Human Resource Management - appunti competi

{chapter 1}

Strategic human resource challenges : present and emerging

INTRODUCTION

LEARNING OBJECTIVES

-

- To provide a deep understanding, based on theoretical frameworks, of issues regarding managing people in organizations

- To develop the competences and knowledge about HRM policies and tools

- Focusing on how to foster people motivation and productivity

Go through the method for motivating and make possible that people grow the productivity

‣

- To develop critical thinking and analytical reasoning

Understand how to have a critical thinking about a company organization

‣

WHAT IS HUMAN RESOURCE MANAGEMENT?

- Group of activities and responsibilities that make possible the roll out of the strategy to the operation through people, values, processes,

- behaviors and culture

- Resolving disputes, providing benefits and incentives, orienting and training [yellow words list]

- Understanding the context : fundamental

FROM WHERE DO WE START?

-

Strategy organization model

-

- In order to manage we need a Business Plan :

Done from the broad, sales, operation, Research & Development, marketing, key client etc.

‣ It defines a path useful for shareholder and the people working there

•

From the business plan we build the Human Resources management

‣ Interest in the Corporate governance, influences a lot the People Search (the staffing process), People Competences (training &

• development) , Organization model , IT & digital structure

HR gives an important contribution to the organization design

- Organization Prospective, Organization Culture, Human Resource Choices

- Organization design is a general definition, could intend all the organization :

Ethics : Organization effectiveness and shareholders

‣ Platforms : International organization and strategies

‣ Agility : Designing Organizational structure (type of organization approaches, way of solving problems, working (bureaucratic or agile))

‣ Digital transition : Organization culture and change (ex. acquisition and changes in the company)

‣ Smart working and Open innovation : Organization creativity and innovation

‣

- The organization culture : Key elements

Observed behavioral regularities

‣ Norms

‣ Dominant values

‣ Philosophy

‣ Rules of the game

‣ Feeling of climate

‣ Organizational Network within the company

‣ HUMAN RESOURCE MANAGEMENT: THE CHALLENGES

- Managers : people who are in charge of others and are responsible for the timely and correct execution of actions that promote their units

performance

- Employee can be differentiated as :

Line employees : directly involved in producing the company’s goods or delivering services

‣ Staff employees : support line function (HR department)

‣ 1 - 3 {chapter 1}

- How to implement a strategy : Approach different paths

Consider three key elements : environment, organization and

‣ individual HR challenges may be categorized according to

their primary focus: environmental, organization or the

individual

Individual : each one of us have a different culture, story

‣ (professional and personal) each one is part of an

Organization : which has a story, situation, business big or

‣ small, bureaucratic or not, the firm is part of an

Environment : challenges are the forces external to the firm,

‣ they influence organizational performance but are largely

beyond management’s control (managers need to monitor

the external environment constantly for opportunities and

thereat)

SELECTING HUMAN RESOURCE STRATEGIES TO INCREASE FIRM PERFORMANCE

- To increase firm performance

- Human Resource strategies should fit with other organizational aspects

HR Fit with :

-

Organizational strategies :

-

Work Flows, Staffing, Employee Separations,

-

Performance Appraisal, Training and Career

Development, Compensation, Employee Rights,

Employee and Labor Relations, International

Management 2 - 3 {chapter 1}

Environment :

Degree of Uncertainty, Magnitude of Change,

Volatility, Complexity

Organizational Characteristics : Production Process, Firm’s Market Posture, Firm’s Overall Managerial Philosophy, Firm’s

Organizational Structure, Firm’s Organizational Culture

Organizational Capabilities : - Distinctive Competencies

Competitive edge

‣

- HR Strategies should

Help firm exploit its competencies

‣ Assist the firm to help use its HR skills

‣

SUMMARY AND CONCLUSIONS

- HR Challenges Facing Managers :

Environmental Challenges

‣ Organizational Challenges

‣ Individual Challenges

‣

- Planning and Implementing Strategic HR Policies

Policies and procedures should be congruent

‣

- Selecting HR Strategies to Increase Firm Performance

- The Important Partnership of HR and Managers 3 - 3 {chapter 2}

Managing Workflows and concocting job analysis

AGENDA

- To understand the relationship between the main drivers of organization design and human resource management practices

- To understand and use the right tools for the organization context

- To analyze and describe a job : methods, techniques, use of job analysis

- To identify different types of flexible work

INTERPRETING THE ORGANIZATION

the first key point of the Human Resource Management

- Which is my aim, target, main as an HR? :

Attract, integrate retain people; create and maintain and end employment relationships; achieve a performance in line with the

‣ company strategy; create value for the company

After understanding it I will be able to attract, integrate and retain people

• Finding the best people that fit this company, create, maintain and develop an employment relationship

•

- During pandemic : HR management needed to manage people in order to maintain the company’s day-by-day production

- Where does an HR act?

