThe Rationale

Organizations seek greater efficiency by increasing spans of control.



Corporate Downsizing:Corporate Downsizing:Implications for HRMImplications for HRM

• Communicating changes

• Job redesign

• Training

• Working with top management

• Developing outplacement services



Mergers and Acquisitions:Mergers and Acquisitions:Implications for HRMImplications for HRM

• Counsel workers threatened by change or anxious about job security

• Reassign displaced workers

• Integrate employees and HRM from both organizations



Total Quality ManagementTotal Quality Management

• Based on continuous process improvement (ongoing incremental changes)

• Key element is development of clear standards (e.g., ISO 9000)

• HRM can facilitate communications, training, and structural changes



ReengineeringReengineeringWork ProcessesWork Processes

Radical change of more than 70 per cent of work processes

HR’s role:HR’s role:

• Help employees deal with conflict and change

• Provide skills training

• Adapt HR systems



The Contingent WorkforceThe Contingent Workforce

Core employees:Core employees: long-term relationship with organization, performing essential jobs.

Contingent workers:Contingent workers: hired for shorter time periods when specific skills are needed.



Types of Types of Contingent WorkersContingent Workers

Part-time employees:Part-time employees: Work less than forty hours a week.

Temporary employees:Temporary employees: Fixed cost for labour used during specified (peak production) period.

Contract workers:Contract workers: Hired to work on specific projects. Typically highly skilled.



Contingent Workers:Contingent Workers:Implications for HRMImplications for HRM

Requires shift from position-focusedposition-focused HRM to portfolio-focusedportfolio-focused HRM. Focus is on:

• Planning for “virtual” employees

• Recruiting contingent workers

• Helping them adapt to organization

• Dealing with conflict between core and contingent workers



Decentralized Work SitesDecentralized Work Sites

• New technology allows greater flexibility

• Is teleworking a better way to work?• Managing teleworkers is an HRM

challenge



Employee InvolvementEmployee Involvement

• Delegation

• Participative management

• Increased use of work teams

HRM’s role:HRM’s role:

• Communication and training

EmpowermentEmpowerment includes:includes:

chapter 2 hrm in a dynamic environment copyright © 1999 john wiley & sons canada, ltd. all...

Documents