人力資源管理(HRM)英文課件

李楊古生物學(xué)與地層學(xué)李楊古生物學(xué)與地層學(xué)Chapter2AStrategicManagementApproachtoHumanResourceManagementChapter2AStrategicManagemenTakingaStrategicHRMApproachHRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany’soverallstrategy,mission,andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectivesTakingaStrategicHRMApproacStrategicPlansThreetofiveyeartimelineAnnualmonitoring&modificationFitbetweenorgstrategy&HRMpolicies/programsRecruitment,selection,

outsourcing,telecommuting,

performanceevaluation,compensationStrategicPlansThreetofiveyAModeltoOrganizeHRMADRMGoalsofARDM:sociallyresponsible,ethicalpracticesAcquiringDevelopingRewardingMaintaining

&ProtectingAModeltoOrganizeHRMADRMGoaAModeltoOrganizeHRMExternal

InfluencesInternalInfluencesGovernmentrequirements,regulations,lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocationStrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader’sstyleandexperienceAModeltoOrganizeHRMExternaAModeltoOrganizeHRMMatchingpeopleandactivitiesiseasiertoaccomplishwithadiagnosticapproachEmployeesarethebestqualifiedTheyperformjobsthatsuit

theirneeds,skills,abilitiesSuccessofanyHRMactivityAModeltoOrganizeHRMMatchinTakingaDiagnosticApproachtoHRMTheARDMmodelhasfourspecificstepsDiagnosisImplementationPrescriptionEvaluationTakingaDiagnosticApproachtTakingaDiagnosticApproachtoHRM=Sociallyresponsible,ethicalbehaviorsCompetitive,high-qualityproducts

andservicesFocuson

ADRM+EnvironmentTakingaDiagnosticApproachtAvailableresourcesHRMEnvironmentalInfluencesGuidelinesThelabor

forceEconomic

conditionsUnionprocedures,

requirementsGovernment

laws,regulationsCompetenciesInternalInfluencesExternalInfluencesAvailableresourcesHRMEnvironHRMisOneFunctionAmongManyProductionFinanceAccountingMarketingR&DHRMHRMisOneFunctionAmongManyGovernmentLawandRegulationsGovernmentregulationdirectlyaffects:RecruitingSelectionEvaluationPromotionGovernmentLawandRegulationsGovernmentLawandRegulationsEEO&HRrightslegislationindirectlyaffects:EmploymentplanningOrientationCareerplanningTrainingEmployeedevelopmentGovernmentLawandRegulationsGovernmentLawandRegulationsOtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex,age,disabilityCompensationregulationBenefitsregulationWorkers'compensationandsafetylawsLaborrelationslawsandregulationsPrivacylawsGovernmentLawandRegulationsGovernmentLawandRegulationsGovernmentregulationhasincreasedsubstantially

In1940,theU.S.Dept.ofLaboradministered18regulatoryprogramsIn2004,itadministeredmorethan135AndthatisjustonegovernmentagencyGovernmentLawandRegulationsGovernmentLawandRegulationsEncouragessimplisticthinkingoncomplicatedissuesComplexityleadstoslowdecisionmakingLeadstocomplicatedlegalmaneuveringManyregulationsareoutdated,withlittlepurposeOverlap,contradictionamongregulatoryagenciesGovernmentregulationimpactsamanager’sjobGovernmentLawandRegulationsTheUnionUnion

ImpactsWorking

conditionsWork

hoursGrievance

processesEmployee

rightsFringe

benefitsWagesand

salariesTheUnionUnion

ImpactsWorking

TheUnionUnionsarenolongerconcentratedinafewsectorsThefastest-growingsectorsarethe

publicsectorandthethirdsectorUnionizedemployeesarenolongerjustblue-collarfactoryworkersTheUnionUnionsarenolongerEconomicConditionsTwoeconomicfactorsaffectHRMprograms:

ProductivityTheworksectoroftheorganizationProductivityis:Abigpartofanation'seconomicconditionRepresentativeofanorganization’soverallefficiencyTheoutputofgoodsandservicesperunitofinput(resources)usedinaproductionprocessEconomicConditionsTwoeconomiEconomicConditionsDetermine

outputcostsIsolatetheoutputsComparecurrent&previousyearMeasuring

productivityProductivitymeasuresarecrudeandsubjecttoshort-termerror,butovertimecanshowatrendEconomicConditionsDetermine

oEconomicConditionsSuggestedSolutionsforIncreasingProductivityPotential

NegativeImpactsOthersAirpollutionRadiationToxicwasteReducegovernmentcontrolsDevelopfavorableincometaxincentivesReindustrializeEconomicConditionsSuggestedSEconomicConditionsInfluenceproductivitythroughsoundHRMprogramsDiagnose,prescribe,implement,evaluateRecruitmentandselectionMotivationaltechniquesCompensationTraininganddevelopmentEconomicConditionsInfluencepTheWorkSectorofHRMPrivateSector60%Profit-orientedbusinessesPublicSector30%GovernmentThirdSector10%Museums,socialclubs,orchestras,schools,churchesTheWorkSectorofHRMPrivateCompetitivenessOrganizationalcompetitiveness…substituteorganizationfornation,andemployeesforcitizensThedegreetowhichanationcan,underfreeandfairmarketconditions,producegoodsandservicesthatmeetthetestofinternationalmarkets

whilesimultaneouslymaintainingorexpandingtherealincomes

ofitscitizensCompetitivenessOrganizationalOrganizationalCompetitivenessHoweffectivelydoweproducetheproduct?Howgoodareourservicesorgoods?Canworkershandlenewtechnology?Cantheproductioncostsbelowered?Dowehaveenoughworkersforglobal

productionlevels?Willworkingharderandfasterincrease

turnover,absenteeism,anddefects?OrganizationalCompetitivenessCompetitivenessDealingeffectivelywithemployees,customers,suppliers,competitorsHavingasuperiormarketplacepositionrelativetocompetitorsHowHRMactivitiesareimplementedandmodified

canprovidetheseadvantagesCompetitive

AdvantageSustainableCompetitiveAdvantageCompetitivenessDealingeffectiCompetitivenessActivitiesthatenhance/sustaincompetitiveadvantageEmploymentsecuritySelectiverecruitingHighwagesIncentivepayEmployeeownershipInformationsharingParticipation,empowermentTeamsandjobredesignTraining(skilldevelopment)SymbolicegalitarianismPromotionfromwithinMeasurementofpracticesCross-utilization,cross-trainingWagecompressionLong-termperspectiveOverarchingphilosophyCompetitivenessActivitiesthatCompetitivenessCompetitorscanadoptand/orimproveonsuccessfulHRMactivities

AfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied,butimitationofanentirecultureandsystemofHRMisdifficultCompetitivenessCompetitorscanComposition&DiversityofLaborForceIn2004,146+millionAmericans

wereintheworkforceNotinthemilitaryEmployedoractivelyseekingwork16yearsorolderComposition&DiversityofLabWomenintheWorkforceIn2007,about48%ofU.S.workforcewasfemaleA280%increasesince1947TheystillfaceworkplacediscriminationMosthaveprofessionaljobsWomenintheWorkforceIn2007,MinoritiesintheWorkforceThemostrecentimmigrantgroups

takethelowest-leveljobsFewHispanics,African-Americans,orNativeAmericanshavehigh-status,high-payingjobsMinoritieslivedintheU.S.

