【精品】企业专业人员服务成绩考核表83

CHAPTER 2:CHALLENGES IN STAFFING HUMAN RESOURCE MANAGEMENT,Copyright 2005 South-Western. All rights reserved.,Copyright 2005 South-Western. All rights reserved.,12,Major Factors Affecting HRM,StrategicHRM,TechnologicalAdvancement,Demographicsand Diversity,Globalization,Copyright 2005 South-Western. All rights reserved.,13,Exhibit 2-1Issues for Integrating New Technologies,Copyright 2005 South-Western. All rights reserved.,14,Exhibit 2-2Impact of Technology on Organizations,Copyright 2005 South-Western. All rights reserved.,15,Technology Challenges for HRM,TelecommutingEmployee surveillance & monitoringe-HREthical behavior,Copyright 2005 South-Western. All rights reserved.,16,Telecommuting,Dramatic growth in number of Americans working from home3.4 million in 199019.6 million by beginning of 2000,Issues affecting success of telecommuting programsClear performance measurement system is keyDeciding which employees will be offered participationEquipment expenseSome managers uncomfortable having direct reports away from office,Copyright 2005 South-Western. All rights reserved.,17,Employee Surveillance and Monitoring,More than 80% of large employers utilize monitoring technologyInternet usageE-mailsComputer filesVoice-mailTelephone usageUnder Electronic Communications Privacy Act (ECPA) employees have only limited privacy rights,Copyright 2005 South-Western. All rights reserved.,18,E-HR,Opportunity to deliver transactional types of services onlinePayrollEmployee benefitsSchedulingRecruitingTrainingCareer development,Copyright 2005 South-Western. All rights reserved.,19,Ethical Behavior,Majority of jobs are considered to be “at-will”Movement toward greater protection for employees in regard to off-duty behaviorOwnership of workFairness of noncompete clauses,Sarbanes-Oxley Act of 2002Eliminates deception in accounting & management practices by increasing government oversightHolds senior executives more directly responsible for violationsProtects “whistle-blowers”,Copyright 2005 South-Western. All rights reserved.,110,Workforce Demographic Changes: “Graying” of Workforce,Negative aspects of older workersPerceived resistance to change by older workers.Increased health-care costs for senior workersBlocking advancement opportunities for younger workersHigher wage & salary costs for senior workers,Positive aspects of older workersAs productive or more productive than younger workersHave more organizational loyalty than younger workersPossess broader industry knowledge & professional networks,Copyright 2005 South-Western. All rights reserved.,111,Workforce Demographic Changes,Baby Boomers (19451962)In excess supply in middle management ranksHR challenge is to manage “plateaued” workersBaby Busters (1963mid-1970s)Are career bottlenecked by BoomersWho have skills in high demand are doing & will do well,Copyright 2005 South-Western. All rights reserved.,112,Workforce Demographic Changes,Generation “X”ers (late 1970searly 1980s)Have life-long exposure to technology & constant changeSeek self-control, independence, personal growth, creativityNot focused on job security or long-term employmentGeneration “Y”: “Baby Boom Echo” (after 1979)High comfort level with technologyGlobal & tolerant outlook on lifeHighly entrepreneurialShorter attention spanOpting for more transient & variable project work,Copyright 2005 South-Western. All rights reserved.,113,Workforce Demographic Changes,Sexual orientationMore than 200 Fortune 500 employers offer full benefits for domestic partnersSexual orientation issues can impact bottom lineDisabilities54 million Americans with disabilitiesOften not included in diversity initiativesMany supervisors do not understand needs of employees with disabilitiesStereotypes,Copyright 2005 South-Western. All rights reserved.,114,New Employee/Workplace Dynamics,Emphasis on management of professionalsEstablishment of separate career tracksTechnical/Professional, Managerial /AdministrativeUse of project teamsLess employee loyalty, more loyal to selfStaying with employers for shorter periods; demanding more meaningful work & involvement in organizational decisions,Copyright 2005 South-Western. All rights reserved.,115,New Employee/Workplace Dynamics,Increased personal & family dynamic