ANNOTATED OUTLINE I.
Human Resource Management at Work – The Management process
involves the following functions: planning, organizing, staffing, leading, and controlling. The “people” or personnel aspects of management jobs involve conducting job analses! planning labor needs and recruiting job candidates! selecting job candidates! orienting and training new emploees! managing wages and salaries! providing incentives and benefits! appraising performance! communicating! training and developing managers! building emploee commitment! being "nowledgeable about e#ual opportunit, affirmative action, and emploee health and safet! and handling grievances and labor relations. $. %h &s '( Management &mportant to $ll Managers) Managers don*t want to ma"e mista"es while managing, such as hiring the wrong person, having their compan ta"en to court because of discriminator actions, or committing unfair labor practices. +. ine and -taff $spects of '(M – $lthough most firms have a human resource department with its own manager, all managers tend to get involved in activities li"e recruiting, interviewing, selecting, and training. .
ine /ersus -taff $uthorit – $uthorit is the right to ma"e decisions, to direct the wor" of others, and to give orders. ine managers are authorized to direct the wor" of subordinates. Their subordinates are generall involved in wor" that directl produces or sells the compan*s product or service, li"e -ales or Manufacturing. -taff managers are authorized to assist and advise line managers in accomplishing their basic goals. The subordinates of staff managers are generall involved in wor" that supports the products or services, in departments li"e 0urchasing, or 1ualit 2ontrol. '( managers are generall staff managers.
3.
ine Managers* '( 4uties – Most line managers are responsible for line functions, coordinative functions, and some staff functions.
5.
'uman (esource Manager*s 4uties – 'uman (esource Managers also have line, coordinative and staff functions. 'owever, the e6ert line authorit onl within the '( department. The have implied authorit with line managers due to the fact that the have the ear of top management on man important issues contributing to organizational health.
2. 2ooperative ine and -taff '( Management: $n 76ample – &n recruiting and hiring, it*s generall the line manager*s responsibilit to specif the #ualifications emploees need to fill specific positions. Then the '( staff ta"es over. The develop sources of #ualified applicants and conduct initial screening interviews. The administer appropriate tests, then refer the best applicants to the supervisor 8line manager9, who interviews and selects the ones heshe wants. 4. ;rom ine Manager to '( Manager: ine managers ma ma"e career stopovers in staff '( manager positions.
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7ducational Materials to
The Changing Environment of HR Management - 'uman (esource
responsibilities have become broader and more strategic over time in response to a number of trends. The role of '( has evolved from primaril being responsible for hiring, firing, paroll, and benefits administration to a more strategic role in emploee selection, training and promotion, as well as plaing an advisor role to the organization in areas of labor relations and legal compliance. $. =lobalization Trends – =lobalization refers to the tendenc of firms to e6tend their sales, ownership, andor manufacturing to new mar"ets abroad. =lobalization of the world econom and other trends has triggered changes in how companies organize, manage and use their '( departments. The rate of globalization continues to be high, and has several strategic implications for firms. More globalization means more competition, and more competition means more pressure to lower costs, ma"e emploees more productive, and do things better and less e6pensivel. +. Technological Trends – /irtual online communities, virtual design environments and &nternet>based distribution sstems have enabled firms to become more competitive. '( faces the challenge of #uic"l appling technolog to the tas" of improving its own operations. 2. Trends in the ?ature of %or" – @obs are changing due to new technological demands. 4ramatic increases in productivit have allowed manufacturers to produce more with fewer emploees ?ontraditional wor"ers, such as those who hold multiple jobs, “contingent” or part>time wor"ers, or people wor"ing in alternative wor" arrangements, enable emploers to "eep costs down. .
'igh>Tech @obs – More jobs have gone high tech, re#uiring wor"ers to have more education and s"ills. 7ven traditional blue collar jobs re#uire more math, reading, writing and computer s"ills than ever before.
3.
-ervice @obs – Most newl created jobs are and will continue to be in the service sector.
