Notesale: Turn your study into money

Document Preview

Extracts from the notes are below, to see the PDF you'll receive please use the links above

---

Globalisation – can be used in different ways, could refer to internationalisation as well – more
international exchange, could be more profound development – international economic integration –
movement away from a world economic system (national + regional economies) to anywhere across
the glob, anyone trading with anyone , or could be universalism – national identity and separateess
as people of all backgrounds sharing similar globalculture, could be Americanisation – development
of an american global empire- focus son significance of capitalism
...
Before WWI UK more
globally integrated (1996 Wes), others say after WWII much mroe affluent, rapid rise in Asia, Hong
Kong, Singpaore etc – participate in internaional economic exchange
...
Since 1950 world outpt has increased, world trade as well,proportion of
goods and services has rapidly increased
...
Overseas travel has increased, tavel
industry biggest and fastest growing industry in the world
...
(Civil Aviation Authority)
...

UK globalisation – has been more affected by globalisation than other countries
...
Uk +
Ireland have benefited grreatly from being for the most part English speaking at a time when English
has firmly established itself ast the language of International business
...
UK
based companiesarealsoamongthe biggest foreign investors in the world
...
UK overseas migrant- parts of the country very diverse –cultural background
...
Containerisation: use
worldwide of standardsized steel containers that canbeeasily and quickly shifted by crane from
lorries to trains and on to ships
...
Consumer find
out about manufacturer, download detailed info
...
Liberalisation of
the world trading and economic system over recent years
...


Impact of globalisation
Competition –trading conditions in most economies have become more competitive in recent years,
but no right measure how much
...
Majority of industries both in the Uk and across the world an be
jdged to have become very substantially more competitively intensive over past 30 yrs, much
experience in mroe recent yrs (McNamara 2003)
...
Much less predictable market
...
Appropiate R and D essentialfor survival
...

Industrial restructuring- over last 60 yrs major changes, agrarian economies became industrial
economies, established indsutrial economies become service based and knowledge based
...
Restructure in response to globalisation
...
this shift is typicalof all the
major western industrialised conutries, UK faster than eu or USA in this change
...
Manufacture of lower cost goods no longer
profitable in UK , sources of raw material distant, labour costsare relatively high
...
Other indsutries have grown
instead:Financial services, business services, creative and cultural industries,higher education,
research/science, tourism, hi tech manufacturing, sports and leisure, retailing, restaurant
bars,IT,construction IT
...
China now centre of manufacturing in the world
...
- vast populations, strong rates of economic growth
...
established industries have less
and less demand for people replace those with high tech labour saving technique,newer industries
struggle to recruit people with the skills and experience that they need
...
Goos andManning (2007)UkandEuorpe labour market hour glass
shaped – because: increasing numb of people in relatively highly paid, secure professional,
managerial occupations in the finance private services, public sector, jobs in manufacturing,
administrative and clerical rolesare being exportedto countrie inEastern europe, China,India, where
cheaper labour is readily available, growing number f higher paid people using their income to
purchase services that cannot be provided from overseas- simultaneoous,rapid growth in demand for
hairdresses beauticians, reataurant workers, toursit entertainment undistry-lower paid jobs
...
Bottom half: more people than job available, wages pushed
downwards, employers get away with treating people poorly
...

SKILLS SHORTAGES IN UK – relatively high unemployment, skills shortages remain commonin UK,
reason to continue for this in futur, for two main reasons: capacity of UK education and training
system to furnish workforce with required skills limited
...
Leitch Report (2006) UK s performance on skills development as mediocre
by international standards – projecting a situation which over 40% of jobs will rewuire degree of
further degree by 2020
...
Female as high as anywerhe else in worldnow- reducing
theprospect for further expansion,baby boom has begun to retire, requiring employers to ourceskills
from thefarsmaller generation y that is now beingedocated to them 17
...
81985-2004), active attempts by gov to curb the extent of net inward migration
into UK
...


Rise of multinational corporations
based in home country owning assets overseas, MNC
...
United Nations Agency for Trade and Development (UNCTAD)-annual
estimates of the total value of FDI accross the world, provides growth rate info, 30 yrs around in
business, The company with largest amount of foreign assets is in the world at present is BNP Paribu
– French banking corporation
...
10 yrs ago only 12 Chinese companies now 25
...
Reasons for
internationalizing: major motivation is growth, wealth generating possiblity, desire to recude costs by
lcoating orpetaions where labour is cheaper, more productive, resources readily available at a lower
cost, Dicken 20011 „market orientation“ (internalisation) „asset orientation“
...
reduce costs by
producing close to cstomers and suppliers
...
Key to
many US and Japanese corporation- produce goods and services within the tariff wall operated by
the EU
...
Dickens (2011) one or two
have been born globl- thej start out as joint ventures between entrepreneurs based in safe countries
...
IHRM (internation/ multinational org) aim same with HRM (org in 1
country), purpose mobilize an appropriately qualified workfore, retain, motivate and develop it
...
= International HR
managers thus need to have somewhat different skilll set from domestically focused HR
...