longbeforeimmigrantsarrivedThesituationforracialðnicminorities

issimilartothatforwomenMinoritiesintheWorkforceTheFactsAboutOlderEmployeesWorkers45+haveno

moreaccidentsthanyoungeronesUntilage55,absenteeism

ratesarethesameorlowerOlderemployeesarejustaseffective

asyoungeronesInsurancepremiumsarehigher,

makingthemmorecostlytoemployWithagingcomesaloss

ofsomefacultiesFactsAboutOlderEmployeesWorEmploymentProjectionDentalhygienistsSoftwareengineers,applicationsPhysicaltherapistassistantsPhysicianassistantsNetworksystems/datacommunicationsanalystsHomehealthaidesFastestGrowingOccupations2004-2014EmploymentProjectionDentalhyGeographicLocationofOrganizationThelocationoftheorganization

impactshiringpracticesand

HRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal-politicalfactorsEconomicsInter-culturaltrainingGeographicLocationofOrganizInternalInfluencesonHRMProgramsCorporatestrategyCorporategoalsCompanyCultureThenatureofthetasksWorkgroupsLeaderstyle/experienceInternalInfluencesonHRMProStrategyWhatkeyexecutiveshopetoaccomplishinthelongrunConcernedwithcompetitionandaligningtheresourcesofthefirmLong-termsuccesslinkedtohelpingemployeesachieve

work-lifebalanceStrategyWhatkeyexecutiveshoGoalsEffectivenessproblemsIfprofitstakeprecedence,HRMgoalsreceivelittleattentionMostdepartmentshave

similargoalsDifferencesarisefromtheimportanceplacedongoalsGoalsdifferwithinandamongdepartmentsGoalsEffectivenessproblemsIfGoalsDiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilaritiesGoalsDiversityreferstoanymGoalsWisconsinPowerandLight’sapproachtodiversitytrainingFormadiversitysteeringteamCreateadiversitytrainingteamSelecttrainingprojectmanagerCompleteculturalauditDesigntrainingprogramImplementandevaluatethetrainingGoalsWisconsinPowerandLightOrganizationalCultureHowemployeesand

customersaretreatedHowbusiness

isconductedDegreeofloyalty

expressedbyemployeesAutonomyorfreedomin

departmentsorofficesSystemofshared

meaningheldby

organizationmembersOrganizationalCultureHowemplOrganizationCultureImpactsexpectationsNoone“best”cultureProvidesbenchmarkforperformancestandardsImpactsbehavior,productivityPerceptionsofcultureheldbyemployeesOrganizationCultureImpactsexNatureoftheTaskHRMistheeffectivematchingof

thenatureofthetask(job)

withthenatureoftheemployee

NatureoftheTaskHRMistheeJobFactorsthatAttract/RepelWorkersEnvironmental

pleasantnessJobdesignPhysical

locationTaskidentityTaskvarietyTimedimensionHuman

interactionDegreeof

empowermentPhysical

exertionDegreeof

knowledgePhysical

exertionJobFactorsthatAttract/RepelWorkGroupConsiderthemselvesagroupWorkinter-dependentlyInteractcontinuouslyOftenworknexttoeachotherTwoormorepeopleWorkGroupConsiderthemselvesEffectiveWorkGroupsEffectiveWorkGroupsFullmemberparticipationClearlydefinedgoalsAdequateresourcesMembersfurnishsuggestionsleadingtogoalachievementStablemembershipSupportsorganizationgoalsFewinnumber(7to14)WorkcloselytogetherHavesimilarbackgroundsDependonthegroupto

satisfytheirneedsSupportmanagementFunctionasateamEffectiveGroupMembersEffectiveWorkGroupsEffectiveWorkGroupChangingagroup’snormsandbehaviorManager’sleadershipRewardsanddisciplineMembertransfersWorkGroupChangingagroup’snLeader’sStyleandExperienceTheexperience/leadershipstyleoftheoperatingmanagerdirectlyaffectsHRMactivitiesOrchestratingtheskills,experiences,

personalities,andmotivesofindividualsFacilitatinginteractionwithinworkgroupsProvidingdirection,encouragement,and

