People who make organizations sucessful… The practices that a company apply to manage employees… A support function of an organization that works for the design and implementation of company policies for managing employees… Ability to create more economic value than its competitors…

Environmental Influences Organizational Demands Regulatory Issues Work Design and Work Force Planning Managing Empoyee Attitudes and Behaviors Perfromance Management Compensating Employees Incentives and Rewards Employee Benefits and Safety Programs Managing Employee Competencies Recruitment Selection Training and Development HR Activities HR Challenges

Changing Role of People in Organizations 18th &19th Century 18th &19th Century – one person completing the whole product, people are important, respect for the skilled people, Late 19th century & early 20th century – Industrial revolution, machines are more important than the people, Fredrick Taylor, the role of people is clearly defined and they can be easily substituted workers’ emotions, ideas and contribution are not important. No personnel function in the organizations

Between WW I and WW II– poverty, economic depression, unemployment, Not much attention is given to individuals Bureaucratic controll of personnel issues

Late 40’s & 50’s- Economies are recovering.  More attention is started to be given to people in organizations  Train people to productively use the tools and the machines  Bureaucratic organizations  Organizational behavior, industrial psychology studies have begun  Personnel functions and departments are emerging

Late 50’s and 60’s – democracy, peace movements, rights of women, freedom, independence movements throughout the world, Social sensitivity is rising. Interpersonal relationships and people’s psychological well being were important Needs of people and how to motivate people were studied. Studies on organizational structure and its relationship to productivity

70’s – Systems approach  Study of various management styles instead of only one  Employees seen as recources to be used productively instead of only costs to be controlled  Concept of Human Resources instead of Personnel

80’ – 90’s Rapid technological advancements, start of the knowledge era.  Individual seen as knowledge worker.  Individual starting to play a central role in the organization.  Knowledge worker became an asset for the organization instead of only be seen as a resource to be used.

2000 on- Strategic role of people in the organizations. HR seen as business partner and employee advocate

ElementPersonnel ManagementHR Manegement Employee RelationsCharacterized by conflict or opposition Developmental and Collaborative OrientationReactive and piecemealProaktive and business focused OrganizationSeparate functionsIntegrated functions ClientManagementManagement and employees ValuesOrder, equity, consistency Client and problem focused, tailored solutions Role of SpecialistRegulatory and record keeping Problem sensing, tailored solutions Role of line management Passive ownershipActive ownership Overall outputCompartmentalized (divided) thinking and acting Linking various HR levers to business needs

* A company’s ability to create more economic value than its competitors * Accomplished through: —managing employees effectively —training employees in skills they need —making employees feel valued —motivating employees to be productive

* Organizational demands * Environmental influences * Regulatory issues

A plan for achieving a competitive advantage * Impacts types of jobs employees perform * Affects attitudes and behaviors employees display

* Are you planning to be a cost leader or produce unique products/services?

The company designs the job in order to maximize the predictability of the employee outcomes. Requires Employees with: Basic skills Training: Train employees to carry out their responsibilities, Compensate: Pay according to their jobs performed and evaluate them with the job expectations Assembly Lines!

Company choose to perform jobs geared toward a particular objective like creativity and customer service. Requires Employees with: Specific skills, new perspectives, creativity, high organizational commitment Training: Train employees to create new skills and support theri growth! Compensate: Pay according to individual potential, unique experiences, team sucess and long term sucess Google!

* Company Size Small or Large Business!!! * Stage of Development Starting out, Emerging Growth, Maturity, Decline

Assumptions, values and beliefs of a company that affect how employees behave: Do not forget these are only two examples, each company has its own unique culture Bureaucratic cultures Bureaucratic cultures value rules, formalization, hierarchy Entrepreneurial cultures Entrepreneurial cultures value creativity, knowledge exchange, innovation

* Psychological Contract * Work Life Balance * Justice

Influences how companies recruit/select. Some recent trend in Turkish Labor Market: * Diverse in race, gender and age * Number of women expected to grow * Overall unemployment rate % 9.9 * % 19.3 unemployment rate among young people in Turkey * Size of group 55-and-older increasing due to the new retirement policy in Turkey

* Requires many employees to possess basic computer proficiency * Challenges privacy issues and potential misuse by employees * Broadens access to recruit employees from larger market * Enables virtual workforce

* Blurs country boundaries in business activities * Enables international joint ventures and partnerships * Challenges companies with differences in values and beliefs * Encourages offshoring—sending work once performed domestically to other countries for lower costs

Companies and their management being held accountable for ethical behavior Corporate policies and procedures spell out ethical behavior Involves how companies behave toward their stakeholders Can help foster positive reputation and consumer support