More multicultural teams and senior management
...
econonomic stability is harder to achieve internationally, new technologies and
applications are continually being developed over the world, insecurity, unpredictability, volatility –
characterising many products, infact is bigger in some ares than others, much harder to stay
relatively stable- much more harder to offer staff long term stable employent of traditional kind
...
Due to globalisation business environmen requirements:
more opportunistic approaches to business, maximum organisational agility, moreflexible working
patterns, greater level of functional flexibility, faster, more frequent change –structural, cultural
...
partly due to por management, wishes on the part of leaders to avoid conflict
and resistance, partly to the premium that must often be placed on commercial confidentialiy in
many situations (takeovrs or sales of businesses)
...
Baxed and Macleod (2008) longitudinal research project,involving change
management episodes in twenty diverse organisations aim to increase eficiney or quality
...
Communication exercises were typically
inadequate, manager failed o take proper account of employees feelings of insecurity and anger,
according to study, senior managers who were responsible sometimes failed to acceptthat their
initiatives had disappointed in practise
...
new initiatives launched
criticised as well aiming to achieve the same with different names
...
Well known
adage people support what they help to create carriers a great deal of truth but it soemthing that
leaders in organisations often appear to ignore
...
People management concerned glob has not change
the core function of HR: recurit, retain, develop, motivate, engage emplyoees more effectively than
competitors are able to in order to sustain superios levels of performance
...
requires to manage a wider variety of backgrounds
...
Need to keep tight reign on costs= HR funtion have to add value for oganisation, also need to
add value to justify their existence in raw financial terms
...
Place in HR strategy replaced by need to build a capacity fo flexibility and organisational agility
so that unforeseen opportuinities can be seized and explited mroe rapidly and effecively than can be
achieved by competitors
...
The need for planning often onnected to recession and need to
upskill organisation, revision in service delivery, financial restraint, consolidation of operations in
a single location, expansion, changing customerdemand (2011 IDS)
...
, can esure coordination, encourga everyone to pull to same direction,data has
to be properly analysed external and internal- managers use it in strategy development process
...
People having free will
makes it even more difficult to plan not like finance or technology
...
Japan – focus on lng term
...
1 years
...
CIPD (2010) useful advice on
implementation
...
Originally
workforce planning: balancing the projected dmenad for and supply of labour in order to have the
right number f the right employees in the right place at the right time
...
Supply of people projected from current employees (calculation about expected leavers,
retirement, promotion etc) +from potential availability ofrewuires employees and skills in the
relevant labour market
...
Different organsiations will palce
different emphases on each of these factos, may plan separately or plan some and ntot others
...
)
Environment Analysis: clearly critical considering the impact it has on both organisational and HR
strategy (what custoemr wants, what competitors now offering, what they will want, what can be
persuaded to want), need to identify hwo difficult or easy it will be to find employees with scare
skiils, what they will except from employer, so that we canattract and keep them
...
Data needs to be collected on social trends, demogrpahic, political
elgislative and regulatory changes, industrial and technological changes, and current/ new
compeiors, assess the impact these will haveo n our ability to recurit, develop andkeepthe required
employeeswith appropriate skills and behaviour, planners need to identify the challenges that the
changes pose and wrk out how to meet these in order that the organisation ca achieve its declared
strategies and goals
...
72)
...
Objective and subjective approaches
...
Work study method –based on analysis of tasks to be done and time each takes
...
Most useful in production work, need to be checked regularly to makesure they
are still appropriate
...

Subjective: Most common method of demand forecasting is mangerial judgement, can include
judgements of other oprerational and technical staff, levelsof managers too, relies on managers
estimates of workforce demand based on past experience, with this method it´s difficult to cope with
changes that are very different from past experiences
...
The way HR resource is utilised will
hange the number of emplyoees required and the necessary skills needed, changes in utilisation
often prompted by the need to save mone y or the difficulty in recruiting
...

Analysing current situation and projecting forward
Use of questionnaires to staff, interviews with staff, managerial judgement, focus groups, (chief
executive meets with say representative staff from each department to discuss their viewss pf
strengths and weaknesses, of org what can bedone to improve
...
Data relating to current formal and informal systems,
together with data on the structure of the organisation,need to be collected too, effectiveness,
efficiency + other implications of these need to be carefully considered, most data collecte from
within org data may be collected from significant others – customer as well
...
– allow to more efficient
respond to changes affecting the organisation
...
Currentelvels of emplyoee turnover projected into future to shee what
wouldhappen if the same trends continue
...
Behavioural aspecre – investigating the reasons why employees leaving, age restriction
country – legal pensio age
...
In large
organisationpromotion and emplyoee transfer trend can eb analysed
...
Feasibility may entre on the
situationwhre the supply forecast is lessthanthe demand forecast
...
When demandforecast isless than internal supply forecast possibilities are: consider
andcalcualte the costs of overemployment over various timespans, consider the methods and cost of
keeping staff but temporarily reducing their drain on company finances (unpaid sabbaticals, reduced
workinghours), losing staff, changes in utlisiation (work out cost of reatining feasibility etc), consider
whether it´s possible for company to change bojectives, diversity, move into new markets?
Increasing need to focus on plans to attract, develop and retain a talent pool
...
The way that planned changes are communicated to
emplyoees is critical
...

Workforce metrics
Two ways in which metrics(analytics)can be used: 1) focus on esnuring high quality information
tosupport business decisions, emphasis on „what do we need to know about the workforce to run
the company more effecively, how canwe turn that knowledge int oaction (Lesser 2010)
...
Emphasis is o imrpoving theeffectiveness of the orgnisation´ss human
capital and the processes by whichit is managed, and having more facts to support long term
business decisions
...
through which org can identify what drives
the performance of emplyoees in relation to the organisation´s strategy, these can hen be as a range
of measureswith indicators and targets can be set at about the levels that need to be achieved
...

Scorecards,balanced scorecad (Kaplan and Norton 1992),HR scorecard ( Becker 2001),in linking
people, strategy and performance

---