B8204 HRM: Looking Toward the Future and HRM

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B8204 HRM Looking Toward the Future and HRM

• Thursday April 6, 2006

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Agenda

• Looking Toward the Future and HRM
• CEQs

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Understanding the Role of HRM in the Future

• Research tends to be focused on large
  organizations, with standard employees, operating
  within one county, using traditional methods of
  HRM
• Todays world of work can be very different
• Small businesses
• Non-standard work and employees
• Operating in global environments
• High performance work systems

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Non-Standard Work Defined

• No explicit or implicit contract for long-term
  employment and one in which the minimum hours can
  vary in a non-systematic manner
• Duration of the employment relationship is
  dependent on the needs of the client organization
  or employer, and is recognized as finite
• Temporary workers may be with an organization for
  a relatively long time

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Why Important?

• Contingent work has become increasingly common in
  Canada and around the world, and this trend is
  likely to continue
• Contingent workers tend to be managed poorly, and
  have negative work experiences
• Managers, employees and researchers need to
  consider how existing theories apply to
  contingent workers

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Growth in Contingent Work

• 5 of employed individuals were contingent
  workers in 1991
• Now, the proportion is closer to 10, and growing
• Why?
• Numerical flexibility
• Functional flexibility
• Cost containment
• Protect permanent workers
• Control
• Selective hiring

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Types of Contingent Work

• Job Sharing
• Women with children at home, likely to have
  university degrees
• Independent contractors self-employed
• Autonomous, set hours (self-employed consultants,
  etc.)
• Tele-workers
• Temporary Employment
• Evolving from short-term assignments (office
  support, manual unskilled laborers) to broad
  range of technical, professional services
• Direct-hire temporary workers
• Non-autonomous, work for single organization
  (Seasonal workers, supply teachers, etc.)
• Intermediated temporary workers
• Workers who are placed at client organizations
  but who are employees of an intermediary
  (Manpower, Kelly Services, Accountemps, CoTalCo
  etc.)

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A Triangular Employment Relationship
Client Organization
Temporary (provider) Firm
Intermediated Temporary Worker
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Experiences

• Employment insecurity
• More accidents (Kochan et al., 1994 Collinson,
  1999)
• Less control over job activities than permanent
  employees
• Worse health outcomes than permanent employees
• Lower pay, fewer benefits, even controlling for
  demographics
• Boring or repetitive tasks
• Organizational injustice
• Very little guidance or leadership
• Depends on type of contingent work e.g., for
  independent contractors, rate of pay is often
  higher than for permanent employees, and tend to
  have more interesting and challenging work
• Also, LARGELY affected by volition (voluntariness
  vs. involuntariness)

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Perceptions of Organizations

• Assumptions
• Disloyal, self-interested
• Impression management
• Unmotivated
• Unskilled
• Realities
• Self-fulfilling prophecies
• Perceived organizational support predicts
  turnover intention
• Contingent workers who perceive high levels of
  justice will engage in more citizenship behaviors
  than permanent employees with similar
  perceptions, and are more committed

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Organizational Strategies to Integrate Contingent
Employees

• Ghettoization
• Pay differentials (higher or lower)
• Status differentials (e.g., security badges,
  equipment, access to corporate facilities, etc.)
• Assimilation
• Contingent workers are treated like other
  employees
• May be differences between corporate policy and
  actual treatment by other workers

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Implications for HRM

• Contingent work has become increasingly common in
  Canada and around the world, and this trend is
  likely to continue
• Contingent workers tend to be managed poorly, and
  have negative work experiences
• Managers, employees and researchers need to
  consider how existing theories apply to
  contingent workers.

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Trend Toward Globalization

• The environment in which organizations operate is
  rapidly becoming globalized
• New markets and new customers
• Lower labour costs
• Trade agreements
• Demands of HRM increase and change
• Align HRM process and functions with global
  requirements
• Adopt a global mindset
• Become a business partner in acting on global
  business opportunities

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HR in a Global Economy

• HR Planning is involved in
• Decisions about the level of participation in a
  global economy
• e.g. international, multinational, global
• Where and how many employees are needed for each
  international facility
• Need to consider unique issues when selecting
  employees for international assignments
• Flexibility and tolerance for ambiguity,
  Sensitivity to cultural differences, Motivation
  to succeed, Enjoyment of challenges, Support from
  family members

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HR in a Global Economy

• Some special challenges arise with regard to
  training and development such as
• Training and development programs should be
  effective for participating employees regardless
  of their background
• Employers need to provide the employees with
  training in how to handle challenges associated
  with working in a foreign country

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Cross-Cultural Preparation

• Cross-cultural preparation is training to prepare
  employees and their families for an international
  assignment including
• Departure preparation
• Assignment preparation
• Return home preparation

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Performance Management Across National Boundaries

• General principles of performance management
  apply but specific methods that work in one
  country may not in another
• Differences relate to
• Which behaviours are rated
• How and the extent to which performance is
  measured
• Who performs the rating
• How feedback is provided

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Human Resource Management in a World with
Terrorism

• How might the experience of the September 11
  attacks and the U.S. war on terrorism affect
  recruiting, training, and compensating employees?
• What other local, national or global issues
  might have an impact on HRM?

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High-Performance Work Systems

• Traditional management practices
• Isolated decisions about technology,
  organizational structure, and human resources
• High-performance work systems
• Growing realization that human resources are
  better managed by high-commitment oriented
  strategies
• Empowering employees through increased
  information flows and devolution of decision
  making power
• Emphasize competitive advantage through human
  resource practices

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Conditions for High-Performance
Teamwork Involvement
Conditions for High-Performance
Ethics
Knowledge Sharing
Satisfaction Engagement
Employee Discipline
System Fairness
Managing Turnover
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HRMs Contribution
HRMs Contribution To High Performance
Job Design Reinforcement Selection Training
Development Performance Management Total Rewards
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Major Topics for Exam

• Present and Emerging HRM Challenges Strategic
  Importance of HRM
• Understanding the Legal Environment
• Organizational Fairness, Commitment and Trust
• Managing Workplace Diversity
• Hiring and Recruiting
• Separations, Downsizing and Outplacement

• Absenteeism and Turnover
• Performance Management
• Training and Education
• Employee Development
• Managing Compensation Rewards
• Workplace Health Safety

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Exam

• 35 of final grade in the course 3 questions
• Each question is weighted equally
• No choice on comprehensive question, a choice
  from 2 for both theoretical and applied question
• Comprehensive
• Integration of topics in the course
• Will ask you to focus on a few (around 3) areas
• Will get at present and Emerging HRM Challenges
  Strategic Importance of HRM in organizations

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Exam

• Theoretical
• Demonstration that you understand HRM theory,
  both in terms of being able to describe and
  explain it, and extending it
• Applied
• Demonstration that you are able to apply HRM
  practices to real/hypothetical situations in
  organizations

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Exam

• Both questions will be focused on a major topic
  area (you wont be asked specifically about the
  legal implications in any question, although it
  may be helpful to have a general idea about legal
  implications of various HRM decisions, practices,
  and policies).
• Organizational Fairness, Commitment and Trust
• Workplace Diversity
• Hiring and Recruiting
• Separations, Downsizing and Outplacement
• Absenteeism and Turnover
• Performance Management
• Training and Education
• Employee Development
• Managing Compensation Rewards
• Workplace Health Safety

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• Comments
• Contact me if you have questions