authoritytoevokedesiredbehaviorsReinforcingdesirablebehaviorLeader’sStyleandExperienceTStrategicHRM:AKeytoSuccessStrategic(longterm)RewardsManagerial(mediumterm)Operational(shortterm)HRMStrategyLevelsAppraisalsDevelopmentEmployeeselection/placementHRMActivitiesStrategicHRM:AKeytoSuccesStrategicHRM:AKeytoSuccessStrategicHRMplanningLeadstogrowth,profits,

businesssurvivalExpandsawarenessofpossibilitiesIdentifiesstrengthsandweaknessesRevealsopportunitiesPointstotheneedtoevaluatethe

impactofinternalandexternalforcesStrategicHRM:AKeytoSuccesStrategicHRM:AKeytoSuccessMatchingStrategicplansEmployeecharacteristicsCompetitiveproductsandservicesHRMactivities=StrategicHRM:AKeytoSuccesStrategicHRMInvolvedinallaspectsoforganization’soperationMakeseverydaycontributionsComprehensiveprogramsAdaptivetoorganization’scultureResponsivetoemployeeneedsOptimizesemployeeskills,talents,creativityResponsivetoglobalchallengesStrategicHRMInvolvedinallaStrategicHRM:AKeytoSuccessGlobalmarketconnectionGrowingknowledgeneedsShiftinhumancompetenciesQuickerinnovationBusinessstreamliningRapidresponseTechnologyTrendsQualityimprovementIndustrialrevolutionStrategicHRM:AKeytoSuccesBuildingaCooperativeWorkforceAlmosthalftheworkforceisfemaleSlowergrowthinnumberofCaucasianworkersWhitemalesnolongerdominateworkforceBabyboomersarestayinginworkforcelongerChangesinU.S.WorkforceGenXisvyingwithBoomersforjobsMoreHispanic,Asian,olderworkersBuildingaCooperativeWorkforBuildingaCooperativeWorkforceMoreemphasison…ChildandeldercareDiversityunderstanding,trainingFair,ethical,promptissuehandlingRecruiting/developingskilledlaborBuildingaCooperativeWorkforRestructuringandDownsizingHalfofdownsizedfirmsendupwithasmanyworkersDownsizinginmanufacturingisnotnewPositivelycorrelatedtoforeigncompetitionEncouragesfirmstoreducetheircostsProfitsincreaseintheshort-run,butnotproductivityLeadstolowercompensation/wageswithinthefirmFactsAboutDownsizingRestructuringandDownsizingHaRestructuringandDownsizingRestructuringChangingthereportingandauthorityrelationshipswithin

afirmDownsizingAreductioninacompany’sworkforceCanresultin

stress-related

healthproblemsRestructuringandDownsizingReContingentWorkersTemporaryParttimeContractLeasedHighestgrowthrate…h(huán)omehealthcare;medicalassistants;computerhardware,datacommunication,andsoftwareContingentWorkersTemporaryParPeople&theHRMDiagnosticFrameworkAbilitiesAttitudes,preferencesStylesIntellectualcapacitiesWayofdoingjobsPeople&theHRMDiagnosticFrAbilitiesofEmployeesAbilities/SkillsMechanicalMotorcoordinationMentalCreativeAbilitiesresultingfromgeneticfactorscanrarely

bechangedAbilitiesofEmployeesAbilitieEmployeeAttitudesandPreferencesPreferenceEvaluatinganobject,idea,orpersoninapositiveornegativewayAttitudeCharacteristic,long-lastingwayofthinking,feeling,andbehavingObject,idea,person,orgroupEmployeeAttitudesandPrefereWorkTheamountofenergydirectedtowardworkisdirectlylinkedtotheamountdirectedtofamily,interpersonalrelations,andrecreationAllowsexpressionofbothaggressiveand