effectsMore single-parent families, dual-career couples, & domestic partnersIncreased nontraditional work relationshipsPart-time, consulting, & temporary employment flexibilityOutsourcing & entrepreneurial opportunities,Copyright 2005 South-Western. All rights reserved.,116,Ethnicity,By 2050Close to 50% of US population will be non-CaucasianBy 2005Ethnic minority share of workforce will be 28%Up from 22% in 1990 & 18% in 1980,By 2025African-Americans will represent 14% of populationUp from 12% in 1994Hispanics will represent 17% of populationUp from 10% in 1994Asians & Pacific Islanders will represent 8% of populationMore than double from 1994,Copyright 2005 South-Western. All rights reserved.,117,Managing Workplace Diversity,Understanding & appreciating diversityCritical to effectively marketing to ethnic & minority groupsPromoted by having diverse workforce at all levelsHelps ensure hiring & promotion decisions are unbiased by person differences,Diversity management programs or initiativesMust be integrated with organizations mission & objectivesHelp key decision makers identify diversitys benefits to organizationMake critical decisions about implementing optimal program/initiative contingent on organization & its people, mission & culture.,Copyright 2005 South-Western. All rights reserved.,118,Exhibit 2-6Individual Dimensions of Diversity,Copyright 2005 South-Western. All rights reserved.,119,Strategic Management of Diversity,Determine why diversity is important Articulate how diversity relates to mission & strategic objectivesDefine diversity & determine how inclusive its efforts will beMake a decision as to whether special efforts should be extended to attract diverse workforceAssess how existing employees, customers, & other constituencies feel about diversityDetermine specific types of diversity initiatives that will be undertaken,Copyright 2005 South-Western. All rights reserved.,120,Reading 2.1Five Challenges to Virtual Team Success,Virtual teams:Groups of people who work interdependently with shared purpose across space, time, & organization boundaries using technology to communicate & collaborateTypes of virtual teamsGlobal virtual teamsTeams assigned to accomplish specific projectsCross-functional teamsChallenge: Recognize obstacles confronting teams that are both cross-functional & virtual,Copyright 2005 South-Western. All rights reserved.,121,Reading 2.1Five Challenges to Virtual Team Success,Building trust within virtual teamsMaximizing process gains & minimizing process losses on virtual teamsOvercoming feelings of isolation & detachment associated with virtual teamworkBalancing technical & interpersonal skills among virtual team membersAssessment & recognition of virtual team performance,Copyright 2005 South-Western. All rights reserved.,122,Reading 2.2Impact of the Sarbanes-Oxley Act,New whistleblower protectionsNo public company may discriminate against employee because of any lawful actRetaliation against employee because of any lawful act done to assist a proceeding relating to alleged violation is prohibitedIf DOL determines that violation has occurred, employer may be ordered to reinstate employee & provide compensatory damages,Copyright 2005 South-Western. All rights reserved.,123,Reading 2.2Impact of the Sarbanes-Oxley Act,The Act dramatically affects officer compensation programs Executive bonuses subject to forfeiture under ActPersonal loans to executives are regulated by ActSEC can remove or temporarily freeze payments to executives & directorsPublic accounting firms are precluded from auditing company if highly placed executive was employed by auditing firm & participated in companys prior years auditAttorneys have new rules of professional responsibility,Copyright 2005 South-Western. All rights reserved.,124,Reading 2.2Impact of the Sarbanes-Oxley Act,The Act requires new employment policies & procedures Procedures for receiving & handling complaints of corporate fraud have to be establishedCompensation program bonus policies & stock option plans have to take account of new forfeiture provisionsHiring & recruitment strategies & background checks will have to be revamped to avoid hiring executives whose employment is precluded by the ActTraining required to properly