People : Programming the workforce, recruitment, selection, entering, exit

‣ How many people, how do i select people?

• Recruitment : search people ≠ Selection : decide who is the right one

• If i choose the right person, but not introduce it to the environment: problem

• Need also to manage their exiting from the firm

•

Relations : Contracting, commitment (contractual relationships and psychological contract)

‣ Contracting people : salary, benefits, job development, it is important to create a good relation

•

Performance : Organization, training, development

‣ Is the main target

• How to organize the company (structure, policy, how i train people)

•

Value : Evaluation and remuneration

‣ MANAGING WORK : Three different perspective

THE ORGANIZATIONAL PERSPECTIVE

1. Takes into account the entire organization : how it is structured

- We have 3 levels of approaching organization

Business strategy : As a set of medium-long term goals based on :

‣ Analysis of environmental opportunities and threats

• Apprisal of the business can deploy its assets to complete most effectively

•

Organizational structure Structure refers to the formal or informal relationships between people in organizations such as : CEO,

‣ marketing, operating collocation , sales organization, what type of company

Management selects HR strategies to fi and support its business strategies and organizational structure

‣

The entire organization :

1.

- Designing organization structure : specialization 3 types (or more also 5 or 7)

- It is not so defined that a company can have only one type, can be mixed (according to the type of tasks)

:

Bureaucracy organization

-

- Specialization : Centralization, many levels with specialized jobs and jobs descriptions, hierarchical career (career growth : passing to

different levels)

Levels : board | CEO | general manager | marketing, sales , R&D | area manager | salesperson ....

‣

- Coordination and control : Hierarchy and standardization 1 - 10 {chapter 2}

- Does bureaucratic organization mean boring organization? Not true

McDonald’s is a bureaucratic organization : work on service (high service level)

‣ Pyramid shaped structure, highly centralized, top-down or “command-and-control” approach to management, functional division of

• labor, specialization : narrowly specified job descriptions, works best in a predictable and stable environment

:

Flat organization

-

- Specialization : Decentralized management approach (of responsibility), few levels (one or two), horizontal career paths that cross functions

(changes through the company), broadly defined job (general description : describe responsibility and not the single activities), decision

made in a teamwork way (emphasis on teams), broad range of skills, flexible boundaries between jobs and units, focus on customer

- Coordination and control : team - across functions

- Boundary-less organizations : flat organization open to customer, companies, suppliers (there are network there an organization) : used

nowadays

- Retail : Zara flat = problems : you do not perform so well

→

Head of research department: may be flat or work with other companies

‣

Boundary less organization :

- Specialization : Boundary-less has a structure similar to flat enables relationships with external partners (customers, suppliers, competitors)

- Coordination and control : Team - across companies (employees representing partners of a joint venture)

- Form relationships with customers, suppliers, and/or competitors (by joint ventures, consortium)

- High employee involvements in business decisions

People that are the are upper work together

‣ Start up incubator : gives the start upper a place where to start with their job, such offices

‣

- Share many of the characteristics of flat organization

Boundary-less organizations : flat organization open to customer, companies, suppliers (there are network there an organization) : used

‣ nowadays

- Entrepreneurial culture

- Operates in a volatile environment

The Work-flow analysis of the boundary less (Workflow : people need to know their responsibilities)

-

- Managers need to do work-flow analysis to examine how work creates or

adds value to the ongoing business processes

Some steps or jobs can be eliminated, combined or simplified

‣ Work moves from the customer through the organization and then as a

‣ product or service

Can be used to tighten the alignment between employees’ work

• and customers’ needs

Workflow and BPR

-

- Business Process Reengineering (BPR)

BPR is not a quick fix, but rather a fundamental rethinking and radical

‣ redesign of business processes to achive dramatic improvements in

cost, quality, service and speed

You rethink in a radical way the organization : dramatic

• improvements; Go very in depth : speak with all the people and try

to understand the little mistakes that block the productivity

Reengineering examines the way a company conducts its business by

‣ closely analyzing the core processes involved in producing its product

or delivering its service to the customer

Operation core processes understanding the core processes

•

By taking advantage of computer technology and different ways of

‣ organizing human resources, the company may be able to reinvent

itself 2 - 10 {chapter 2}

The team

2. ≠

Group Team

- Group = people work together with a coordinator that gives guidelines and manages

the relationships, decides the level of premium

- Team = a small number of people with complementary skills who work toward

common goals for which they hold themselves mutually accountable; everyone puts

their competences (part of work), decides how to make profit; company needs to

make a good team , understand which are the pros and cons of each person

HR makes team that will work for the company : It is important that people work

‣ well together

Decisions made by joint problem solving and feedback; Members mutually accountable

- of common goals

Teamwork types :

