BA 300 – Corporate Social Responsibility, Ethics, & Good Governance Affirmative Action *Recruit, hire, train, and promote

ecruit, hire, train, and promote qualified individuals from

Programs groups that have been traditionally discriminated against on
Chapter 5: Business Ethics and Ethical Decision Making *Any repeated, unwanted behavior of a sexual nature
Sexual Harassment perpetrated upon one individual by another – may be verbal or
*Choices and judgment about acceptable standards of conduct visual
Ethics
*Guides the behavior of individuals and groups *Business must address that includes the monitoring of
*Principal and standard that guide the behavior of individuals Privacy Issues employees;; use of available technology, consumer privacy
Business Ethics
and groups in the world of business and online marketing
*Specific and pervasive boundaries for behavior that are Factors that Influence the Ethical Decision-Making Process
Principles universal and absolute *Ethical or unethical Decisions
*Principles are often become the basis for rules Understanding Ethical
- Individual Factors
Values *Use to develop norms that are socially enforced Decision-Making Process
-Organizational Relationship
*Are problems, situations, or opportunities requiring an -Opportunity
individual group, or organization to choose among several *Individuals make ethical choices on the basis of their own
Ethical Issues
actions that must be evaluated as right, wrong, ethical, or concepts of right or wrong
unethical *They act accordingly in their daily lives
*Physical threats, false accusations, annoying a co-worker,
Abusive or Intimidating
profanity, insults, yelling, harshness, and ignoring someone to Significant factors that affect the ethical decision making
Power
the point of being unreasonable process:
Individual Factor
Misuse of Company Time *Using company computer for personal business is a common  Moral Philosophy
and Resources way employees engage in time theft  Stage of Moral Development
*The practice of offering something (e.g., money, gifts,  Motivation
Bribery entertainment, and travel) in order to gain illicit advantage  Gender
from someone in authority  Age
*Giving someone information while believing it to be untrue,  Experience
Lying
intending to deceive by doing so *Persons principles and values that define what is moral or
*An issue that arises when an individual must choose whether immoral
Conflict of Interest to advance his/her interest, those of his/her organization, or *Moral philosophies principle, or rules, that individuals apply
those of some other group in deciding what is right or wrong
*Any false communication that deceives, manipulates, or Moral Philosophy
Fraud Classified as:
conceals facts to create a false impression and damage others
*Accounting firms have a responsibility to report a true and  Consequentialism
accurate picture of the financial conditions of the companies;  Ethical Formalism
Accounting Fraud  Justice Theory
failure to so may result in charges and fines for both the
accounting firm and the employing company Consequentialism *Considers a decision right or acceptable if it accomplishes a
*International misrepresentation or deceit during the process desired result such as pleasure, knowledge, career growth, the
of creating, distributing, promoting, and pricing products realization of self interest, or utility
Marketing Fraud
*Court place false or misleading advertisements into three (3)
categories: Puffery, Implied Falsity, and Literal Falsity Two Consequentialist Philosophies
Consumer Fraud *Consumers attempt to deceive businesses for their own gain  Egoism – defines right or acceptable conduct in terms
*Remains a significant ethical issue in business despite its of the consequences for the individual
Discrimination  Utilitarianism – concerned with seeking the greatest
legislation to outlaw individuals
 good for the greatest number of people expects of its employees
*Influenced by German philosopher Immanuel Kant *Has to reflect the board of directors’ and senior
*Focuses on the rights of individuals and on the intentions management’s desire for organizational compliance with the
Ethical Formalism
associated with a particular behavior rather on its values, mission, rules, and policies that support an ethical
consequences climate
*Relates to evaluations of fairness or the disposition to deal *A high-ranking person known o respect and understand legal
Ethics Officers
with perceived injustices of other and ethical standards
*A major step in developing an effective ethics program is by
Ethics Training and
Three Types of Justice instituting a training program and a system to communicate
Communication
 Distributive Justice with and educate employees about the firm’s ethical standards
- Evaluates the outcomes or results of a business *Comparing employee ethical performance with the
Ethical Compliance
Justice Theory relationship organization’s ethical standards
 Procedural Justice *Also known as hotlines
- Assesses the processes and activities employed to Ethics Assistance Lines *Provide support and give employees the opportunity to ask
produces an outcome or results questions or report concerns
 Interactional Justice *Determines whether a person is performing his/her job
