Chapter 2- Emerging Trends in HR

1. culture 2. engagement

1. describes "way things work around here" 2. describes "how people feel about the way things work around here"

internal and external labor force

2 different groups comprising the labor force

1. supply/demand issue 2. legal challenges

2 difficulties with undocumented/illegal immigrants

1. offshoring 2. reshoring

2 popular trends involving the global workforce

1. Electronic Human Resource management (eHRM) 2. sharing of human resource information

2 trends in the technological changes in HRM

1. flexible staffing levels 2. flexible work schedules

2 types of flexibility in HRM

proactive, risk-adversive

2 views: ________ captures idea of "fail fast, fail often"; ____________ captures idea of "the cutting edge is the bleeding edge"

1. selecting new team members 2. scheduling work 3. coordinating work with customers and other units of the organization

3 activities that work teams can assume that are traditionally reserved for managers

1. diversity management 2. undocumented/illegal immigrants 3. general immigration concerns

3 key issues surrounding racially/ethnically diverse workforces

1. humans are unpredictable 2. groups/teams are dynamic 3. "networks of teams"

3 reasons that makes teamwork so messy and complex: 1. humans already are this way but gets multiplied in team setting 2. implies that members, tasks and working patterns are changing 3. multi-team systems abound so must address how individuals manage their own individual team identities and how teams work with other teams

1. reliance on knowledge workers 2. empowerment of employees to make decisions 3. teamwork

3 trends occurring in today's high perfromance work systems

1. downsizing 2. reengineering 3. outsourcing

3 ways HRM can support company's strategy through cost control

1. communication strategies 2. development programs 3. bias-free performance appraisals 4. employee relations

4 HRM practices that support diversity management

1. self-belief 2. meaningfulness 3. autonomy 4. impact

4 dimensions of employee empowerment

1. spend more time on retirement planning, retaining, and motivating workers 2. struggle to control rising costs of health care and benefits 3. managers supervising older employees 4. find ways to prepare/contribute to youth labor force

4 implications of aging workforce on HR

1. demographic upheavals 2. digital revolution 3. increase in rate of change 4. new social contract

4 reasons the design of organizational life is changing

1. mathematical 2. verbal 3. interpersonal 4. computer/internet technologies

4 skills that employers are looking for

1. aging workforce 2. diverse workforce 3. skills deficiencies 4. protean/boundaryless careers

4 trends in the composition of the external labor market

1. new psychological contract 2. flexibility 3. declining union membership 4. organizational advocacy

4 trends leading to changes in employee relationships

1. independent contractors 2. on call workers 3. temporary workers 4. contract workers

4 types of alternative work arrangements

1. health services 2. business services 3. social services 4. engineering 5. management

5 business areas knowledge workers are especially needed in

1. mergers and acquisitions 2. TQM/quality management 3. downsizing (cost control) 4. reengineering (cost control) 5. outsourcing (cost control) 4. international expansion

5 efforts HR professionals engage in to support organization's strategy

1. methods, processes, customers 2. quality 3. errors 4. vendors, suppliers, customers, quality, costs 5. feedback, data

5 implications of TQM 1. _________ and ____________ designed to meet the demands of internal and external _________ 2. every employee receives training in _________- 3. quality is designed into a product or service so that ______________ are prevented from occurring 4. organization promotes cooperation with __________, ______________, and ______________ to improve ________ and hold down ________ 5. managers measure progress with _________ based on ________

1. flexible work schedule 2. comfortable working conditions 3. more control over how they accomplish work 4. training and development opportunities 5. financial incentives 6. employability

6 parts of employees' expectations in psychological contract due to employers' expectation for employees to take more responsibility

1. cohort-based identity 2. age-based identity 3. incumbency-based identity

Generational identity that is: 1. relational processes b/w generations is based on different employee outcomes, organizational socialization experiences 2. relational processes b/w generations is based on different attitudes/values toward work and employment 3. relational processes b/w generations based on different yet interdependent skills, knowledge and decisions associated with a role

1. social system (people and how they interact) 2. technical system (equipment and processes)

HPWS is when organizations have best fit between their: 1. 2.

performance management, training, work design, compensation

HRM practices that are important for ensuring the success of employee empowerment

mergers and acquisitions

HRM should have significant role in carrying out these two events/strategies b/c differences b/w 2 businesses makes conflict inevitable. need to be present to sort out differences

merger and acquisitions

HRM's role during this includes: 1. identifying/resolving differences b/w businesses involved in the deal since conflict is inevitable 2. conducting training that enhances conflict resolution 3. reconciling differences in the two companies' best practices regarding compensation, performance appraisal, and other HR systems

