HRM chapt 2

TQM

is a companywide effort to continuously improve the ways people, machines, and systems accomplish work.

Employees whose contribution to the organization is specialized knowledge, such as:

knowledge of customers knowledge of a process knowledge of a profession

Employers are looking for skills:

mathematical verbal interpersonal computer

Reengineering

A complete review of the organization's critical work processes to make them more efficient and able to deliver higher quality.

Change in the labor force

Aging, Diversity, Skill Deficiencies of the workforce

Internal Labor Force

An organization's workers Its employees The people who have contracts to work at the organization

Mentor Programs

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.

Age Distribution

Baby Boomers will grow the 55 year and older market

HRM Practices That Support Diversity Management

Communication, Development, Performance appraisals, Employee relations

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.

expatriates

Employees who take assignments in other countries

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.

Empowerment

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

Skill Deficiencies of the Workforce

Gap between needed and available skills has decreased companies ability to compete. Sometimes lack the capacity to upgrade technology, reorganize work, and empower employees.

Engagement

Giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.

Background

Improvement in economic wealth Improved productivity Increased disposable income = more time for leisure Easier and cheaper travel = Tourism is the world's fastest growing industry

Social and demographic changes such as:

Increase in the number of older people Reduced number of young people Changing of eating habits

The Changing hospitality industry

Increased demand for Tourism and international travel services Growth in demand for business travel, conferences, exhibitions and short courses

External Labor Market

Individuals who are actively seeking employment.

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.

The development of Personnel management

Until 1960's Personnel management was almost non-existent Started with tasks such as recruitment and training When employment laws was introduced (Employment Act 1964) more PM's appeared Today all large companies have HR/PM specialists and HRM/PM is an important part of the organization Note: 76% of the establishment in the UK employ 10 staff or less = makes HRM limited

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.

They are especially needed for jobs in:

health services business services social services engineering management

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

The TQM approach

provides guidelines for all the organization's activities, including HRM.

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

High performance Organizations that have the best possible fit between their:

social system (people and how they interact); and technical system (equipment and processes).

psychological contract

that describes what employees and employers expect from the employment relationship.