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Changes that are occurring in business today

1.
2.

Changing employee expectations


Rapidly Growth
Emphasis on increased productivity

3.
4. New modalities of employment outsourcing
5.
6.

Flatter organization
Fall of the command-and-control manager
CHANGING EMPLOYEE EXPECTATION
Value of todays employees are somewhat
different from the values of a generation ago.
Generations have been classified into FOUR
CATEGORIES
1. SILENT GENERATION: People who were
born before 1946
Also called veterans who entered into
the workforce in the 1950s and early
19602
Since they are already old they have
since long retired and unheard form.
Known to be loyal to the organization
2. BABY BOOMERS:
People born bet. 1946 and 1959
Born after the second world war
when the economy is booming who
never experienced the hardships of
the war days.
Aggressive and ambitious
Loyal to their carrers
3. GENERATIONS X
1960-1979
Born between 1960 and 1979
before the advent of the
Information Age
Concerned about work/life issues
4. GENERATION Y
1980-2008
Referred to as the NEXTERS, are in
their 20s
Subject of the article in the May 28,
2008 issue of the fortune magazine
Love modern gadgets
Known for talking back to their
bosses
Ambitious, demanding and
questions everything.

Loyalty, the companies they work


for are last on their list-behind their
families, friends,communities,coworkers and of course, themselves
These kids according to the article
are
- Self-absorbed
- Gregarious
- Multitasking
- Loud
- Optimistic
- Pierced
Bruce Tulgan- quoted the good
news is theyre also going to be the
most high-performing workforce in
the history of the world. They walk
with more info. In their fingertips
and sure they have the high
expectations, but they have the
highest expectation first and
foremost for themselves.
Place a high value on their financial
success.

RAPIDLY CHANGING TECHNOLOGY

Advent of computer has


fundamentally changed jobs.
EMPHASIS ON INCREASED
PRODUCTIVITY

Shrinking global village has


liberalized tariffs in almost all parts
of the world. Taking care of their
labor cost by increasing
productivity, elimination redundant
jobs or jobs which have no value
Charles Handy equation for success
in productivity: workforce , paid
twice as much, producing three
times as much. Increasing
productivity or outputs must be
accomplished with fewer inputs
including people.

COMPETENCIES: underlying
attributes or characteristics that
assures superior performance.
Includes tangible skills and
knowledge and intangible aspects
required of the job such as
ATTITUDE, VALUES, and interactive
ABILITIES of the job holder.

NEW MODALITY OF EMPLOYMENT-OUTSOURCCCING


Prefer to adopt flexibility in the
acquisition of human resources.
Depend on the cyclical demands of
their products or services must also
flexible in their hiring practices
The practice of hiring the
euphemistically called inorganic
employees has been actively
denounced by the labor sector as
the creeping casualization of the
labor force in the country to avoid
unionization
BPO (Business Process Outsourcing)
local and foreign companies to
avoid the high labor costs in the US,
Canada and other developed
countries.

FALL OF THE COMMAND-and-CONTROL


MANAGER

FLATTER ORGANIZATION

Days of multiple hierarchical levels


are gone.
DELAYERINg is the name of the
game.
FLATTENING OF ORGANIZATIONS:
improves productivity, efficiency,
and communications.
People are expected tto produce
more using fewer resources.
Multitasking-required as they are
asked to perform a variety of everchanging roles, taking new
responsibilities, and significantly
changing the job contents of the
incumbents.

Layoff- result of flattening of org.


have affected both the
management and rank and file
employees.
Restricting of org. impacts of
human resource management in
many ways:
o HR must develop and
implement policies to
minimize the pain in
downsizing.
o Those being given that so
called PINK PAPERS
(euphemism for layoffs)
must let go with the dignity.
o Extreme care must be
addressed to remaining
employees. Secuirty of
tenure is jarred.
Morale is usually low after layoffs.

Barking orders to subordinates is no


longer an effective way of getting
things done by people.
Under the people empowerment
philosophy, supervisors and
managers must act like coaches.

CONCEPT of HUMAN RSOURCES

Human resources in the business


are people who do the actual work
in the organization
90s new concept in treating human
resources has evolved.
Organizations are beginning to go
beyond the usual mantra PEOPLE
ARE OUR GREATEST ASSET
People are treated as investors-they
bring into the company their
talent,knowledge, skills,

competence, values and time


effort.

HUMAN RESOURCE MANAGEMENT


Effective use of an org.s human
resources to improve its
performance.
Strategic and coherent approach to
the management of an
organizations most valued assetsthe people.
Productive use of people in
achieving the orgs strategic
business objectives and satisfaction
of the individual.
HUMAN CAPITAL- the people in the
org. with different values,
aspirations, cultural and family
background, education, attitudes
and temper.

Employers attentions focused on


consumers demands, the speed at
which new machines produced
goods and the processes that drove
the prod.

THE ORIGIN and DEVELOPMENT OF HUMAN


RESOURCE MANAGEMENT

17th Century before the start of the


industrial revolution working
arrangement
involved
close
relationships between mentors and
apprentices
dedicated
to
a
particular trade.
Apprentices are required to live in
the shop or home of the master.
ADVENT OF INDUSTRIAL AGE:
notion of work moved from the
guilds and home shops to steam
driven factories.
Introduction of the assembly lines
brought a need for low skilled
employees.
2oth Century epitomized by Henry
Ford who often wondered why
workers brought their heads to
work when all he really was their
hands and feet.
Assembly line production required
the large numbers of people , come
together for work.

Adam Smith wrote about the


economic advantages of division of
labor. (Wealth of the Nation, 1776)
- Proposed that work could
be made more efficient
through specialization and
he suggested that work
should be broken down into
simple tasks.
- Known as the father of
Capitalism
Early 1800s Gov. began to feel
pressure from working class masses
who started to ask questions and
defy the power of the capitalists.
- Trade unionism started to
gain a foothold not just as
means for protecting and
improving workers living
standards, but also as a
vehicle for changing the
entire
political
and
economic order of society.
20th Century Frederick W. Taylorconsidered to be the father of
Scientific Management conducted
studies at Midvale steel works.
PRINCIPLE of SCIENTIFIC
MANAGEMENT
1. Each part of an individuals
work is analyzed
scientifically.
2. The most suitable person to
undertake the job is
scientifically chosen and is
taught the exact way to do
the job.
3. Managers must cooperate
with workers to ensure the
job is done in a scientific
way.

4. There is a clear division of


work and responsibility
between managemet and
workers.

HAWTHORNE studies ushered a


new era of managing human
resources. Studies was conducted
from 1927-1932 at the Western
Electric hawthorne plant by Elton
Mayo
Mayos study highlighted the
improved productivity gained by
paying attention to workers and the
significant role social relationship
played in the workplace.

THE TRANSITION FROM


PERSONNEL TO HUMAN RESOURCE
MANAGEMENT

Believed that the first personnel


management department began at
the National Cash Register.
President John Patterson decided to
improve worker relations by
organizing a personnel department
to handle grievances, discharges,
safety and other employee issues.
1980s that the HRM began to
permeate
through
larger
corporation
PMAP(
People
Management
Association of the Philippines)
began to use Human resource
management earlier at 1978