- Evaluates the communication process used in Observation and Feedback adequately and ethically – observation focuses on how the
business relationship person handles an ethically charged situation
*Defined as a set of values, norms, and artifacts shared by *Exposing an employer’s wrongdoing to outsiders, such as the
Organizational Culture
members or employees of an organization media or government regulatory agencies
*Includes superiors, peers, and subordinates in the Whistle-Blowing
*They provide pivotal evidence documenting corporate
Significant Others organization who influence the ethical decision-making malfeasance at a number of companies
process *Implementation means putting strategies into action. This
Opportunity *A set of conditions that limit barriers or provides rewards Continuous Improvement translates a plan for action into operational terms and
of the Ethics Program establishes a means by which organizational ethical
Chapter 6: Strategic Approaches to Improving Ethical Behavior performance will be monitored, controlled, and improved
*Influences many aspects of organizational behavior including
*Holds corporations responsible for conduct engaged in as an Leadership employees’ acceptance of and adherence to organizational
entity; misconduct can result from a collective pattern of norms and values
decisions supported by a corporate culture *Communicate a sense of mission, stimulate new ways of
thinking, and enhance as well as generate new learning
Two types of control systems: Transformational
experiences
Federal Sentencing Leadership
*Considers the employees’ needs and aspirations in
Guidelines for  Compliance Orientation conjunction with organizational needs
Organizations - Creates order by requiring that employees identify *Focuses on making certain that required conduct and
with and commit to specific required conduct Transactional Leadership
procedures are implemented
 Values Orientation Power Bases Five power bases from which one person may influence
- Strives to develop shared values; the focus is more another
on an abstract core of ideals such as respect and
responsibility 1. Reward Power
Codes of Conduct *Also called Codes of Ethics - A person’s ability to influence the behavior of
*Are formal statements that describe what an organization others by offering them something desirable
 2. Coercive Power The three Cs of strategic implementation
- Penalizes actions or behavior  Clarify
3. Legitimate Power  Communicate
- A certain person has the right to exert influence  Cascade
and that certain others have an obligation to
accept it Five changes that support successful implementation
4. Expert Power  People
- Derive from a person’s knowledge; stems from a  Resources
superior's credibility with subordinates  Organization
5. Referent Power  Culture
- Exist when one person perceives that his/her  System
goals/objectives are similar to another’s
Chapter 8: Consumer Relation
Chapter 7: Employee Relation
*Individuals who purchase, use, and dispose of products for
Consumer Stakeholders
*Managing the relationship between employers and themselves and their homes
Employee Relations
employees *Results from intentional deception to derive unfair economic
Consumer Fraud
*Groups of people who have a vested interested in how a advantage from an organization
Employee Stakeholders
company treats its employees *Knowingly taking goods from a store without paying for
Shoplifting
*Arise when decisions, actions, or behaviors conflict with them
Ethical Issues
societal values, moral principles, or professional standards *Secret or illegal cooperation or conspiracy, especially in
Collusion
Employee-Employer *The contract and mutual understanding that exist between order to cheat or deceive others
Contract employee and employer *Intentionally misleading consumer through deception such as
*The unwritten beliefs, perceptions, expectation, and Duplicity withholding information or providing false or partial
Psychological Contract obligations that make up the agreement between individuals information
and the organizations that employ them *Cleverness or cunning; often used to achieve a particular goal
Guile
*Entails employee layoffs and terminations; company freezes through deceitful or manipulative means
new hiring, workforce attrition, early retirement, or job Buyer/Seller *Arise when consumers feel products do not meet their
sharing among existing employees Disagreements expectations
Downsizing Federal Trade Commission
Three downsizing tactics *Enforces feral antitrust and consumer laws in the US
(FTC)
 Workforce Reduction *Monitors foods, drugs, medical devices, cosmetics,
 Organizational Redesign Food and Drug
veterinary products, and potentially hazardous consumer
 System Redesign Administration (FDA)
products
*Social problems that philanthropy can help address Consumer Product Safety
*Monitors injuries resulting from consumer products
Commission
Philanthropic Issues  Poverty Consumer Legal Issues *Health and Safety – Pure Food and Drug Act
 Environmental Challenges *Credit and Ownership – Home Ownership and Equity
 Lack of access to healthcare Protection Act
Strategic Implementation *Process that turns strategies and plans in action in order to *Marketing, Advertising, and Packaging – Federal Trade
accomplish objectives and goals Commission Act & Telemarketing and Consumer Fraud and
Abuse Prevention Act