5.
'uman 2apital > refers to the "nowledge, education, training, s"ills, and e6pertise of a firm*s wor"ers The '( function must emplo more sophisticated and creative means to identif, attract, select, train and motivate the re#uired wor" force.
4. %or"force 4emographic Trends – The labor force is getting older and more multi>ethnic. The aging labor force presents significant changes in terms of potential labor shortages, and man firms are instituting new policies aimed at encouraging aging emploees to sta, or at attracting previousl retired emploees. =rowing numbers of wor"ers with
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eldercare responsibilities, and high rates of immigration also present challenges and opportunities for '( managers. Ø
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7ducational Materials to
The Changing Role of HR Management – '(*s central tas" is alwas to
provide a set of services that ma"e sense in terms of compan strateg. Trends of globalization, technolog, nature of wor" and wor"force demographics have implications for how companies now organize, manage, and rel on their '( operations. '( managers must partner with top managers to design and implement compan strategies. The focus on operational improvements means that all managers must be more adept at e6pressing their departmental plans and accomplishments in measurable terms. $.
-trategic '(M – Management e6pects '( to provide measurable, benchmar">based evidence for its current efficienc and effectiveness, and for the e6pected efficienc and effectiveness of new or proposed '( programs. Management e6pects solid, #uantified evidence that '( is contributing in a meaningful and positive wa to achieving the firm*s strategic aims.
+. 2reating 'igh 0erformance %or" -stems 8'0%-9 – '( can impact organizational performance in 5 was: through the use of technolog, through effective '( practices and b instituting '0%- to ma6imize the competencies and abilities of emploees throughout the organization. .
Managing with Technolog – &nternet and computer based sstems are improving productivit. $dditionall, man '( tas"s 8paroll, reference chec"s, wellness programs, etc.9 are being outsourced to specialist service providers.
3,
7ffective '( 0ractices – 0re>emploment personalit testing and increased training are just two '( practices that can produce emploees who perform better.
5.
'igh 0erformance %or" -stems – 7mploment securit, selective hiring, e6tensive training, self managed team and decentralized decision ma"ing, fewer status distinctions, information sharing, contingent rewards, transformational leadership, measurement of management practices and emphasis on high>#ualit wor" are all vital to '0%-. &mplementation of such practices often results in surprising benefits.
2. Measuring the '( Management Team*s 0erformance > '( managers need a set of #uantitative performance measures 8metrics9 the can use to assess their operations. These metrics allow managers to measure their '( units* efficienc. 4. Managing %ith the '( -corecard – The '( -corecard is a concise measurement sstem, showing #uantitative standards or “metrics” used
(
to measure '( activities, emploee behaviors resulting from these activities, and to measure the strategicall relevant organizational outcomes of those emploee behaviors. The scorecard highlights the causal lin" between '( activities, emergent emploee behaviors, and the resulting firm>wide strategic outcomes and performance.
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7ducational Materials to
The HR Manager’s roficiencies
$. ;our proficiencies – are re#uired of the '( Manager toda in: human resources, business, leadership, and learning. +. '( 2ertification – through the -ociet of 'uman (esource Management has become increasingl important as human resource management is becoming more professionalized. 2ertifications of 0'( 80rofessional in '(9 and -0'( 8-enior 0rofessional in '(9 are earned b those who successfull complete all the re#uirements of the certification program. 2. Managing %ithin the aw – is increasingl important as a growing web of '( related laws effects virtuall ever '( decision. 7#ual emploment laws, occupational safet and health laws, and labor laws are among the areas in which '( professionals need to be "nowledgeable. 4. Managing 7thics – has gained increasing e6posure as a result of ethical lapses in corporate behavior. 7thics needs to pla a bigger role in managers* decisions. The -arbanes>A6le 8-AB9 $ct was passed in 3CC5 to ensure that management ta"es these responsibilities seriousl. '( has an important role in promoting ethical behavior at wor" which will be e6plored more full later in the te6t.
