1. HRM in a Dynamic Environment
Chapter 2
HRM in a Dynamic Environment
Copyright © 1999 John Wiley & Sons Canada, Ltd. All rights reserved.

2. Globalization in HRM
HR can help employees understand cultural environments by teaching them:
new languages
new cultures
new ways to build teams and reduce conflict

3. Workforce Diversity and HRM
The varied personal characteristics that make the workforce heterogeneous.

4. Environmental Pressures
HR Responses
Legislation
Changing demographics
Globalization
Culturally- and family-sensitive benefits packages
Diversity training

5. Changing Skill Requirements
Service sector employs 80% of workers
Many job candidates lack basic skills
Cost of skill deficiencies

6. Corporate Downsizing: The Rationale
Organizations seek greater efficiency by increasing spans of control.

7. Corporate Downsizing: Implications for HRM
Communicating changes
Job redesign
Training
Working with top management
Developing outplacement services

8. Mergers and Acquisitions: Implications for HRM
Counsel workers threatened by change or anxious about job security
Reassign displaced workers
Integrate employees and HRM from both organizations

9. Total Quality Management
Based on continuous process improvement (ongoing incremental changes)
Key element is development of clear standards (e.g., ISO 9000)
HRM can facilitate communications, training, and structural changes
TQM

10. Reengineering Work Processes
Radical change of more than 70 per cent of work processes
HR’s role:
Help employees deal with conflict and change
Provide skills training
Adapt HR systems

11. The Contingent Workforce
Core employees: long-term relationship with organization, performing essential jobs.
Contingent workers: hired for shorter time periods when specific skills are needed.

12. Types of Contingent Workers
Part-time employees: Work less than forty hours a week.
Temporary employees: Fixed cost for labour used during specified (peak production) period.
Contract workers: Hired to work on specific projects. Typically highly skilled.

13. Contingent Workers: Implications for HRM
Requires shift from position-focused HRM to portfolio-focused HRM. Focus is on:
Planning for “virtual” employees
Recruiting contingent workers
Helping them adapt to organization
Dealing with conflict between core and contingent workers

14. Decentralized Work Sites
New technology allows greater flexibility
Is teleworking a better way to work?
Managing teleworkers is an HRM challenge

15. Employee Involvement Empowerment includes: Delegation
Participative management
Increased use of work teams
HRM’s role:
Communication and training