 *Sales and Warranties – Magnuson-Moss Warranty Act activities
*Product Liability – Toy Safety Act *Involve the moral principles guiding an organization’s
Right to Choose *Consumers have the opportunity to select products Ethical Issues decisions and actions particularly in how they treat the
*Businesses have an obligation not to knowingly market a community and allocate resources
Right to Safety product that could harm consumers; products should be safe *Relate to the challenges and responsibilities of contributing
for their intended use Philanthropic Issues to the welfare of the community through charitable giving or
*Any information should be accurate, adequate, and free of initiatives
Right to be Informed
deception *Involves any acts of benevolence and goodwill, such as
*Relates to opportunities for consumer to communicate or Corporate Philanthropy making gifts to charities, volunteering for community projects,
Right to be Heard
voice their concern and taking action to benefit others
*Express dissatisfaction and seek restitution from a business *The synergistic use of an organization’s core competencies
Right to Seek Redress
when a good/service does not meet their expectation and resources to address the interests of key stakeholders
*Consumer awareness of how personal data are collected and
Right to Privacy Stakeholders in Strategic Philanthropy
used Strategic Philanthropy
1. Lack of transparency and accountability 1. Employees
2. Inequitable distribution of resources 2. Customer
Philanthropic Issues 3. Overhead misconceptions 3. Business Partner
4. Power imbalance 4. Community and Society
5. Measurement of impact Cause-Related Marketing *Organization’s products or services directly to a social issue
(CRM) through marketing campaigns
Chapter 9: Community Relations and Strategic Philanthropy *Companies concerned with the society
Social Entrepreneurship *New breed of the surrounding community while providing a
*The efforts an organization makes to build and maintain profitable good or service at the same time
Community Relations
positive relationships with the community where it operates
*The practice of aligning a company’s charitable activities Chapter 10: Technology Issues
Strategic Philanthropy
with its core business goals and values
*Are individuals, groups, or organizations within a community *Relates to the application of knowledge, including the
Community Stakeholders that have an interest in or are affected by the actions, processes and applications to solve problems, perform tasks,
decisions, or operations of a business, project, or initiative and create new methods to obtain desired outcomes
*Plays a vital role in fostering a healthy and productive
relationship with organizations, governments, and other Characteristics of Technology
stakeholders operating in its area  Dynamics
Technology - The constant change that often challenges the
Community structure of social institution
Responsibilities to the community can be categorized into:
 Social Dimensions  Reach
 Economic Dimensions - The broad nature of technology as it moves
 Environmental Dimensions through society
*Challenges or considerations related to financial resources,  Self-sustaining Nature of Technology
Economic Issues cost-effectiveness, and the economic impact of an - Acts as a catalyst to spur even faster development
organization’s activities on the community Information and *Minimizes the borders of countries, businesses, and people
Legal Issues *Involve compliance with laws, regulations, and policies Telecommunications and allows people to overcome the physical limitations of time
governing an organization’s operations and philanthropic Technology and space
 *The global information system that links many computer performance and recognition of good service
Internet
networks together *Attracts, retains, and motivates employees; a sensitive area
*Minimum standards for collecting and processing personal that can impact on organization’s success
information, limits the disclosure of such records to other *Component of award includes monetary and non-monetary
Privacy Law Act of 1974 public or private parties aspects
*Protect the right of institutions customers to keep their *A systematic process to gather information about a job’s
financial records free from unjust government investigation Job Analysis duties, responsibilities, skills, outcomes, and work
*Confidentiality and integration to the regulation of environment
information in the public realm by assigning responsibility for 1. Observation Method
Computer Security Act of
the standardization of communication protocol, data structure, - Involves watching employees perform their work
1987
and interfaces in telecommunication and computer systems to to identify key functions
the national institute of standard and technology 2. Interviews
*Amends the federal criminal code to prohibit the disclosure - Allow for asking relevant and clarifying questions
Video Privacy Protection
of video rental records containing personally identifiable 3. Work Sampling
Act of 1988 Data Collection Method
information - A variation of the interview method conducted
Telephone Consumer *Limits the use of pre-recorded voice messages, automatic randomly
Protection Act of 1991 dialing, and SMS and fax use - Must accurately represent the entire job to be