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The lan of This !ook – 7ach topic interacts with and affects the others,
and all should fit with the emploer*s strategic plan.
$. The +asic Themes and ;eatures > '( is the responsibilit of ever manager > '( managers must defend plans and contributions in measurable terms > '( sstems must be designed to achieve the compan*s strategic aims > '( increasingl relies on technolog to achieve the strategic aims > /irtuall ever '( decision has legal implications > =lobalization and diversit are important '( issues toda
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V.
Cha"ter Contents #vervie$
$. 0art : &ntroduction . 3. 5.
2hapter : &ntroduction to 'uman (esource Management 2hapter 3: 7#ual Apportunit and the aw 2hapter 5: -trategic '( Management and the '( -corecard
+. 0art 3: (ecruitment and 0lacement . 3. 5. D.
2hapter D: @ob $nalsis 2hapter E: 0ersonnel 0lanning and (ecruiting 2hapter F: 7mploee Testing and -election 2hapter G: &nterviewing 2andidates
2. 0art 5: Training and 4evelopment . 3. 5.
2hapter H: Training and 4eveloping 7mploees 2hapter I: 0erformance Management and $ppraisal 2hapter C: Managing 2areers
4. 0art D: 2ompensation . 3. 5.
2hapter : 7stablishing -trategic 0a 0lans 2hapter 3: 0a for 0erformance and ;inancial &ncentives 2hapter 5: +enefits and -ervices
7. 0art E: 7mploee (elations . 3. 5. D. Ø
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2hapter D: 7thics, @ustice, and ;air Treatment in '( Management 2hapter E: abor (elations and 2ollective +argaining 2hapter F: 7mploee -afet and 'ealth 2hapter G: Managing =lobal 'uman (esources 7ducational Materials to
DISCUSSION "UESTIONS %.
E&"lain $hat HR management is an' ho$ it relates to the management "rocess. There
are five basic functions that all managers perform: planning, organizing, staffing, leading, and controlling. '( management involves the policies and practices needed to carr out the staffing 8or people9 function of management. '( management helps the management process avoid mista"es and to get results. (.
)ive e&am"les of ho$ HR management conce"ts an' techni*ues can +e of use to all managers. '( management concepts and techni#ues can help all managers to ensure that
the get results>>through others. These concepts and techni#ues also help ou to avoid common personnel mista"es such as: hiring the wrong person! e6periencing high turnover! finding our people not doing their best! wasting time with useless interviews! having our compan ta"en to court because of discriminator actions! having our compan cited under
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federal occupational safet laws for unsafe practices! have some emploees thin" their salaries are unfair and ine#uitable relative to others in the organization! allow a lac" of training to undermine our department*s effectiveness, and commit an unfair labor practices. ine managers are someoneJs boss! the direct the wor" of subordinates in pursuit of accomplishing the organizationJs basic goals. -ome e6amples of the '( responsibilities of line managers are: placing the right person on the job! starting new emploees in the organization 8orientation9! training emploees for jobs that are new to them! improving the job performance of each person! gaining creative cooperation and developing smooth wor"ing relationships! interpreting the compan*s policies and procedures! controlling labor costs! developing the abilities of each person! creating and maintaining department morale! and protecting emploees* health and phsical conditions. -taff managers assist and advise line managers in accomplishing these basic goals. The do, however, need to wor" in partnership with each other to be successful. -ome e6amples of the '( responsibilities of staff managers include assistance in hiring, training, evaluating, rewarding, counseling, promoting, and firing of emploees, and the administering of various benefits programs.
,. Illustrate the HR res"onsi+ilities of line an' staff managers.
. Wh is it im"ortant for a com"an to make its human resources into a com"etitive a'vantage/ Ho$ can HR contri+ute to 'oing so/ +uilding and maintaining a competitive
advantage is what allows a compan to be successful, and to remain profitable and in business. '( can ma"e a critical contribution to the competitive advantage of a compan b building the organizational climate and structure that allows the compan to tap its special s"ills or core competencies and rapidl respond to customersJ needs and competitorsJ moves.