1. customers 2. processes 3. profession

areas of specialized knowledge that knowledge workers possess:

gig economy

arrangement that occurs through assigning work through through web or mobile app. implication on having flexible staffing level

mentorship programs

both informal/organic and formal programs can be effective at fixing generational gaps and ensuring knowledge is not lost

mentorship programs

can help ensure knowledge isn't lost, can promote harmonious relationships across generations

1. silent generation 2. baby boomers 3. generation X 4. millennials

challenge in bringing together 3-4 generations and need to understand each one's values and work habits: which generation: 1. values income and employment security and avoids challenging authority 2. values unexpected rewards, opportunities for learning, and time with management 3. are more pragmatic and cynical and have well-developed self-management skills 4.. are comfortable with the latest technology and want to be noticed, respected and involved.

reengineering

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

human resource information system (HRIS)

computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization's human resources. can help HR departments make decisiosn and avoid lawsuits, suppporting day to day HR decisions

outsourcing

contracting with another organization (vendor, third-party provider, or consultant) to provide services. way to control costs

psychological contract

description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions. not put into words

HR dashboard

display of how the company is performing on specific metrics such as productivity or absenteeism

expatriates

employees assigned to work in another country

knowledge workers

employees whose contribution to the organization is specialized knowledge of customers, processes, profession

downsizing

entails reducing the workforce by cutting out workers who are less valuable. believed to increase stock returns and profitability but research shows opposite. puts implication on HRM to boost morale of employees who are left behind

iGen

generation that has nothing unique about them but there are claims they are becoming less tolerant, less rebellious, less happy and unprepared for adulthood

employee empowerment

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

internal labor force

group of labor force that is within the organization. current employees that were drawn from the external labor market

international assignments

involves sending employees (expatriates) to other countries. must select employees based on ability to understand and respect the cultural and business norms of the host country

skills deficiencies

is the perceived gap between needed and available skills which has decreased companies' ability to compete

flexibility

key to survival in fast-changing environment. being able to change as fast as customer needs and economic conditions change

universities, apprenticeship and training programs

main target where employers find people with the skills they need, and what companies have set up to try to fix skills deficiency issue

alternative work arrangements

methods of staffing other than the traditional hriing of full time employees. part of flexible staffing levels

offshoring

moving operations from the country where a company is headquartered to a country where pay rates are lower but the necessary skills are available

intranet

network that uses internet tools but limits access to authorized users in the organization

organizational design

one of biggest (top) trend in HR that is seeing the rise of teams

leadership

one of biggest trends in HR that implies developing younger versions who can graduate and actually go out and make a change somewhere. leads to organizations partnering with schools and looking for ways to prepare them in-house

high performance work system (HPWS)

organization in which technology, organizational structure, people and processes work together seamlessly to give an organization an advantage in the competitive environment

acquisitions

organizations join forces through one company buying another

mergers

organizations join forces through two companies becoming one

technoservice workers

people who have technical specialty but are good with dealing with customers directly

cloud computing

practice of using a network of remote servers hosted on the Internet to store, manage and process data

reshoring

reestablishing operations back in the country where a company is headquartered due to quality and flexibility concerns

engagement

refers to the level of involvement in one's job and company

TQM

represents a companywide effort to continuously improve the way people, machines and systems accomplish work. provides guidelines for all organization's activities, including HRM

mentoring

shown to be best way to solve organizational issues

competitive advantage

sustaining this requires acquiring and using resources that are valuable, rare, inimitable and non-substitutable

self-service

system in which employees have online access to information about HR issues and go online to enroll themselvs in programs and provide feedback through surveys.

teamwork

the assignment of work to groups of employees with various skills who interact to assemble a product or provide a service.

external labor force

the possible labor that can be drawn from outside of the organization. individuals that are actively seeking employment and ultimately determine the kinds of human resources available

eHRM

the processing and transmission of digitized HR information, especially using computer networking and the Internet

leadership

trend in HR that debates how much to invest in these people b/c of risk of them leaving and going to another organization

declining union membership

trend that has been going on since 1980s due to employees taking responsibility for own careers

protean/boundaryless careers

trend that represents how people move in and out of organizations a lot more commonly/easily than they did before. people move around in order to maximize their income

virtual teams

using this is new trend that enables teamwork even when workers are at different locations or work at different times. rely on communication technologies to achieve

generational differences

what are not actually a real problem, but perception that it is. more about narcissism and age changes

big outcomes

what big bets lead to

flexible work schedules

what employers are striving to provide to protect employees' freetime in an effort to reduce stress and increase flexibility

proactive

what organizations must be in shaping their environment and identifying/creating next strategic advantage. can be harder to convince people to do when things are going well but that is the best time to do so

react

what organizations must do in face of challenges and what is put in our environment. easier to encourage

adapt

what organizations must do to to survive and thrive in context with environment since nature of work and workers is constantly undergoing changes

growing older

what workforce seems to be doing as there has been biggest increase of a certain age group