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BA 453/553
Human Resource Management
Course Outline
Seminar Format Interactive Group work Practical information
Basic Knowledge of fundamental HRM concepts and methods
Initial competency in HR skills & tools for the non- HR Manager
Confidence in initially assuming HR responsibilities as a manager
How to demonstrate knowledge?
25% Class participation 25% First Exam (during wk 4) 25% Second Exam (during wk 9) 25% Research Paper There is NO FINAL
Grading
90+ = A 80+ = B 70+ = C 60+ = D I do not grade on a curve
Communication Triangle
ReceiverFeedback
600 w
ord
s p
er m
inu
te
Sender
150 words per minute
What resources drive a business?
Capital Technology Natural Human
Let’s look at “RESOURCE” in HR
Cognitive intelligence Range of competencies Capacity to work Capacity to sustain work over time Emotional intelligence
Let’s look at “HUMAN” in HR
A live body Morbidity & Mortality Self awareness & insight Capable of thought Capable of feeling Social interaction & function Capable of action/behavior Capable of choice Capable of good & evil
Our perceptions of People Douglas McGregor, The Human Side of
Enterprise (“Theory X” & “Theory Y”) Every managerial act rests on theory Conventional management thinking
focuses on control & notion Influence & persuasion can be equally
effective means of social control Behind every managerial decision
or actions are assumptions about
human nature & behavior
“Theory X” “Theory Y”Exercise
Read the “Manager’s Dilemma Worksheet” Rate the action plans A – T individually Within Groups come to a consensus and
rate the action plans A – T Score your individual rating in Theory “X”
& “Y” orientation
THEORY “X”
The average human has an inherent dislike of work and will avoid if he/she can
Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives
The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all
THEORY “X” continued
The above assumptions reflect a more general assumption about the “mediocrity of the masses”
Essentially, people cannot be trusted to act responsibility and will likely take advantage of situations with few controls to enhance their own self interests (Added by SJM)
THEORY “Y”
The expenditure of physical and mental effort is as natural as play or rest
External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which they are committed
THEORY “Y”Continued
Commitment to objectives is a function of the rewards associated with their achievement
The average human being learns, under proper conditions, not only to accept but to seek responsibility
The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organization problems is widely, not narrowly, distributed in the population
THEORY “Y”continued
Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized
Essentially, most people can be trusted to act responsibly and ethically in balancing personal interests with those of an organization
Theory “Z”William Ouchi
Emphasises things such as job rotation, broadening of skills, generalizations versus specialization, and the need for continuous training of workers.
Assumptions: Workers want to build cooperative and intimate working
relationships High need to be supported by the company and highly value the
work environment (Family oriented) Very well sense of order, discipline, oral obligation to work hard
and a sense of cohesion with fellow workers
PYGMALION EFFECT
Your Attitude Shows: An attitude is influenced by feelings,
thoughts, and actions. The attitude you give out is the attitude
you get back. The attitude you project depends on
the way you view the world.
Seven Practices of High Performance Organizations
1) Employment Security2) Selective Hiring3) Organization Design characterized by
Decentralization & Team Management4) Comparatively High Compensation
contingent on Organizational Performances5) Extensive Training6) Reduction of Status Differences7) Sharing Information
The Management Process
Planning Organizing Staffing Leading Controlling
Strategic Planning
There are three levels of strategic planning as shown below
Corporate Strategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
FunctionalStrategies
The Strategic Planning Process
SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats
Best strategic plans balance a company’s Strengths and Weaknesses with the Opportunities and Threats the firm faces
Basic strategic trends Globalization Technological advances The nature of work The workforce
April 11th AgendaEmployment Law, Discrimination & Related HR issues
Group presentations Group 1: Civil Rights Act (Title VII/1964 & 1991) Group 2: Harassment Group 3: Americans with Disabilities Act (ADA) & FMLA Group 4: Other protected Classes and Conditions: Pregnancy,
Age, & Veterans
Guest Speaker John Buersatte – Labor Attorney with Gleaves, Swaringen, Potter,
& Scott LLP
Discussion & Activities
HRM People Functions Include:
Job analyses Labor needs Recruit Select candidates Orient and train Wages and salaries Incentives and
benefits
Performance Communicate Train and develop Employee commitment Equal opportunity Health and safety Grievances/labor
relations
HRM is Important to all Managers.Don’t Let These Happen to You!
The wrong person High turnover Poor results Useless interviews Court actions Safety citations Salaries appear unfair Poor training Unfair labor practices
Line & Staff Managers
Line Mangers Accomplishing goals
Staff Managers Assisting & advising
line managers
Line Manager’s HRM Jobs
The right person Orientation Training Performance Creativity Working
relationships
Policies and procedures
Labor costs Development Morale Protecting
Staff Manager’s HRM Jobs
Line authority Implied authority Functional control Employee advocacy
