1 April 20 Agenda  Update on final essays APA style Submission procedures  Course review  Course evaluations

2 Final essays  External sources At least three for each essay Only requirement for sources is to have legitimate, trustworthy sources  Submit essays no later than Monday, April 25 at 5pm using Turnitin.com Must create an account Submit both essays in a single Word file You will receive a receipt acknowledging your submission. If you have any problems with the web site, send me an copy as a backup.

3 APA Style  Use APA style for citations and references Turnitin.com has information on how to do this (Research Resources) Best source for electronic article format is  Careful with paraphrasing and quotations When paraphrasing, still cite author in parentheses (Smith, 2002) When quoting, “use quotation marks and include the page number” (Smith, 2002, p. 23).

4 Examples  Colquitt, J. A., Le Pine, J. A., Noe, R. A. (2000). Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85,  Kapur, G.K. (March 22, 1999). Bad management is to blame for IT skills crunch. Computerworld. Retrieved March 16, 2001 from /0,1199,NAV47_STO34988,00.html. /0,1199,NAV47_STO34988,00.html

5 Course objectives included:  Understanding HR from systematic, strategic perspective  Understanding relevance of HR to managers  Importance of job analysis, applying this data to other HR practices  Assessing and evaluating HR policies and practices Recruitment Performance appraisal Benefits and compensation  Using SAP to extract and analyze HR data

6 Goals of Human Resource Management  Ensure the organization has the workforce required to create products/services  Establish and administer personnel policies in a fair manner  Ensure compliance with labor laws  Help create a competitive advantage

7 Stakeholders of Human Resource Management EMPLOYEES Fair treatment Satisfaction/morale Empowerment Employability Safety and health Flexibility CUSTOMERS Quality service Quality products Speed and responsiveness Low cost Innovation STRATEGIC PARTNERS Suppliers Joint venture partners Unions SHAREHOLDERS/ INVESTORS Shareholder return Return on sales Return on assets Return on investments SOCIETY Legal compliance Social responsibility Ethical management practices Concern for the environment ORGANIZATION Productivity Profits Survival Adaptability Competitive advantage

8 Who Is Responsible for Managing Human Resources? A partnership of:  Top management  Human resource professionals  Managers  Employees

9 Factors related to job satisfaction 1.Benefits 2.Compensation/pay 3.Feeling safe 4.Job security 5.Work/life balance 6.Communication w/senior management 7.Relationship w/supervisor 8.Recognition 9.Opportunity to use skills 10.The work itself 11.Corporate culture 12.Autonomy 13.Career development 14.Meaningfulness of job 15.Variety of work 16.Career advancement 17.Contribution to goals 18.Professional development 19.Job-specific training 20.Relationships with co- workers Source: Babcock, P. (2005). Find what workers want. HR Magazine, 50(4),

10 How does this work in practice? The Mission of Southwest Airlines  The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.  To Our Employees. We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.  We tell our Employees we are in the Customer Service business-we just happen to provide airline transportation.

11 Southwest’s Contract of Carriage  Provide safe, affordable, reliable, timely, courteous, and efficient air transportation and baggage handling service on every flight we operate  Produce a fair return on our Shareholders' investments. Source: service_commitment.html

12 The Container Store  Organizational goals include Helping people streamline and simplify their lives by offering an exceptional mix of storage and organization products. Providing unparalleled service, along with fresh ideas and a very interactive shopping experience.  To achieve these, they have focused on HR strategies Rated #2 on Fortune’s 2002 and 2003 "100 Best Places to Work" lists “One of The Container Store's core business philosophies is that one great person equals three good people. So, why not hire only great people?” Source: #people

13 Competitive advantage: staffing  One major point of difference that The Container Store has over other retail companies is the company's philosophy on and commitment to employee development. The Container Store matches employees' strengths with the needs of the company, focusing on talent rather than titles. The Container Store is known for its unique culture and fun, high-energy work environment.

14 Related HR practices  Focus on service Every first-year, full-time salesperson receives more than 235 hours of training - in a retail industry where the average is about seven hours.  Salespeople often work in teams to find that complete solution for the customer, which allows them to spend as much time as necessary to help customers find what they need. Salespeople do not work on commission Either salaried or paid by the hour with wages far above the industry norm.

15 Thanks, and have a great summer!