1. BA 453/553 Human Resource Management

2. Mike Cieri Office: 342 Bexell Hours: TU 17:00 – 17:50 & by appointment E-mail: mike.cieri@bus.oregonstate.edumike.cieri@bus.oregonstate.edu

3. Course Outline Seminar Format  Interactive  Group work  Practical information Basic Knowledge of fundamental HRM concepts and methods Initial competency in HR skills & tools for the non- HR Manager Confidence in initially assuming HR responsibilities as a manager

4. How to demonstrate knowledge? 25% Class participation 25% First Exam (during wk 4) 25% Second Exam (during wk 9) 25% Research Paper There is NO FINAL

5. Grading 90+ = A 80+ = B 70+ = C 60+ = D I do not grade on a curve

6. Communication Triangle Receiver Feedback 600 words per minute Sender150 words per minute

7. What resources drive a business? Capital Technology Natural Human

8. Let’s look at “RESOURCE” in HR Cognitive intelligence Range of competencies Capacity to work Capacity to sustain work over time Emotional intelligence

9. Let’s look at “HUMAN” in HR A live body Morbidity & Mortality Self awareness & insight Capable of thought Capable of feeling Social interaction & function Capable of action/behavior Capable of choice Capable of good & evil

10. Our perceptions of People Douglas McGregor, The Human Side of Enterprise (“Theory X” & “Theory Y”) Every managerial act rests on theory Conventional management thinking focuses on control & notion Influence & persuasion can be equally effective means of social control Behind every managerial decision or actions are assumptions about human nature & behavior

11. “Theory X” “Theory Y” Exercise Read the “Manager’s Dilemma Worksheet” Rate the action plans A – T individually Within Groups come to a consensus and rate the action plans A – T Score your individual rating in Theory “X” & “Y” orientation

12. THEORY “X” The average human has an inherent dislike of work and will avoid if he/she can Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all

13. THEORY “X” continued The above assumptions reflect a more general assumption about the “mediocrity of the masses” Essentially, people cannot be trusted to act responsibility and will likely take advantage of situations with few controls to enhance their own self interests (Added by SJM)

14. THEORY “Y” The expenditure of physical and mental effort is as natural as play or rest External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which they are committed

15. THEORY “Y” Continued Commitment to objectives is a function of the rewards associated with their achievement The average human being learns, under proper conditions, not only to accept but to seek responsibility The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organization problems is widely, not narrowly, distributed in the population

16. THEORY “Y” continued Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized Essentially, most people can be trusted to act responsibly and ethically in balancing personal interests with those of an organization

17. Theory “Z” William Ouchi Emphasises things such as job rotation, broadening of skills, generalizations versus specialization, and the need for continuous training of workers. Assumptions:  Workers want to build cooperative and intimate working relationships  High need to be supported by the company and highly value the work environment (Family oriented)  Very well sense of order, discipline, oral obligation to work hard and a sense of cohesion with fellow workers

18. PYGMALION EFFECT Your Attitude Shows:  An attitude is influenced by feelings, thoughts, and actions.  The attitude you give out is the attitude you get back.  The attitude you project depends on the way you view the world.

19. Seven Practices of High Performance Organizations 1) Employment Security 2) Selective Hiring 3) Organization Design characterized by Decentralization & Team Management 4) Comparatively High Compensation contingent on Organizational Performances 5) Extensive Training 6) Reduction of Status Differences 7) Sharing Information

20. The Management Process Planning Organizing Staffing Leading Controlling

21. Strategic Planning There are three levels of strategic planning as shown below Corporate Strategy Business Strategy Business Strategy Business Strategy Business Strategy Functional Strategies

22. The Strategic Planning Process SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats Best strategic plans balance a company’s Strengths and Weaknesses with the Opportunities and Threats the firm faces Basic strategic trends  Globalization  Technological advances  The nature of work  The workforce

23. April 11 th Agenda Employment Law, Discrimination & Related HR issues Group presentations  Group 1: Civil Rights Act (Title VII/1964 & 1991)  Group 2: Harassment  Group 3: Americans with Disabilities Act (ADA) & FMLA  Group 4: Other protected Classes and Conditions: Pregnancy, Age, & Veterans  Guest Speaker  John Buersatte – Labor Attorney with Gleaves, Swaringen, Potter, & Scott LLP  Discussion & Activities

24. HRM People Functions Include: Job analyses Labor needs Recruit Select candidates Orient and train Wages and salaries Incentives and benefits Performance Communicate Train and develop Employee commitment Equal opportunity Health and safety Grievances/labor relations

25. HRM is Important to all Managers. Don’t Let These Happen to You! The wrong person High turnover Poor results Useless interviews Court actions Safety citations Salaries appear unfair Poor training Unfair labor practices

26. Line & Staff Managers Line Mangers  Accomplishing goals Staff Managers  Assisting & advising line managers

27. Line Manager’s HRM Jobs The right person Orientation Training Performance Creativity Working relationships Policies and procedures Labor costs Development Morale Protecting

28. Staff Manager’s HRM Jobs Line authority Implied authority Functional control Employee advocacy