*Prohibits the disclosure of personal information derived from effective
Driver Privacy Protection 4. Questionnaires
an individual’s motor vehicle records to anyone other than that
Act of 1993 - Uses a Job Analysis Questionnaire (JAQ)
individual
*Protects information collected by consumer reporting *Examines involvement with people, data, and things in job
Amended Fair Credit function
reporting agencies such as credit bureaus, medical information Functional Job Analysis
Reporting Act of 1997 *Includes the critical incident method, focusing on behaviors
companies and tenant screening services
*Aims to protect the privacy of children under the age of 13 crucial for job success
*Children’s Online Privacy *Provides a detailed picture of the job
by requesting parental consent for the collection or use of any
Protection Act 2000 *An abstract of information derived from the job analysis
personal information of the users Job Description
*Mandates companies that collect personal information to report under which the job is done and other relations of the
European Union Directive job to the other jobs in the organization
explain how the information will be used and requires them to
on Data Protection *Lists the qualification required to perform the job; refers to
obtain permission from the consumer
Direct Marketing *Supports the Personal Information and Electronic Documents soft skills
Association of Canada Act establishing personal Privacy rights Job Specification *A statement of employee characteristics and qualifications
Japan Electronic Network required for satisfactory performance of defined duties and
*Resolves issues with the internet tasks comprising a specific job or function
Consortium
*Develop systems and policies to protect consumers’ interests *Assessment of the relative worth of varied jobs on the basis
Privacy Officers Job Evaluation of a consistent set of job and personal factors such as
thus helping to deter government regulation
*Uses biology to discover, develop, manufacture, market, and qualifications and skills required
Biotechnology Ranking Method *Jobs are examined as a whole rather than on the basis of
sell products/services
BA 301 – Human Resource Management important factors in the job
*Predetermined number of job groups or job classes are
Classification Method
Chapter 10: Reward Management established and jobs are assigned to these classes
Factor Comparison Method *Ranks jobs based on multiple factors such as mental effort,
Reward Management *Seen as an exchange, entitlement, and rewards for physical effort, skill, supervisory responsibility, and working
 conditions accomplishment of the organization’s mission and goals
*Assigns point values to job factors which are summed to
Point Method
determine pay rates
*Utilizes the Hay Guide Chart to score jobs based on “Know Performance Management System(PMS)
Hay Job Evaluation System How,” “Problem-Solving,” and “Accountability” employing 1. Planning
market surveys for pay relationship construction 2. Monitoring
3. Developing
Chapter 11: Managing People Motivation 4. Rating
5. Rewarding
*The internal condition that activates behavior and gives it Performance Appraisal *Job performance of an employee is evaluated generally in
Motivation
direction terms of quality, quantity, cost, and time
*Motivators (e.g., challenging work, recognition, *Appraisal results are used to identify the better performing
Herzberg’s Motivation- responsibility) which give positive satisfaction; and Hygiene employees and the poor performers
Hygiene Theory factors (e.g., status, job security, salary, and fringe benefits)
that motivate if present and results in demotivation if absent Approaches to Measuring Performance
*In Theory X, management assumes employees are inherently 1. The Comparative Approach
lazy and will avoid work if they can. Because of this, workers - Requires the rater to compare the performance of
Douglas McGregor’s need to be closely supervised and comprehensive systems of one individual employee against those of others
Theory X and Y control developed - Categorized into three techniques: 1) ranking, 2)
*In Theory Y, management assumes that employees maybe forced distribution, and 3) Paired Comparison
ambitious and self-motivated and exercises self-control 2. The Attribute Approach
McClelland’s Learned *Proposed that an individual’s specific needs are acquired - Starts on the premise that employees have certain
Needs Theory over time and are shaped by one’s life experiences traits or attributes believed to be desirable for the
*Relational satisfaction in terms of perceptions of fair/unfair organization’s success – Graphics Rating Scale &
Equity Theory Mixed Standard Scale
distributions of resources within interpersonal relationships
*Expectancy probability – based on the perceived effort- 3. The Behavioral Approach
performance relationship - Identify and define behaviors that employees may
*Instrumentality probability – based on the perceived exhibit to be effective on the job
Expectancy Theory - Four techniques to assess employee effectiveness
performance-reward relationship
*Valence – refers to the value the individual personally places and behaviors: 1) Critical Incidents, 2)
on the rewards Behaviorally-Anchored Rating Scales, 3)
