Fundamentals of HRM_22nd May_2022_Sirapatsorn

Strategic Implications
of

A Dynamic HRM
Environment

Understanding Cultural Environments

Global Multinational
Village Corporations: MNCs

Global National Cultural
Framework Dimensions

HRM Practice Must
Be Adjusted

HRM Implications of Technology

• Recruiting
• Employee selection
• Training and development
• Motivation of workers
• Paying employees market value
• Communications
• Decentralized work sites
• Skill levels
• Legal issues

Workforce Diversity

Who Are Our Work / Life
Workers ? Balance

• Males Balancing work
• Females and
• Whites
• People of Color personal lives
• Homosexuals
• Straights
• National Origin
• Disabled
• Elderly

Continuous Improvement Programs

1.Quality Management – continuously
improving or, as the Japanese call it,
kaizen

2.Work Process Engineering – radical
change

HRM in a Global Village

• Recognizing the complexities
of the global village

• Properly preparing employees
for international assignments

HRM and Ethics

How public organizations are to handle
and report their financial pictures
publicly?

Urgency & Fast Cycle Times

Increased Emphasis

Customer Service New products and Training and
services education

Trends and Changes!

Telecommuting Outsourcing HRM Family
Child care medical leave

Spouse relocation Pay for skills
assistance

Benefit cost-sharing Union-management New lifestyles, aging
negotiation population

HR Challenges!

HR Challenges!

HR Challenges!

Diversity
Management

HR Challenges!

HR Challenges!

9 Future of Work Trends Post-COVID-19

June 8, 2020

Contributor: Mary Baker

As the pandemic resets major work 114
trends, HR leaders need to rethink
workforce and employee planning,
management, performance and
experience strategies.

https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19/

HR Challenges!

9 Future of Work Trends Post-COVID-
19

June 8, 2020

Contributor: Mary Baker 115

“32% of organizations are
replacing full-time employees
with contingent workers as a
cost-saving measure”

https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19/

9 Future of Work Trends Post-COVID-19 June 8,
2020

Contributor: Mary Baker
1: Increase in remote working
2: Expanded data collection
3: Contingent worker expansion
4: Expanded employer role as social safety net
5: Separation of critical skills and roles
6: (De-)Humanization of employees
7: Emergence of new top-tier employers
8: Transition from designing for efficiency to designing
for resilience
9h:ttIpns:c//wrewwa.sgeartinner.ocormg/asmnairztearwtiiothngacrtnoemr/9p-fuletuxrei-toyf-work-trends-post-covid-19/ 116

HR Challenges!
https://www.gartner.com/en/abo
ut

https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19/

HR Challenges!

Unlocking Growth

Through Leadership

Commitment to Innovation

https://www.gartner.com/en/innovation-strategy/trends/unlocking-growth-through-
leadership-commitment-to-innovation

118

HR Challenges!

119

The Deloitte Global Millennial Survey 2020

Millennials and Gen Zs hold
the key to creating a “better normal”

LOREM IPSUM DOLOR SIT AMET,
CONSECTETUER ADIPISCING ELIT.15

HR Challenges!

120

HR Challenges!

The world that follows the COVID-19 pandemic surely will be different and likely more

aligned with the ideals that millennials and Gen Zs have expressed in this and

previous Millennial Surveys.
They’ve seen how quickly the earth can heal, how rapidly business can adapt, and

how resourceful and cooperative people can be.

They know that a post-pandemic society can be better than the one that preceded it,

and they’re tenacious enough to make it a reality. 121

HR Challenges!

Name
Phone
Email

https://youtu.be/62WWcs9EY1w

https://www2.deloitte.com/global/en/pages/abou
t-deloitte/articles/millennialsurvey.html

A world reimagined: The 2020 Global Millennial Survey

HRM Orientation!

Action

People

Global

Future

Objectives of the HRM Function

Meaningful Management Freedom and
tasks style autonomy

Work working Quality of Good physical
hours Work Life surrounds

Job safety

Objectives of the HRM Function

Causes of urgent,
faster management
behaviors

Competition New
opportunities
New
Technology

HRM Activities

EEO compliance Job analysis

HR planning Labor relations

Training, development

Performance evaluation, compensation

Safety, health, wellness

Recruitment, selection, motivation, orientation

HRM Procedures

• Procedures (rules) are specific directions

– In standard operating procedure (SOP) manuals
– Helps ensure consistent decision making
– Should be well-developed, but not excessive
– Develop for only the most vital areas

HRM and Organizational Effectiveness

Reaching Using Influx/
goals employees retention
efficiently of good
employees

Measure of Effectiveness

Mission and Company HRM
strategy structure

HRM and Organizational
Effectiveness

The people who do the work
and create the ideas

allow the organization to survive

HRM Roles & Responsibility in
Organizations

•Storey’s strategic/ tactical
model (1992)