-

- Scrum : team working for application designs; It is based on the fact that when you have to start and deliver a product first you release a

demo then you prepare the key point of the software : first release version one, then two ... fast way to develop a product

- Self-management teams : implemented by companies in order to improve quality and productivity, to reduce operating costs; Are

responsible for producing an entire product, component, or service

Members are (mostly) cross-trained on the different tasks assigned to the team; have many managerial duties (work scheduling,

‣ selecting work methods, ordering materials, evaluating performance, and disciplining team members)

- Problem solving teams : A team consisting of volunteers from a unit or department who meet one or two hours per week to discuss quality

improvement, cost reduction, or improvement in the work environment; volunteers for a limited period

examples : hacker in a company can distract the company, can ask to another hacker to solve the problem)

‣

- Special purpose teams or Task force : A team or task force consisting of workers who span functional or organizational boundaries and

whose purpose is to examine complex issues; span functional /organizational boundaries for complex issues

example : when preparing a business plan (not only prepared by the board) store manager, country manager of strategic maker is a

‣ special purpose team

- Virtual team : uses interactive computer technologies to work together despite being separated by physical distance or link customers,

suppliers, and business partners in collaborative tasks; are similar to problem-solving teams because they do not require full-time

commitment from team members

Nowadays all managers are using video call, some companies are studying hologram application, virtual conferences

‣

Individual employees

3.

- Why is motivation important?

Motivation can be defined as that which energizes, directs, and sustains human behavior, can be measured with tools

‣ In HRM, the term refers to a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks. An

‣ important feature of motivation is that it is behavior directed toward a goal

... motivation is a combination of a person’s choice to do some task, desire to expend effort at doing it, and drive to persist with that effort ...

- Motivation and behaviour

- Which behavior does person choose to perform in an organization?

If i am motivated I choose to do something “I want to do that job”

Choice ‣ →

You ask to take a particular job, it is better than having someone telling you what to do

•

- How hard does a person work to perform a chosen behavior?

Level of effort If I have chosen, I will put all my effort, whereas if you ask me to do it and i do not like it i wont be good at it

‣

- When faced with obstacles, roadblocks and stone walls, how hard does a person keep trying to perform a

chosen behavior? Not only i put more effort, but if I make mistakes, I insist in doing what you are asking me to do

Level of persistence I like to do the salesman : a costumer tells me he does not want to buy : I insist

‣ If you do not like your job (i am not motivated) I do not insist

‣ 3 - 10 {chapter 2}

- Motivation individual + organization point of view . How do you motivate? Typical thing

→

Speak to people and understand the mood (how do they feel?)

‣ Patagonia in the 90s said when there are the wave you can stop working and start surfing and then start working again

‣ Motivated + work with colleague = best

‣ The effort is very important : person main

•

I continue to use my competences at my best if i am motivated

‣

There are two different approaches :

- Intrinsic Extrinsic

ex: sense of achievement, curiosity, interest, pride ... ex: money, grades, praise, exams, career

A behavior for its own sake [personal approach : knowledge, A behavior performed to acquire material or social reward to to avoid

- -

culture ... ]; The source of motivation is performing the behavior punishment

Three theories

How can the employee be motivated?

- There are causes of satisfaction and motivation and of dissatisfaction

-

Causes satisfaction : Motivation | Causes Dissatisfaction

- Bad relationship with my supervisor : is ok but I am not

motivated; same happens even tough we have a good

relationship with him

- Growth in the company : I am motivated (key point to take into

Herzberg : consideration)

Two-.Factor theory - Talent : not so motivating (too many is a problem)

- Is salary motivating? Quotes *

If I give you a salary now = Happy now, but then same level

‣ of motivation you had (short type of happiness)

It’s a kind of lottery price winner

•

- Employees’ goals help explain their level of motivation (and Implications

performance)

Understand which type of goal and have a clear process

‣

Goal setting Trust is needed for motivation and participation

‣

- Employees will be more motivated to perform when they have

clear and specific goals

Job characteristics theory : employees will be more motivated to

work and more satisfied with their jobs to the extent that jobs

contain certain core characteristics

Motivating job - By knowing which skills do i need, which activities to perform, i

characteristics will be more motivated and improve myself

- Example : Merging of a company : [big company (7 bilions) that bought a smaller company (1 bilions)] how to use the skills just analyzed

When you think to buy a company you need to participate to a due diligence that has the target to understand whether the company is a

‣ good investment or not, need to do an offer and then if you buy it you start the reorganization and merging

You can keep it as it is or change it

•

Due diligence : there is a team (special project team) that goes in the company and spends a week with the people of the acquired firm,

‣ and then does a report on how they worked there [HR is the one that organizes it]

After the due diligence : buy the company, form day zero try to understand each department (understand the problems)