*The process of shaping behavior by controlling the Behavioral Observation Scales (BOS), and 4)
consequences of the behavior Organizational Behavior Modification
Reinforcement Theory 4. The Results Approach
*A combination of rewards and/or punishments is used to
reinforce desired behavior or extinguish unwanted behavior - Premised on the assumption that subjective rating
*Incentives are rewards given to employees for exceeding can be eliminated from the measurement process
Incentive Plans and that results are the closest indicator of one’s
performance targets
contribution to organizational effectiveness
Chapter 12: Performance Management - Two systems in Result Approach: Management by
Objectives (MBO) and Productivity measurement
Performance Management *The systematic process by which an organization involves its and Evaluation Systems (PROMES)
employees in improving organizational effectiveness in the 5. The Quality Approach
 - Anchored on customer satisfaction through an James Healy)
effective assurance system 1. Poker game
*It is the feedback that comes from all around an employee; 2. Exercise in power politics
also known as multi-rater feedback, multisource feedback, or 3. Debating society
360-Degree Appraisal
multisource assessment 4. Rational process
*Feedback is provided by subordinates, peers, and supervisors
Tactics that management may apply:
Chapter 13: Managing in a Unionized Environment 1. Hard-ball Approach
2. Boulware Approach
*Also called Labor Relations 3. Marathon Approach
*Looks at the relationship between management and workers, 4. Stoking the Bargaining Zone Approach
Industrial Relations particularly groups represented by a union *A paradigm shift from the traditional across-the-board
*Are employer-employee relationships covered specifically Performance-Based
increase for all members of the union regardless of
under a collective bargaining and industrial relations laws Bargaining
performance
*The State shall afford full protection to labor, local and *The duty of the parties to meet and negotiate at reasonable
Article 9, Section 3 of the
overseas, organized and unorganized, and promote full times with willingness to reach agreement on matters with
Philippine Constitution Good Faith in Bargaining
employment and equality of employment opportunities for all scope of representation, however, ither party is required to
*It is the policy to promote and emphasize the primacy of free make concession or agree to any proposal
Article 211 of the Labor collective bargaining negotiations, including voluntary Collective Bargaining *CBA codifies the various conditions of employment mutually
Code arbitration, mediation, and conciliation as modes of settling Agreement (CBA) agreed upon by the union and management – a binding
labor or industrial disputes Administration document on both parties
*Are considered as treaties executed by the Executive *A preventive measure as it precludes complaints from
International Labor Grievance Procedure
Department ripening into full-blown dispute
Organization (ILO)
*Passed by the assembly in Geneva of which the Philippine is *Associated with learning and study but is now associated
Convention
a member with punishment
*Involves workers organizing together to meet, discuss, and Discipline
*The power of discipline is an exercise of management’s
negotiate upon the work conditions with their employees legitimate prerogative of control
*Also called Labor Contract Bargaining *It is a corrective kind of training that corrects, reforms,
Collective Bargaining Positive Discipline molds, or strengthens an employee in the interest of achieving
Strategies in Collective Bargaining organizational goals
*Pre-negotiation Process (Preparation) *It is a justified pending investigation where the employee’s
*Negotiation Proper Process (Bargaining) Preventive Suspension
continued employment poses a serious and imminent threat to
*Post-negotiation Process (Agreement/Administration) Pending Investigation
the life or property of the employer or of the co-workers
*A better way to resolve disputes rather than through violent *It is an official censure of an act to which a more severe
Contract Negotiation Reprimand
means penalty cannot be made to attach
*The capacity of one party to dominate the other party due to *When all attempts for reform have failed and the erring
Bargaining Power its influence, power, size, or status or through a combination Dismissal employee continues to be an unrepentant recidivist or when
of different persuasion tactics the offense is grave
*The right to resort to the use of strike in case of impasse in
Union’s Bargaining negotiations Chapter 14: Managing in a Non-Unionized Environment
Leverage
Bargaining Strategies and Techniques (John Dunlop and Non-unionized Companies *Operate without worker unions; workers can freely choose
 whether to join unions or not
*Fair pay and benefits, good communication, and respect Chapter 15: Mergers and Acquisitions, Restructuring and Downsizing
prevent unions; employee satisfaction reduces the need for
unions *Buying one company (the target) by another
*Unions have been steadily declining globally; factors such as *Also known as takeover or buyout
Union Decline globalization and changes in labor dynamics contribute to this Acquisition *Companies may cooperate with negotiation or the target is
trend unwilling to be bought