•Ulrich & Brockbank’s ‘HR
Leader’ model (2005)

HRM Roles & Responsibility
in Organizations

•Storey’s strategic/ tactical model
(1992)

–Handmaiden
–Advisor
–Regulator
–Change maker

HRM Roles & Responsibility
in Organizations

•Ulrich & Brockbank’s ‘HR Leader’
model (2005)

– Functional expert
– Employee advocate
– Human capital developer
– Strategic partner
– HR leader

Potential benefits & Challenges of
Outsourcing HR(CIPD,2011)

Potential benefits Potential Challenges
Reduced costs
Decisions on what to outsource—as a
Increased efficiencies , speed of rule, do not outsource what you don’t
response understand
Access to the provider’s sophisticated
her systems Loss of tacit knowledge
Access to new HR expertise and
knowledge Loss of control over HR processed and
decision making
Reduced risk
HR function freed to be more focused Disconnect between day-to-day
on strategy operational decisions made by the
outsourcing provider and the strategic
HR decisions made by the central
function

Contemporary HR Challenges!

• PESTEL environments
• The internationalization of business- -

BRIC, FDI
• Demographic trends—Aging, LGBTI
• Technological developments--HRIS
• Delivering sustainable performance--

CSR
• Managing change

Employee Involvement

• Delegation – having the authority to make

decisions in one’s job.

• Work teams – workers of various

specializations who work together in an
organization.

• Employee involvement requires demonstrated
leadership and supportive management.

Ethics

A set of rules Code of Ethics – Three views
that defines formal document
right or that states an • Utilitarian
wrong organization’s •Rights
behavior values and the •Theory of
ethical rules it
expects Justice

employees to

follow

Why Is HRM Important to an Organization?

External Influences on HRM

The Strategic, HRM Governmental
dynamic legislation

environment Labor unions
of HRM

Current
management
thought and

practice

How Are HRM Functions Translated into Practice?

• Employment – activities surrounding the staffing and selection function
• Training and Development – helps employees and the organization to achieve

greater productivity

• Compensation Are Benefits – paying employees and administering benefits

package

•Employee Relations – ensuring open communication exists for all employees

Effective communication programs involve:

• Top management commitment
• Effective upward communication
• Determining what to communicate
• Allowing for feedback
• Accurate information source

HRM in an Entrepreneurial Enterprise

Owner/Entrepreneur

Runs the Often handles HRM
business activities

If HR exists that person is a generalist,
handling all HR activities

HRM in a Global Village

1. Recognizing the
complexities of the global
village

2. Properly preparing
employees for
international assignments

HRM in a Global Environment

1. HRM laws differ throughout
the world

2. Know the local laws that
apply

Current Issues in Employment Law

1. Sexual Harassment – any unwanted

behavior of a sexual nature that affects an
individual’s employment

2. The Glass Ceiling – institutional
and psychological practices that limit the
advancement and mobility of men and
women of diverse racial and ethnic
backgrounds

Employee Right
and

Legislation

Employee Rights and Legislation

Fair Credit Reporting Privacy Act of Drug – free workplace Act
Act of 1971 – Requires 1974 – allows
an organization to of 1988 – attempts to keep
notify an applicant if employees to
failure to hire is to a view their organizations free of illicit
credit problem personal files drugs

1970 1980 1990 2000

Present

Polygraph Protection Act of Worker Adjustment and
1988 – prohibits companies Retraining Act of 1988 –
from using lie-detector tests requires organizations to give
in hiring decisions notice of major layoffs or plant
closings

Current Issues Regarding Employee Rights

1. Drug testing
2. Honesty tests
3. Whistle-blowing
4. Employee monitoring
5. Workplace romance

The Role of Employment-at-Will Doctrine

Expectations to Employment-at-Will
• Contractual relationship
• Statutory considerations
• Public policy violation
• Implied employment contract
• Breach of good faith

Discipline and Employee Rights

Discipline – a condition where

employees conduct themselves
according to the organization’s
rules and standard of behavior

Discipline and Employee Rights

Factors to Consider in Analyzing
Discipline Problems

• Seriousness of problem
• Duration of problem
• Frequency and nature of problem
• Extenuating factors
• Degree of socialization’s discipline practices
• Management backing

Discipline and Employee Rights

Discipline Progression of
Guidelines Disciplinary
Actions
• Make disciplinary action
corrective, not punitive

• Make disciplinary action
progressive

• Follow “hot-stove” rule

Written verbal warning Written warning Suspension Dismissal