DESSLER COMPANION #E$ SITE We invite you to visit the Dessler homepage ( http:www.prenhall.comdessler ) on the Prentice Hall Web site for the best online business support available This site provi!es professors "ith a customi#e! course Web site$ inclu!ing ne" communication tools$ one%clic& navigation of chapter content$ an! great resources$ such as 'nternet esources$ an H' E*am Prep +ui!e$ assessment e*ercises$ an! more
INDI%IDUAL AND &ROUP ACTI%ITIES %.
Working in'ivi'uall or in grou"s0 'evelo" several lists sho$ing ho$ tren's like $ork force 'iversit0 technological tren's0 glo+ali1ation0 an' changes in the nature of $ork have affecte' the college or universit ou are no$ atten'ing. resent in class. The
list might include items such as the growth of adult 8non>traditional aged9 students, the use of computer and communications technolog, diversit issues, and others. (.
Working in'ivi'uall or in grou"s0 contact the HR manager of a local +ank. 2sk the HR manager ho$ he or she is $orking as a strategic "artner to manage human resources0 given the +ank’s strategic goals an' o+3ectives. !ack in class0 'iscuss the res"onses of the 'ifferent HR managers. The students should the '( manager to discuss how hisher
role as a strategic partner is improving the ban"*s performance, and if the ban"*s culture is more innovative and fle6ible as a result of the strategic partnership. ,.
Working in'ivi'uall or in grou"s0 intervie$ an HR manager4 +ase' on that intervie$ $rite a short "resentation regar'ing HR5s role to'a in +uil'ing a more com"etitive organi1ation. The response here will, of course, depend upon the organization and '(
manager interviewed. 'opefull items such as wor" force diversit, technological trends, globalization, high performance wor" sstems, '( metrics or ethics will be mentioned.
)+
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Working in'ivi'uall or in grou"s0 +ring several +usiness "u+lications such as !ase' on their content0 com"ile a list entitle'0 6What HR managers an' 'e"artments 'o to'a.7 The students should loo" Business Week an' the Wall Street Journal to class.
for articles and advertisements that deal with an of the following topics: conducting job analses, planning labor needs and recruiting job candidates! selecting job candidates! orienting, training, and developing emploees! managing wages and salaries! providing incentives and benefits! appraising performance! communicating! training and developing managers! building emploee commitment! e#ual opportunit! affirmative action! emploee health and safet! and labor relations. 8. !ase' on our "ersonal e&"eriences0 list ten e&am"les sho$ing ho$ ou 'i' use 9or coul' have use': human resource management techni*ues at $ork or school.
