1. Topic 2 Human Resources
IBBM Susie Roberts 1//2016

2. Human Resources Planning 2.1
This unit includes the following topics:
The supply of labour (labor)
Workforce Planning
Recruitment
Training and Appraisal
Changing Work Patterns

3. The Supply of Labour (Labor)
Defined as: the TOTAL Number of people who are willing and able to work.
Constraints and Opportunities include: (aka external and internal factors)
Technological change
Migration
Demographics

4. Workforce planning
Explanation: Changes in the external environment mean that organizations have to anticipate and manage changes in their workforce. For workforce planning, an organization will:
Forecast the Human Resources it needs to achieve its objectives.
Identify, Develop, and Maintain the skills its workforce needs
Bear in mind the Work-Life balance that employees are looking for.
Find the right types of employees
Find employees that work effectively
Ensure that employees are properly trained.
Too many employees increases cost; too few employees hurt productivity

5. Labour Turnover
The Movement of employees into and out of a business in a given period of time (1 yr).
>Indicator of how stable a business is.
>High labor turnover may indicate that the business has labor problems; dissatisfied employees; may lead to lower productivity.
Hiring new labor can cause problems: new workers are less productive; affects employee motivation*
*leads to interruption in work practices and routines

6. recruitment
Explanation: An organization that identifies a shortfall in its workforce, or can see one coming, will need to start recruitment.
Recruitment Steps:
Establish the exact nature of the job vacancy and write a job description.
Draw up a person specification (list of qualities, skills, qualifications desired)
Job Advertising and Posting reflecting requirements.
Compile a list of applicants that meet the requirements after review.
Conduct Interviews looking at SKILLS, EXPERIENCE, and CHARACTER.

7. Training and appraisal
Explanation: Professional Development through training and education can bring benefits to a business.
Help existing staff adopt new innovations
Can be a source of motivation
Can help to build team spirit
Can be used to develop skills of “junior” staff.
Four Types of Training:
Induction Training and Orientation
On The Job Training
Off the Job Course of Instruction
Plus 2: Cognitive and Behavioral Training
Cognitive (helps to develop their thinking and processing skills) and Behavioral Training (Interpersonal Skills)

8. APPRAISAL and Development
Appraisals and Performance Evaluations are usually done Annually. Formative, Summative, 360 degree, Self- appraisal
Employees like to continually achieve a sense of self-fulfillment.
Formative-intended to be a learning process; summative-performance compared to set standards; 360 –appraisals from co-workers, customers, clients, managers

9. Termination of Employment: called Firing, sacked, layoff, surplus, redundancy, RIF, Downsized, Dismissal
Dismissal of Employment/Firing/Sacked: Failure to meet obligations of employment. Layoff, Surplus, Redundancy, RIF (Reduction in Force), Downsized: Not enough work for all employees.

10. Changing Work Patterns
Sometimes domestic governments impose Employment Laws (minimum wage, minimum age for certain jobs, taxes, regulations about safety, etc.) which affect employers and employees. These vary from government to government. external forces drive change in employment patterns beyond the government control such as outsourcing and offshoring, Immigration, average age of workforce service sector employment educational qualifications female employment workplace stress As well as declines in experienced carpenters in the future because of construction downturn 2007 to present; and business license income to government down because many small businesses are closing).

11. Work practices on the decrease/WHY?
Full Time Work Permanent Contracts

12. Work Practices on the increase:
Part Time Work Temporary Freelance Teleworking Homeworking Flextime Casual Fridays 3 day Weekends or 4x10’s

13. Changes in work preferences
Career Breaks Job Share Downshifting Study Leave Cultural Differences and their impact on the HR Plan

14. Organization Structures and Communication Section 2.2
DEFINITION: The Internal Formal Framework of a business that shows the way in which management is organized and how authority is passed.

15. Flexible workers Core workers Contractual workers Charles Handy
Relationship between workers and organizations
Theorized about the Relationship between workers and organizations:
Flexible workers
Core workers
Contractual workers

16. Three categories of workers:
A worker’s relationship with an organization falls into one of three groups:
Core workers are the highly qualified professional and managers who set and implement the objectives and strategies for the organization and understand how the company operates and they get things done.
Contractual/Peripheral workers represent the contractual fringe workers who provide services such as advertising, catering, and transport. They are paid for a particular job.
Flexible workers do part-time, temporary and seasonal work.

