CONTEMPORARY HUMAN RESOURCE MANAGEMENT
PART A: INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
PART B: THE CHANGING WORKFORCE
3.1 HRM CONCEPTS
THE FUNCTIONS OF HRM
Herzberg’s motivation-hygiene theory
hygiene factors
(motivator) factors
Needs identification
Recruitment
.
Selection.
Induction.
Development
Exit
3.2 MAKING BUSINESS SENSE OF PEOPLE
MANAGEMENT ISSUES
HUMAN CAPITAL
INTELLECTUAL CAPITAL
CORPORATE SOCIAL CAPITAL
Group cohesion
Brokerage
HUMAN SIGMA
CORPORATE CULTURE
Cultural Analysis
observable culture
shared values
common assumptions
The Functions of Organisational Culture for its Members
External adaptation
Internal integration
CULTURE AND CHANGE
SENSEMAKING
3.3 HR IN STRATEGIC MANAGEMENT
STRATEGY IMPLEMENTATION
ATTRACTING A QUALITY WORKFORCE
The Recruiting Process
External and Internal Recruitment
Realistic Job Previews
THE EMPLOYEE VALUE PROPOSITION
Maslow’s hierarchy of needs
Self-actualisation needs
Esteem needs
Social needs
Safety needs
Physiological needs
TALENT MANAGEMENT
Workforce planning
Recruiting
Applicant tracking
Onboarding
Performance management
Remuneration
Workforce development
Career and succession planning
THE NEW ERA OF EMPLOYEE ENGAGEMENT
Recruitment
Socialisation
Training and development
Job design
Role alignment
Organisational support
Reward and recognition
Communication
DEVELOPING AND RETAINING TALENT
FUTURE HRM
3.4 MANAGING DIVERSITY
Positive Impact of Diversity
Diversity broadens your vision
Diversity strengthens capability
Diversity encourages teams to evolve and grow
Diversity also drives customer satisfaction
Diversity improves the bottom line
GENDER DIVERSITY IN THE WORKPLACE
AGE DIVERSITY IN THE WORKPLACE
baby boomer generation (born 1946 to 1964)
Generation X (born 1965 to 1981)
Generation Y members of the workforce (born 1982 to the mid 1990s)
Generation Z is the newest generation entering the workforce (born 1997 to 2012)
Generation A (Alpha) (born from 2012 to at least 2025 and maybe later)
Implications of Age Diversity
CROSS-CULTURAL DIVERSITY
Cultural dimensions
Low-context cultures
High-context cultures
Individualist cultures
Collectivist cultures
Low power–distance cultures
High power–distance cultures
The stages of acquiring cultural competence
Denial
Defence
Minimisation
Acceptance
Adaptation
Integration
FAIR TREATMENT IN THE WORKPLACE
Unfair Discrimination
Sexual Harassment
Workplace Bullying
cyberbullying
3.5 DEVELOPING FUTURE LEADERS, SUCCESSION
PLANNING AND BUSINESS EXIT
DEVELOPING LEADERSHIP POTENTIAL
SUCCESSION PLANNING
BUSINESS EXIT
PART C: THE CHANGING NATURE
OF WORK
3.6 THE CONTINGENT WORKFORCE
MANAGING THE CONTINGENT WORKFORCE
LEGAL ISSUES
3.7 AN OFFSITE WORKFORCE
TELEWORKING
The Defining Issue: Trust
Why Organisations Choose Teleworking
Does it Actually Work?
The Opposing View
The Impact on Employees
The Impact on Employers
Evaluation
A GLOBAL WORKFORCE
Offshore Outsourcing
VIRTUAL TEAMS
FUTURE OF HYBRID WORKING
TOOLS AND TECHNOLOGIES FOR REMOTE WORKING
FLY-IN, FLY-OUT
3.8 AUTOMATION
COBOTS
THE BUSINESS CHALLENGE FROM IA
PART D: KNOWLEDGE SHARING
3.9 WHY BUSINESSES USE KNOWLEDGE SHARING
THE ACCOUNTANT AND KNOWLEDGE SHARING
3.10 KNOWLEDGE-SHARING PROCESSES
AND TECHNOLOGIES
COMMUNITIES OF PRACTICE
Collaboration
The Art of Conversation
Expertise Location
Intranet
3.11 HOW BUSINESSES USE
KNOWLEDGE SHARING
3.12 CHALLENGES
Culture
KNOWLEDGE SHARING AND CULTURAL ISSUES
Motivation
Security
3.13 MEASURING THE BENEFITS
PART E: THE ACCOUNTANT IN PEOPLE
MANAGEMENT
3.14 WHY SHOULD ACCOUNTANTS KNOW
PEOPLE MANAGEMENT?
COST
ASSETS AND KNOWLEDGE
RELATIONSHIPS
3.15 ACCOUNTANT ROLE CONCEPTS IN
PEOPLE MANAGEMENT
PROVIDING ADVICE
COMMUNICATION
EMPLOYEE ENGAGEMENT
DECISION MAKING AND ISSUE RESOLUTION
EVALUATING THE IMPACT OF
HARD-TO-MEASURE INITIATIVES