4epending on the degree of their wor" e6perience, students will cite a wide range of e6amples possibl including some of the following: 9 situations where the have improved the efficienc of their wor" through the use of technolog made available to them through human resource sstems! 39 emploed the services of non>traditional wor"ers 8or been emploed as a non>traditional wor"er9! 59 developed metrics to measure how the have added value in terms of human resource contributions! D9 "ept themselves abreast of emploment law in order to minimize ris" to their compan! E9
service '( technolog! F9 emploed 'igh 0erformance %or" -stems concepts in their jobdepartment. ;. >,0 3ust after numerous charges force' the com"an’s "revious !oar' of ?irectors an' to" e&ecutives to leave the firm. Hire' + ne$ CE# E'$ar' !reen0 =iegel ha' to tackle numerous 'ifficult "ro+lems starting the moment she assume' office. @or e&am"le0 she ha' to hel" hire a ne$ management team. =he ha' to 'o something a+out $hat the outsi'e $orl' vie$e' as a culture of *uestiona+le ethics at her com"an. 2n' she ha' to 'o something a+out the com"an’s to" management com"ensation "lan0 $hich man felt contri+ute' to the allegations + some that the com"an’s former CE# ha' use' the com"an as a sort of "rivate 2TM. =iegel came to Tco after a ver im"ressive career. @or e&am"le0 she ha' +een hea' of e&ecutive com"ensation at 2llie' =ignal0 an' $as a gra'uate of the Harvar' +usiness =chool. !ut0 as strong as her +ackgroun' $as0 she o+viousl ha' her $ork cut out for her $hen she took at the senior vice "resi'ent of HR "osition Tco . Working in'ivi'uall or in grou"s0 con'uct an Internet search an' li+rar research to ans$er the follo$ing *uestions : What human resource management- relate' ste"s 'i' =iegel take to hel" get Tco +ack on the right track/ ?o ou think she took the a""ro"riate ste"s/ Wh or $h not/ What0 if anthing 'o ou suggest she 'o no$ )
Tco*s top e6ecutives, 8the 2hairman2hief 76ecutive as well as the 2;A9 had been accused of plaing fast and loose with corporate accounting and of using the compan*s coffers as personal pigg ban"s. governance and compensation sstems and controls, then to transition Kto reall driving the talent machine.K -iegel first step was to draft a strict compan code of ethics. -he then arranged to have it taught simultaneousl at a special ethics training da to ever Tco emploee. -he advised the compensation committee on how to replace Tco*s old salar and bonus polic, which rewarded ac#uisition>based compan growth. The new sstem is based on measurable compan performance. +onuses and restricted>stoc" grants are lin"ed to objective measurements, including each business unit*s earnings before interest and ta6es, and Tco
)
&nternational*s overall performance. Top officers are re#uired to hold compan stoc" worth 5 to C times their earl base salar. The must hold GE percent of their restricted stoc" and stoc" options until a minimum level has been reached. $bove that level, the must hold 3E percent for at least three ears. -everance pa is limited to two times an individual*s earl salar plus bonus. 0ost>handsha"e per"s li"e consulting contracts and free transportation in compan aircraft have been abolished. $s a result of the above steps, Tco is now aiming for higher mar"s in ethics. &t has written and circulated a multi>page ethics polic, and hired more than CC internal auditors to enforce it. &t has a new corporate ombudsman, to address emploee concerns about ethics or policies. $ll of Tco*s emploees attended mandator one da ethics seminars, and more detailed programs are in the wor"s for its 3E,CCC managers. &n the past, the practice was to award huge bonuses to anone who “somehow drove the numbers up.” The new sstem assesses how well managers set and meet goals. $s a result, Tco*s bonus budget for the fiscal ear 3CC5 was reduced b LIC million. -tudents will probabl agree that in general -iegel too" the appropriate steps, and the turnaround and recover of Tco*s finances, profits and stoc" prices are testimon to the effectiveness of her approach. -uggestions for what -iegel should do moving forward ma include continued ethics training, '( strategies and scorecards that drive the appropriate emploee behaviors are in support of the business strateg. E'PERIENTIAL E'ERCISES ( CASES E&"eriential E&erciseA Hel"ing 6The ?onal'7 %. ?ivi'e the class into teams of three to four stu'ents. (. Rea' thisA 2s ou ma kno$ + $atching 6the ?onal'7 as he organi1es his +usiness teams for 6The 2""rentice70 human resource management "las an im"ortant role in $hat ?onal' Trum"0 an' the "artici"ants on his se"arate teams0 nee' to 'o to +e successful. @or e&am"le0 ?onal' Trum" nee's to +e a+le to a""raise each of the "artici"ants. 2n'0 for their "art0 the lea'ers of each of his teams nee's to +e a+le to staff his or her teams $ith the right "artici"ants0 an' then "rovi'e the sorts of training0 incentives0 an' evaluations that hel" their com"anies succee' an' that therefore make the "artici"ants themselves 9an' es"eciall the team lea'ers: look like a 6$inner7 to Mr. Trum". ,. Watch several of these sho$s 9or reruns of the sho$s:0 an' then meet $ith our team an' ans$er the follo$ing *uestionsA
a. What s"ecific HR functions 9recruiting0 intervie$ing0 an' so on: can ou i'entif ?onal' Trum" using on this sho$/ Make sure to give s"ecific e&am"les +ase' on the s ho$.