pleasure-seekingdrivesOffersjustificationforexistenceAwaytochannelenergyProvidesincomeAwaytoachieveself-esteem,self-worthWorkTheamountofenergydirecMotivationAsetofattitudesthatpredisposesapersontoactinaspecific,goal-directedwayAninnerstatethatenergizes,channels,andsustainsbehaviortoachievegoalsWorkmotivationchannelsaperson'sbehaviortowardworkandawayfromrecreationorotherareasoflifeThemotivationtoworkchangesasotherlifeactivitieschangeMotivationAsetofattitudestMotivationManagerswhodeterminetheworkmotivations

ofemployeesmakebetterHRMdecisionsWork-orientedemployeesareusuallymotivatedbyincentivecompensationsystemsThosemotivatedtodoa

betterjobbenefitfromperformanceevaluationtechniquesMotivationManagerswhodetermiPersonality:HowOneThinks&BehavesEmotional

reactivitySelf-imageVisible

behaviorIntelligenceAbilitiesAttitudesGenetic

blueprintMotivesValuesTraitsPersonalityPersonality:HowOneThinks&PersonalityofEmployeesChoicesInternalinclinationsEnvironmentalinfluencesEmployeesarebothrationalandintuitiveTheyactinresponseto…PersonalityofEmployeesChoiceHRMDesirableEndResultsGoalsofHumanResourceProcessesSocially

responsible,

ethicalpracticesCompetitive,

high-quality

productsCompetitive,

high-quality

servicesHRMDesirableEndResultsGoalsCommentstoReflectOnOrganizationaleffectivenessiscriticallyinfluenced

byHRmanagementpracticesImprovementsinproductivity,quality,andcustomersatisfactiontypicallydependonchangesinmultiplemanagementsystemsChangesinstaffing,training,andcompensationareintegraltoacoordinatedchangeeffortHRmanagementsystemsdrivebehavior;theymustalignwithothermanagementsystemsTheHRdepartmentmustbeacentralplayerinacompany'scompetitiveefforts

CommentstoReflectOnOrganiza李楊古生物學(xué)與地層學(xué)李楊古生物學(xué)與地層學(xué)Chapter2AStrategicManagementApproachtoHumanResourceManagementChapter2AStrategicManagemenTakingaStrategicHRMApproachHRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany’soverallstrategy,mission,andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectivesTakingaStrategicHRMApproacStrategicPlansThreetofiveyeartimelineAnnualmonitoring&modificationFitbetweenorgstrategy&HRMpolicies/programsRecruitment,selection,

outsourcing,telecommuting,

performanceevaluation,compensationStrategicPlansThreetofiveyAModeltoOrganizeHRMADRMGoalsofARDM:sociallyresponsible,ethicalpracticesAcquiringDevelopingRewardingMaintaining

&ProtectingAModeltoOrganizeHRMADRMGoaAModeltoOrganizeHRMExternal

InfluencesInternalInfluencesGovernmentrequirements,regulations,lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocationStrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader’sstyleandexperienceAModeltoOrganizeHRMExternaAModeltoOrganizeHRMMatchingpeopleandactivitiesiseasiertoaccomplishwithadiagnosticapproachEmployeesarethebestqualifiedTheyperformjobsthatsuit

theirneeds,skills,abilitiesSuccessofanyHRMactivityAModeltoOrganizeHRMMatchinTakingaDiagnosticApproachtoHRMTheARDMmodelhasfourspecificstepsDiagnosisImplementationPrescriptionEvaluationTakingaDiagnosticApproachtTakingaDiagnosticApproachtoHRM=Sociallyresponsible,ethicalbehaviorsCompetitive,high-qualityproducts

andservicesFocuson

ADRM+EnvironmentTakingaDiagnosticApproachtAvailableresourcesHRMEnvironmentalInfluencesGuidelinesThelabor