*The Philippine labor union movement has existed since the *One business buys another, often smaller
American regime. *A combination of two companies into one larger company
*Many companies in the Philippine have unions (fusion)
Unionized companies/industries: food and beverage, *Merged companies come together hoping to gain greater
Merger
telecommunications. power distribution, banking (e.g., PLDT, market share or to achieve greater efficiency
Meralco, Chevron, Petron, and BPI) *Two businesses of the same size and scale of operations
Non-unionized companies/industries: some local banks and combine into one new company
pharmaceuticals (industrial zones that are union-free: Baguio, *Achieved by combing the forces of two companies with
Synergy
Clark, Tarlac, Cavite, Subic, Cebu) complementary strengths
The Philippine Labor *Reduction in headcount and work restructuring
Situation Reasons for maintain No-Union Status:
1. Freedom to manage the business Two kinds of Voluntary Retrenchment Program (VRP)
2. Maintain competitive posture in the industry 1. Non-binding – management reserves its right of
Downsizing
3. Maintain a non-adversarial relations with the refusal to high flyers or those indispensable to
employees company operations or young with high potential
4. Promote a culture of meritocracy in its wage policy 2. Binding – management has no option to refuse those
5. The fear of jurisdictional disputes – “not my job” who avail the VRP
syndrome
6. Divided loyalty among employees Chapter 16: Human Capital
7. No work slowdown, work stoppage, or strikes
Participatory Employee *Anchored on the rationale that outside of their jobs, Human Capital *A fundamental concept in economics and business
Involvement (EI) Programs employees make important decisions representing the economic value of an individual’s knowledge,
*Group of people who combine different skills and talents to skills, abilities, and experiences
Self-Directed Work Team *Refers to the stock of skills and knowledge embodied in the
work without the usual managerial supervision
Labor Management ability to perform labor so as to produce economic value
Cooperation (LMC)
Program Components of Human Capital
*Volunteer group composed of workers usually under the 1. Ability – the proficiency in a set of activities or forms
Quality Circles (QCs) of work; subcomponent are knowledge, skills, and
leadership of their supervisor
*It is sincerity – underpins credibility demands above all talent
Management Credibility 2. Behavior – observable ways of acting that contribute
willingness to comply what management promises
to the accomplishment of a task; ways we behave
*The best union avoidance strategy is a relationship between
manifest our values, ethics, beliefs, and reaction to the
Supervision the supervisor and employees – supervisor id the mirror of
world we live in
management
3. Effort – the conscious application of mental and
 physical resources toward a particular end
4. Time – the chronological element of human capital Chapter 18: HRM and Business Ethics
investment
*Refers human capital as the acquired and useful abilities of *Examines questions of moral right and wrong arising in the
all inhabitants or members of the society context of business practice or theory
Business Ethics
*Are written and unwritten codes of principle and values that
Four types of fixed capital govern decisions and actions within a company
Adam Smith *Making decisions that are in owners’ best interest; are guided
1. Useful machines – instruments of the trade Shareholder
2. Building – procuring revenue by a need to maximize return on interest
3. Improvement of lands *Considers how decisions impact those inside and outside the
4. Human capital organization
Stakeholder
 Career growth – opportunity to acquire more skills *Make sound business decision that works for the good of all
and competencies through training and development affected parties
 Recognition – enhances motivation; guarantees higher *A composite of basic assumptions and beliefs developed by
performance an organization over time
Return on Investment Corporate Culture
 Happiness in the job – the feeling of self-satisfaction *It is the sum of its shared values, beliefs and norms of
or self-actualization that the job provides behavior turned into action
 Pay and benefits – the greatest motivating factor for *Principle standard or quality considered worthwhile or
human capital desirable
Values
*Serves as a moral compass which keeps the organization in
Chapter 17: Measuring HRM Effectiveness and Efficiency the right direction
MGNT 301 – Strategic Management
*Doing the right activities and applying the best strategies for
Effectiveness
competitive advantage – meeting objectives
*Doing things right – using less resources and completing
Efficiency
tasks in the shortest time possible
 Mission and strategy
 Organizational structure
 Human resources management

HR’s primary activities:

1. Staffing – providing qualified new hires
2. Planning – defining strategy and direction including
Major Activities of HR
its capital and people
3. Employee relations – good relations between the
employer and employees
4. Compensation and benefits – maintain equity in pay
and benefits for all employees
5. Training and development – teaches employees new
knowledge and skills