(ecruiting, interviewing, candidate evaluation, selection, and termination are the obvious functions that 4onald Trump uses throughout the series. -tudents will give specific e6amples related to the episode the selection. 2hallenge students to evaluate whether 4onald Trump effectivel utilized these practices in the e6amples the cite, and wh or wh not. b. What s"ecific HR functions can ou i'entif one or more of the team lea'ers use to hel" manage his or teams on the sho$/ 2gain0 "lease make sure to give s"ecific ans$ers.
)-
76amples ma include team leaders emploing human resource strategies, planning labor needs, selecting job candidates, training and development of team members, developing compensation models, appraising performance, building commitment, implementation of high performance wor" sstem concepts, identifing and reporting metrics andor scorecards. c.
rovi'e a s"ecific e&am"le of ho$ HR functions 9such as recruiting0 selection0 intervie$ing0 com"ensating0 a""raising0 an' so on: contri+ute' to one of the "artici"ants coming across as "articularl successful to Mr. Trum"/ Can ou "rovi'e e&am"les of ho$ one or more of these functions contri+ute' to a "artici"ant +eing tol' + Mr. Trum"0 6ou’re fire'7/
7ncourage students to identif specificall what was done effectivel in the e6ample the cite from an '( perspective, and how that would be viewed in a true organizational setting. There are mi6ed views of the effectiveness of both Trump*s and team leaders approach and implementation of human resource functions in terms of “best practice”. Man critics have suggested that if what was portraed on the show were carried out in the “real world”, the conse#uences would be lawsuits and significant dollars laid out both in direct and indirect costs. 'ave students reflect on this idea and facilitate discussion on what both “The 4onald” and team leaders could have done more effectivel from a human resource perspective in the e6amples cited. d. resent our teams conclusions to the class. -olicit feedbac" from the class on each team*s conclusion and facilitate a discussion on reactions to each group*s presentation. $s" the following #uestions: i. 4o ou agree with the team*s conclusions) %h or %h ?ot) ii. 4o ou agree with 4onald*s decision to firenot fire) iii. &f ou were the team leader in this e6ample, what would ou have done differentl) 2""lication CaseA Back elson5s ro+lem %. What 'o ou think $as causing some of the "ro+lems in the +ank home office an' +ranches/ There is clearl a problem with communication, and the effects are felt in the
area of emploee commitment. $dditional contributing factors include the lac" of consistenc in the policies and procedures of various locations. There is no cohesiveness to the staffing activities of this organization. Af course we thin" it would -ince there are '(>related problems both in the home office and in the branches, it is clear that if a personnel office were set up, it would need to help to coordinate the '( activities in the branches.