forceEconomic

conditionsUnionprocedures,

requirementsGovernment

laws,regulationsCompetenciesInternalInfluencesExternalInfluencesAvailableresourcesHRMEnvironHRMisOneFunctionAmongManyProductionFinanceAccountingMarketingR&DHRMHRMisOneFunctionAmongManyGovernmentLawandRegulationsGovernmentregulationdirectlyaffects:RecruitingSelectionEvaluationPromotionGovernmentLawandRegulationsGovernmentLawandRegulationsEEO&HRrightslegislationindirectlyaffects:EmploymentplanningOrientationCareerplanningTrainingEmployeedevelopmentGovernmentLawandRegulationsGovernmentLawandRegulationsOtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex,age,disabilityCompensationregulationBenefitsregulationWorkers'compensationandsafetylawsLaborrelationslawsandregulationsPrivacylawsGovernmentLawandRegulationsGovernmentLawandRegulationsGovernmentregulationhasincreasedsubstantially

In1940,theU.S.Dept.ofLaboradministered18regulatoryprogramsIn2004,itadministeredmorethan135AndthatisjustonegovernmentagencyGovernmentLawandRegulationsGovernmentLawandRegulationsEncouragessimplisticthinkingoncomplicatedissuesComplexityleadstoslowdecisionmakingLeadstocomplicatedlegalmaneuveringManyregulationsareoutdated,withlittlepurposeOverlap,contradictionamongregulatoryagenciesGovernmentregulationimpactsamanager’sjobGovernmentLawandRegulationsTheUnionUnion

ImpactsWorking

conditionsWork

hoursGrievance

processesEmployee

rightsFringe

benefitsWagesand

salariesTheUnionUnion

ImpactsWorking

TheUnionUnionsarenolongerconcentratedinafewsectorsThefastest-growingsectorsarethe

publicsectorandthethirdsectorUnionizedemployeesarenolongerjustblue-collarfactoryworkersTheUnionUnionsarenolongerEconomicConditionsTwoeconomicfactorsaffectHRMprograms:

ProductivityTheworksectoroftheorganizationProductivityis:Abigpartofanation'seconomicconditionRepresentativeofanorganization’soverallefficiencyTheoutputofgoodsandservicesperunitofinput(resources)usedinaproductionprocessEconomicConditionsTwoeconomiEconomicConditionsDetermine

outputcostsIsolatetheoutputsComparecurrent&previousyearMeasuring

productivityProductivitymeasuresarecrudeandsubjecttoshort-termerror,butovertimecanshowatrendEconomicConditionsDetermine

oEconomicConditionsSuggestedSolutionsforIncreasingProductivityPotential

NegativeImpactsOthersAirpollutionRadiationToxicwasteReducegovernmentcontrolsDevelopfavorableincometaxincentivesReindustrializeEconomicConditionsSuggestedSEconomicConditionsInfluenceproductivitythroughsoundHRMprogramsDiagnose,prescribe,implement,evaluateRecruitmentandselectionMotivationaltechniquesCompensationTraininganddevelopmentEconomicConditionsInfluencepTheWorkSectorofHRMPrivateSector60%Profit-orientedbusinessesPublicSector30%GovernmentThirdSector10%Museums,socialclubs,orchestras,schools,churchesTheWorkSectorofHRMPrivateCompetitivenessOrganizationalcompetitiveness…substituteorganizationfornation,andemployeesforcitizensThedegreetowhichanationcan,underfreeandfairmarketconditions,producegoodsandservicesthatmeetthetestofinternationalmarkets

whilesimultaneouslymaintainingorexpandingtherealincomes

ofitscitizensCompetitivenessOrganizationalOrganizationalCompetitivenessHoweffectivelydoweproducetheproduct?Howgoodareourservicesorgoods?Canworkershandlenewtechnology?Cantheproductioncostsbelowered?Dowehaveenoughworkersforglobal

productionlevels?Willworkingharderandfasterincrease

turnover,absenteeism,anddefects?OrganizationalCompetitivenessCompetitivenessDealingeffectivelywithemployees,customers,suppliers,competitorsHavingasuperiormarketplacepositionrelativetocompetitorsHowHRMactivitiesareimplementedandmodified

