HR Chpt. 2

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HR Chpt. 2
2012-02-07 19:13:02

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  1. Changes in Labor Force (4)
    • 1)aging workforce
    • 2)diverse workforce
    • 3)skill deficiencies
    • 4)HR/Business Implications
  2. Aging labor force
    • - 55+ expected to increase
    • - 25-54 expected to decrease
    • - 16-24 expected to decrease
  3. Diverse Workforce
    • black expected to stay same
    • asian expected to increase 1%
    • other expected to increase 1%
    • white expected to decrease 2%
  4. HR/Business Implications (3)
    • 1)retirement planning- transition to retirement
    • 2)control the rising costs of health care + other benefits
    • 3)supervising employees much older than themselves
    • -keep an open mind
    • -focus on results
    • -be discrete about your age
    • -offer consulting positions
  5. Business/HR Implications
    • 1)create an organizational culture that values diversity
    • -ensure that HRM systems are bias-free
    • -encourage career development for women + minorities
    • -promote knowledge + acceptance of cultural differences
    • -deal with employees resistance to diversity
    • -ensure involvement in education both within + outside the organization
  6. Skill Deficiencies of the workforce (3)
    • 1) the gap between skills needed and skills available has decreased companies ability to compete
    • 2)They sometimes lack the capacity to upgrade technology, to reorganize work, and empower employees
    • 3)Today employers look for: math, verbal, interpersonal, and computer skills
  7. High-Performance Work Systems
    • -Have the best possible fit between: social system(people and how they interact) + technical system(equipment and processes)
    • -Key Trends: reliance on knowledge workers, the empowerment of employees to make decisions, and the use of teamwork
  8. Knowledge Workers
    • 1)Employees whose contribution to the organization is specialized knowledge, like knowledge of:
    • -customers
    • -process
    • -profession
  9. Managing Knowledge Workers (3)
    • 1)focus on general cognitive skills and interpersonal skills
    • 2)respect knowledge workers power
    • 3)promote and capture the learning at the level of employees, teams, and the overall organization
  10. Employee Empowerment
    Giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service
  11. Employee Engagement
    • Full involvement in ones work and commitment to ones job and company.
    • -This is associated with: -higher productivity
    • -better customer service
    • -lower employee turnover
  12. Teamwork
    the assignment of work to groups of employees with various skills who interact to assemble a product or provide a service
  13. Social loafing
    tendency to withhold effort when performing a group task
  14. Free rider effect
    people lower their effort to get a free ride at the expense of their fellow group members
  15. sucker effect
    people lower their effort because of the feeling that others are free riding
  16. Virutal Teams (3)
    • 1)work groups that use technology to communicate and collaborate across time, space, and organizational boundaries
    • 2)often cross-functional in nature
    • 3)around the clock work, reduced travel time and cost, larger talent pool
  17. Total Quality Mgmt. (TQM)
    • -companywide effort to continuously improve the ways people, machines, and systems accomplish work
    • -approach provides guidelines for all the organizations activities including HRM
  18. Mergers + Acquisitions (2)
    • Conflict Resolution- differences between businesses involved make conflict involves conflict resolution skills
    • Policy Discrepency- need to sort out differences for compensation, performance appraisal, and other HR systems
  19. Reengineering (2)
    • 1)a complete review of the organizations critical work processes to make them more efficient and able to deliver higher quality
    • 2)involves reviewing all the processes performed by all the organizations major functions. (includes HRM)
  20. Outsourcing (2)
    • -the practice of having another company (a vendor, 3rd party provider, or consultant) provide services
    • 1)gives the company access to in-depth expertise and is often more economical as well
    • 2)HR departments help with a transition to this
  21. Global Markets (2)
    • 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
    • International Labor Pool- hiring at home may involve selection of employees from other countries. Beg. of 21st century has seen significant immigration
  22. New 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.
    • Employee Contributions-high performance, longer hours, excellent customer services
    • Employer Input-training, flexibility, work-life balance
  23. Flexibility (2)
    • 1)alternative work arrangement: in dependent contractor
    • -on-call workers
    • -temporary workers
    • -contract company workers
    • 2)flexible work schedule