(. ?o ou think setting u" a HR unit in the main office $oul' hel"/
,. What s"ecific functions shoul' it carr out/ What HR functions $oul' then +e carrie' out + su"ervisors an' other line managers/ What role shoul' the Internet "la in the ne$ HR organi1ation/ There is room for #uite a bit of variation in the answers to this
#uestion. Aur suggested organization would include: '( wide communications, and providing training N developing services. -upervisors and Ather ine Managers: interviewing and selection of job candidates, training new emploees, appraising
)
performance, departmental N personal communications, and training N development. &nternet and '(: shift some activities to specialized online service p ortals andor providers. Continuing CaseA Carter Cleaning Com"an %. Make a list of 8 s"ecific HR "ro+lems ou think Carter Cleaning $ill have to gra""le $ith/
0otential answers could include the following: 9 -taffing the compan with the right human capital b identifing the s"ills and competencies that are re#uired to perform the jobs and the tpe of people that should be hired. -ourcing candidates and establishing an efficient and effective recruiting and selection process will be an important first step. 39 0lanning and establishing operational goals and standards and developing rules and procedures to support business goals and strategies. ;ailure to do so will result in a lac" of clarit around performance e6pectations down the line as each store becomes operational. 59 &mplementing effective 0erformance Management through setting performance standards, high #ualit appraisal of performance, and providing ongoing performance coaching and feedbac" to develop the abilities of each person and support positive emploee relations. D9 4esigning an effective compensation sstem that will give the compan the abilit to attract, retain and motivate a high #ualit wor"force, providing appropriate wages, salaries, incentives and benefits. $ poorl designed sstem will result in difficult in attracting candidates, turnover and low emploee morale. E9 Training and developing emploees both at the management and emploee level to be able to perform the job to meet the performance e6pectations. This should include a new hire orientation program as well as a program for ongoing training and development. ac" of attention to this component ma result in errors, increase in operational costs, turnover, and morale problems. (. What $oul' ou 'o first if ou $ere Bennifer )
$nswers will var! however, probabl the most important first step is to ensure that the staffing process is well designed and targeting the right mi6 of s"ills and abilities needed among candidates. $ thorough job should be done in analzing the re#uirements of each job, developing a complete job description for each role, and sourcing candidates that meet those re#uirements. -ignificant time should be invested in the hiring process to ensure that the candidates hired meet the re#uirements and possess the s"ills and abilities to do the job. Teaching Ti"sA &t is important for students to understand at this point in the course that
'uman (esource Management is a topic that applies to each of them, regardless of whether the plan a career in the '( department, i.e., ever manager must be cognizant of methods for improving emploee performance, and the need to thin" strategicall. $lso, managers act as agents of the compan, and as such, must be fluent in the law of the wor"place to avoid embarrassment andor liabilit. -tudents who do not plan careers in management will be e6posed to decisions made b their managers and the '( function. $ firm grounding in '( practice can ma"e them better consumers.
)%
)E* TERMS management "rocess
The five basic functions of management are: planning, organizing, staffing, leading, and controlling.
human resource management 9HRM:
The staffing functions of the management process. Ar, the policies and practices needed to carr out the KpeopleK or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
authorit
The right to ma"e decisions, to direct the wor" of others, and give orders.
line manager
$uthorized to direct the wor" of subordinates>theJre alwas someoneJs boss. &n addition, line managers are in charge of accomplishing the organizationJs basic goals.
staff manager
$ssist and advise line managers in accomplishing the basic goals. '( managers are generall staff managers.
line authorit
$uthorit to direct the activities of people in his or her own department.
im"lie' authorit
The authorit e6erted b virtue of othersJ "nowledge that he or she has access to top management.
functional control
The authorit e6erted b a personnel manager as a coordinator of personnel activities.
em"loee a'vocac
'( must ta"e responsibilit for clearl defining how management should be treating emploees, ma"e sure emploees have the mechanisms re#uired to contest unfair practices, and represent the interests of emploees within the framewor" of its primar obligation to senior management.
glo+ali1ation
The tendenc of firms to e6tend their sales or manufacturing to new mar"ets abroad.
nontra'itional $orkers
Those who hold multiple jobs, or who are “contingent” or part> time wor"ers, or people wor"ing in alternative wor" arrangements.
human ca"ital
Onowledge, education, training, s"ills, and e6pertise of a firm*s wor"ers.
strateg
The compan*s long>term plan for how it will balance its internal strengths and wea"nesses with its e6ternal opportunities and threats to maintain a competitive advantage.
metrics
1uantitative performance measures that are used to assess operations
HR =corecar'
$ concise measurement sstem which shows the #uantitative standards or “metrics” a firm uses to measure '( activities, to measure the emploee behaviors resulting from these activities,
)&
and to measure the strategicall relevant organizational outcomes of those emploee behaviors. outsourcing
etting outside vendors provide services.
)'