canprovidetheseadvantagesCompetitive

AdvantageSustainableCompetitiveAdvantageCompetitivenessDealingeffectiCompetitivenessActivitiesthatenhance/sustaincompetitiveadvantageEmploymentsecuritySelectiverecruitingHighwagesIncentivepayEmployeeownershipInformationsharingParticipation,empowermentTeamsandjobredesignTraining(skilldevelopment)SymbolicegalitarianismPromotionfromwithinMeasurementofpracticesCross-utilization,cross-trainingWagecompressionLong-termperspectiveOverarchingphilosophyCompetitivenessActivitiesthatCompetitivenessCompetitorscanadoptand/orimproveonsuccessfulHRMactivities

AfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied,butimitationofanentirecultureandsystemofHRMisdifficultCompetitivenessCompetitorscanComposition&DiversityofLaborForceIn2004,146+millionAmericans

wereintheworkforceNotinthemilitaryEmployedoractivelyseekingwork16yearsorolderComposition&DiversityofLabWomenintheWorkforceIn2007,about48%ofU.S.workforcewasfemaleA280%increasesince1947TheystillfaceworkplacediscriminationMosthaveprofessionaljobsWomenintheWorkforceIn2007,MinoritiesintheWorkforceThemostrecentimmigrantgroups

takethelowest-leveljobsFewHispanics,African-Americans,orNativeAmericanshavehigh-status,high-payingjobsMinoritieslivedintheU.S.

longbeforeimmigrantsarrivedThesituationforracialðnicminorities

issimilartothatforwomenMinoritiesintheWorkforceTheFactsAboutOlderEmployeesWorkers45+haveno

moreaccidentsthanyoungeronesUntilage55,absenteeism

ratesarethesameorlowerOlderemployeesarejustaseffective

asyoungeronesInsurancepremiumsarehigher,

makingthemmorecostlytoemployWithagingcomesaloss

ofsomefacultiesFactsAboutOlderEmployeesWorEmploymentProjectionDentalhygienistsSoftwareengineers,applicationsPhysicaltherapistassistantsPhysicianassistantsNetworksystems/datacommunicationsanalystsHomehealthaidesFastestGrowingOccupations2004-2014EmploymentProjectionDentalhyGeographicLocationofOrganizationThelocationoftheorganization

impactshiringpracticesand

HRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal-politicalfactorsEconomicsInter-culturaltrainingGeographicLocationofOrganizInternalInfluencesonHRMProgramsCorporatestrategyCorporategoalsCompanyCultureThenatureofthetasksWorkgroupsLeaderstyle/experienceInternalInfluencesonHRMProStrategyWhatkeyexecutiveshopetoaccomplishinthelongrunConcernedwithcompetitionandaligningtheresourcesofthefirmLong-termsuccesslinkedtohelpingemployeesachieve

work-lifebalanceStrategyWhatkeyexecutiveshoGoalsEffectivenessproblemsIfprofitstakeprecedence,HRMgoalsreceivelittleattentionMostdepartmentshave

similargoalsDifferencesarisefromtheimportanceplacedongoalsGoalsdifferwithinandamongdepartmentsGoalsEffectivenessproblemsIfGoalsDiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilaritiesGoalsDiversityreferstoanymGoalsWisconsinPowerandLight’sapproachtodiversitytrainingFormadiversitysteeringteamCreateadiversitytrainingteamSelecttrainingprojectmanagerCompleteculturalauditDesigntrainingprogramImplementandevaluatethetrainingGoalsWisconsinPowerandLightOrganizationalCultureHowemployeesand

customersaretreatedHowbusiness

isconductedDegreeofloyalty

expressedbyemployeesAutonomyorfreedomin

departmentsorofficesSystemofshared

meaningheldby

organizationmembersOrganizationalCultureHowemplOrganizationCultureImpactsexpectationsNoone“best”cultureProvidesbenchmarkforperformancestan