Links page of a non-gov’t defence association. They push for reform.

Lots of free pdf’s around Org Psych

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BigQ

Author: Walker (HRSC project leader) and MacDonald (VP HR), employees of GTE (Verizon – a US telco)

Project from 1996 to 1999, journal:2001.

HRSC Benefits:

- integrates 2 HR teams (from a merger) around a customer-focus, common strategy

- way to discuss performance and targets (strat improvement important for bus to win)

- HR ppl understand how they align to bus obj

Main points:

HRSC answers questions around value and guides investment

HRSC links bus strat and goals to HR requirements

HRSC provides a way to demonstrate the link between HR activities and bus results, thus motivating, aligning and tracking performance

HRSC implementation via a dedicated team through stages: planning and alignment, assesment, development and implementation

Communicating the HRSC was critical to success: education (top and line), widely understood and used (to pinpoint issues), merged HR teams

Downsizing: a quick-fix that doesn’t work

Lack of planning for downsizing. Ignoring survivors.

Traumatic – threatened self-esteem

Recommendation to encourage survivors to take initiative (conflict with becoming risk-adverse), reward performance

Communicate, agree on goals.

Involve employees in downsizing criteria creation -> mitigate guilt

I disagree: The intensity of the survivors’ emotional reactions is proportionate to the speed of change

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For 3 measurement approaches and 3 HRA:

1. describe the characteristics of each approach and in what situations they are used. Also communicate their importance/value to the org and HR dept

2. Discuss issues, adv/disadv. of the approaches, practical/application issues.

3. Explain how to use the approaches to eval/measure 3 different HRA

ID factors and activities for measurement

Examine approaches

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v.rel to issues

v.rel to use of approaches

v.rel for choosing approaches

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Issue. Barriers to measurement

Issue. Partnership with mgt as key

What to measure? Most important activities and the contribution to profit.

Importance as impact on indiv and org performance

Saratoga suggestions for the different area of HR

Issues discussion (Ulrich, 1997)

Issue. Basic principles for any measurement approach (Ivancevich, 2004)

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Readings for all approaches.

ID and discuss ethical issues around data collection and use

HR responsibility to stakeholders

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v.rel to issues

v.rel to use of approaches -esp. data collection

rel to measurement design – stakeholder responsibility

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Issue. HR as whole as unethical (Greenwood, 2002)

Issue. Application of code of ethics to HRA as symptom of “business ethics” problem

Issue. Hr responsibility and relationship to ethics mgt.

35% of orgs retrentched, av. of 20% reduction

“facing retrenchments: strategies and alternatives for enterprises” – Dept Employment Edu and Training

Retrenchments increase in recessions and stockmarket crashes

Manufacturing, wholesale and retail hardest hit by retrenchment in 1992

, with most increase in manufacturing, recreation and construction since 1989

Specifically, tradies and labourers in 1992

, with most increase in tradies and clerks, then plant and machinery operators since 1989

Workforce reduction drivers: lack of demand, org restructuring

Methods of workforce reduction by use:

• attrition
• redeployment
• retrenchment
• voluntary redundancies (becoming more popular)
• Early retirement

All job growth (1985 to 1997) was in casual or part-time work, none in full-time.

The future of work as a backdrop to retrenchment. A change in psychological contract. Move to service economy.

50% hospitality workers are casual

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v.rel to importance/value to org and dept

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HR measurement important because of cost.

-HR and their decisions are expensive.

- justify increase for HR budget

- HR desire for strat level involvement

- assist bus to reach objectives

- competitive pressures