17. Two ways to organize the structure:
Formal Organization: >Features a “Delegation”: passing authority to a subordinate in the managers span of control. Each level of management will have written or unwritten rules that outline what is done at each level.
Informal Organization: >No rules and >Does not officially exist

18. Small Span of Control and Many Levels (Chain of Command)
Levels of Hierarchy: The ranking of people in an organization. It can link people directly or indirectly, or vertically or horizontally.
Tall organizations
FLAT ORganizations
Small Span of Control and Many Levels (Chain of Command)
Larger Span of Control and Fewer Levels. Owner/Manager

19. COmmunication Language Overload (too many emails!) Noise Emotion
Formal and Informal
Barriers to effective communication:
Formal communication is processed through a formal structure ie: Memos Reports IT Informal communication is with no formal structure ie: volunteer organizations that may not have processes developed.
Language
Overload (too many s!)
Noise
Emotion
Sensitivity to Receiver
Inconsistent Messages
Gap
Specialist Knowledge

20. 2.2 Organizational Structure/Communication Vocabulary Words
Subordinate
Tall/Vertical structure
Levels of Hierarchy
Federalism
Chain of Command
Delegation
Decentralization (site-based)
Organizational Chart
Outsourcing
Span of Control

21. Leadership and MAnagement
Section 2.3

22. Key Functions of Management
Planning
Organizing
Commanding
Coordinating
Controlling
As table groups, list what responsibilities fall under each of these functions. Discuss. (page )

23. Discussion Question:
What is the difference between Management and Leadership? Turn to page 128. Discuss as a class and list the attributes of each.
Management gets tasks accomplished. Leadership is an emotional role and a leader will have the ability to inspire and motivate. Leaders are relationship-oriented.

24. Management gets tasks accomplished.
Leadership is an emotional role and a leader will have the ability to inspire and motivate. Leaders are relationship-oriented.

25. Leadership Styles
Autocratic-The leaders holds onto as much power and decision-making authority as they can. They do not usually consult with employees when making a decision. Prefer employees who obey orders. Paternalistic-This “father-like” leader has considerable authority over employees, but try to treat them like family. Provide a sense of family, safety, the expect Loyalty in return. They are offended if you resign your position. Democratic-Involves employees in decision making and informs them about decisions which affect them. Laissez-faire-To “leave alone”; The manager gives employees considerable freedom in how they do their work. Employees set their own goals, make their own decisions, and resolve problems as they see fit. Situational- This style believes that different situations require different styles of leadership. No one style of leadership is the best. Depends on the circumstances at hand.

26. Assignment:
With your shoulder partner at your table, draw a table showing the advantages and disadvantages of the five leadership styles discussed previously. Refer to page in text. (15 minutes)Turn in today.

27. MOTIVATION Section 2.4

28. Intrinsic and extrinsic Motivation
Intrinsic Motivation
Extrinsic motivation
This occurs when someone gets satisfaction from a particular activity itself without threats or rewards from outside.
Rewards are extrinsic - motivators that come from outside the individual; external factors, such as money.

29. Motivational theorists
Frederick Taylor
Abraham Maslow
Taylorism- scientific management which applied scientific methods of measurement under controlled circumstances to maximize output.
The Hierarchy of Needs >Top/Self Actualism >Esteem >Love/Belonging >Safety >Survival/Basic Needs
Draw Maslows Hierarchy and describe each element within. Page 137

31. More Motivational Theories
Frederick Herzberg
John Adams
Two factor theory based on hygiene needs and motivational needs. Hygiene are those things that bring you dissatisfaction at work. Motivational needs are those things that motivate you to work because of intrinsic value.
Equity theory is based on inputs, outputs, and equity. Inputs-What qualities that an employee brings to the business. Outputs-What an employee receives from working at an organization.
Page

32. Frederick Herzberg -two factor theory
Hygiene needs
True motivations
Work conditions Salary Company car Status Security Relationship with subordinates and supervisor Personal life
Achievement Recognition The work itself Responsibility Advancement Job enrichment and job enlargement

33. Daniel Pink
Contemporary motivational theorist who says that Taylorism is flawed and is an outdated motivational theory because work has changed. He states that rewards and punishments are no longer motivating, and today’s employers need to tap into the employees’ INTRINSIC Motivation. Yes or No? The Self-Determination Theory (STD) includes AUTONOMY, MASTERY, PURPOSE. Complete Page 140 Case Study

34. Theory X and Y (Douglas McGregor)* Not in text
Theory Y
This type of manager assumes that employees are lazy and dislike work. Workers need to be closely supervised and provided a disciplined work environment. Employees are motivated by financial rewards.
This type of manager assumes that employees enjoy their work and will seek opportunities to take on responsibilities and do a good job. Little direct supervision (hands off approach). Employees can be trusted.
Not required to know this year.

35. Assignment:
Please read pages Next, with a partner, CREATE a compiled CHART from the information on these pages, listing only the Financial and Non-financial Rewards AND include the primary Motivation factors. Turn in next class.

36. 2.4 Motivation Vocabulary Words
Maslow
Empowerment
Taylor
Teamwork
Herzberg
Intrinsic Motivation
Motivation Theory
Extrinsic Motivation
Daniel Pink
Hygiene Factors
Wages
Motivating Factors
Salary
Performance Related Pay
Commission
Job Enlargement
Profit Sharing
Job Enrichment
Fringe Benefits
 Adams Equity Theory