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Human resource management

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by

Qingyu Qi

on 2 October 2013

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Transcript of Human resource management

Outline:
1. Quick definition
2. Summary of:
a. blog,
b. article,
c. top jobs.
3. Discussion questions
4. Thought provoking questions
What is Human Resource Management?
Summary of article
Thought provoking questions
In the article columnist Lucy Kellaway provides a prediction of office-life in 2012. 
White collar workers will be expected to be serious
Which means no more flexible off-site work
The author thinks this is a largely defensive  
Productivity
downsizing
Discussion Questions
1) How much do you agree with the columnist? Do you share her view on the future of office work?
2) If the columnist is correct, how would these new expectations affect standards expected of employees during recruitment processes?
3) If the columnist is correct, what will be the effect on retention and appraisal strategies commonly employed by organisations?
4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”? What are the risks with this strategy?
5) How would these changes accommodate for workforce diversity? Various ethnic cultures tend to adopt various standards of seriousness. How could a company justify certain expectations, if they do not accept people from various cultures?
Analysis of top jobs
1) How much do you agree with the columnist? Do you share her view on the future of office work?
2) If the columnist is correct, how would these new expectations affect standards expected of employees during recruitment processes?
Retention and appraisal strategies - "processes for
attracting, developing, retaining,
and
utilizing
the
right people
with the required skills to meet current and future business needs. "
4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”?  What are the risks with this strategy?
there are




Various ethnic cultures tend to adopt various standards of seriousness. 
How would these changes accommodate for workforce diversity? 
Which group of employees would
prefer a more “serious” organisation?
Which group of employees would
prefer a more “serious” organisation?
What would the impacts of a “serious”
culture have on the organisation?
References
Bond, M. (1999). Gender, race and class in organizational contexts. American Journal of Community Psychology, 27(3), 327-355.

Codjia, M. (2013). How does human resource management affect managers? Retrieved April 18, 2013, from http://www.ehow.com/info_8195223_human-resource-management-affect-managers.html#ixzz2QX8FmtRV

Demello, T. (2008). Online footprint. Retrieved April 18, 2013, from

Emberland, J.S., & Rundmo, T. 2010. Implications of job insecurity perceptions and job insecurity responses for psychological well-being, turnover, intentions and reported risk behavior. Safety Science, 48, 452-459.

Lang, J.C., & Lee, C.H. (2010). Workplace humor and organizational creativity. The International Journal of Human Resource Management, 21(1), 46-60.

Maertz, C.P., Wiley, J.W., LeRouge, C., & Campion, M.A. (2010). Downsizing effects on survivors: layoffs, offshoring, and outsourcing. Industrial Relations, 49(2), 275-285.

Pilley, M. (2010). Effects of downsizing and tips for a positive outcome. Retrieved April 18, 2013, from http://www.brighthub.com/office/human-resources/articles/83670.aspx

Potter, L. (2008). Legal and ethical issues when employers check applicants’ social networking sites. Retrieved April 18, 2013, from http://lespotter001.wordpress.com/2008/02/22/legal-and-ethical-issues-with-employers-checking-social-networking-sites/

Robbins, S., DeCenzo, D, Coulter, M., & Woods, M. (2011), ‘Management: The Essentials’, 1st Edition, Pearson Australia, Australia.

Smith, F. (2012). Coles staff stop checking out. Retrived April 18, 2013, from http://www.afr.com/p/national/work_space/coles_staff_stop_checking_out_EDjq9PdFYOc7IeBctimt8M

Stieger, S., Kastner, C., Voracek, M., & Furnham, A. (2011). Associations between just world beliefs and perceptions of counterproductive workplace behaviors. Psychological reports, 108(2), 606-16.
Summary of Blog
Summary of Blog
This forecast is driven by

high company risk aversion
”.
- based on the behavior of humans, while exposed to uncertainty to attempt to reduce that uncertainty.
Companies focus more on their
profits
.
Gossiping
in the office would return and arise, as
office politics
would thrive as never before.

"New seriousness", where
jokes
will
not be appropriate unless cracked by the boss
which appropriate laughter will be compulsory.
Summary of Blog
Does it?

What is meaningful participation in the workforce?

The consequences of the one way pursuit of seriousness and sameness.
Question:
What can the organisations do to minimise the effects and problems after downsizing and laying-off their employees?


"pressure"
"many competitions and low job security"
'S
Stress Frustration Anxiety
Anger
3) If the columnist is correct, what will be the effect on retention and appraisal strategies commonly employed by organisations?
Summary of article 2 – Top 100
How could a company justify certain expectations, if they do not accept people from various cultures?
The problems of trying to
justify expectation
Lack of communication

Slow improvement with little growth

Great difficulty in overcoming problems

More resistant to changes
Older employees






Women
Equality
She is not bragging about her new watch...
you are late for work!
What are some typical recruitment standards?
天枰
NO
YES
- enjoy work life
- company culture
- money has been spent
- the future
- virtual technology
- let them try
Human Resources
Management

HRM
HRM
Expected to be
serious
Arrive to work at
predictable hours
Work
more hours
than before
No more flexible
off-site work
Won’t
have
paid for
travel work trips
No
longer be able to use
technology
(such as video conferencing) but
rather face-to-face
meetings
Traditional emails will all be
tapped out
and
sent from the office PC
(instead of the iPhone)
suit up
stabilized
punctuality
How Proactive are they
How Flexible Are Their People Skills?
How Resourceful Are They?
Are They Clear on Results Focus?
What would the impacts of a “serious”
culture have on the organisation?
The End !!
Team members:
-

Neil Qi
- Kristy Lam
- Gokminh Lu

Human Resources
Management

Employees predicted to work better, under pressure and sheltered from flexibility
Shrink sandwich wraps will be eaten at desks to
SHORTEN
lunch breaks.
"
rewards
and benefits"
"
cash
bonuses or
promotions
in position"
4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”? 
What are the risks with this strategy?
Employees who have been laid off
Survivors of this downsizing process
- Cases where victums return to their former organisation to commit voilent acts.
- Anger
- Frustration
These have the
"Lay off Survivor Sickness"
, include feelings of:
- job insecurity
- perceptions of unfairness
- guilt
- depression
- stress from increased workload
- fear of change
- loss of loyalty and commitment
- reduced effort
- unwillingness to do anything beyond the required minimum.




During these processes, organisations should:
communicate

openly
and
honestly

Inform
those being let go
as soon as possible
Tell surviving employees the new goals and expectations
Provide support/counselling
for surviving employees by:
- Offering
individualised
reassurance
- Continue to
communicate
to the employees, especially one on one conversations
- Provide Counseling
- Support Groups
- Group Discussions
- Reassuring existing employees
- Communicate openly and honestly





What can the organisations do to
minimise
the
effects and problems

after

downsizing and laying-off
their employees?
Full transcript