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1、Human Resource Management:Gaining a Competitive Advantage,Chapter 1Human Resource Management:Gaining a Competitive Advantage,Copyright 2010 by the McGraw-Hill Companies,Inc.All rights reserved.,McGraw-Hill/Irwin,Learning Objectives,Discuss roles and activities of a companys HRM functionDiscuss impli
2、cations of the economy,makeup of the labor force,and ethics for company sustainabilityDiscuss how HRM affects a companys balanced scorecardDiscuss what companies should do to compete in the global marketplaceIdentify the characteristics of the workforce and how they influence HRMDiscuss HRM practice
3、s that support high-performance work systemsProvide a brief description of HRM practices,1-2,Introduction,Competitiveness a companys ability to maintain and gain market shareHuman resource management the policies,practices,and systems that influence employees behavior,attitudes,and performance,.,1-3
4、,Human Resource Management Practices,1-4,Responsibilities of HR Departments,Employment and RecruitingTraining and DevelopmentCompensationBenefitsEmployee ServicesEmployee and Community RelationsPersonnel RecordsHealth and SafetyStrategic Planning,1-5,HR as a Business with 3 Product Lines,Administrat
5、iveServices and Transactions,Business Partner Services,Strategic Partner,HumanResources,1-6,6 Competencies for the HR Profession,1-7,How is the HRM Function Changing?,Time spent on administrative tasks is decreasing.HR roles as a strategic business partner,change agent,and employee advocate are incr
6、easing.HR managers are challenged to shift focus from current operations to future strategies and prepare non-HR managers to develop and implement HR practices.This shift presents two important challenges:Self-service giving employees online access to information about HR issuesOutsourcing the pract
7、ice of having another company provide services to save money and spend more time on strategic business issues.,1-8,Questions Used to Determine If Human Resources Are Playing a Strategic Role in the Business,1.What is HR doing to provide value-added services to internal clients?2.What can the HR depa
8、rtment add to the bottom line?3.How are you measuring the effectiveness of HR?4.How can we reinvest in employees?5.What HR strategy will we use to get the business from point A to point B?6.What makes an employee want to stay at our company?7.How are we going to invest in HR so that we have a better
9、 HR department than our competitors?8.From an HR perspective,what should we be doing to improve our marketplace position?9.Whats the best change we can make to prepare for the future?,1-9,How is the HRM Function Changing?,As part of its strategic role,one of the key contributions that HR can make is
10、 to engage in evidence-based HR.Evidence-based HR demonstrating that human resource practices have a positive influence on the companys bottom line or key stakeholders.,1-10,The HRM Profession,HR salaries vary depending on education and experience as well as the type of industryThe primary professio
11、nal organization for HRM is the Society for Human Resource Management(SHRM),1-11,3 Competitive Challenges Influencing HRM,Global,Sustainability,Technology,1-12,The Sustainability Challenge,Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment.S
12、takeholders refers to shareholders,the community,customers,and all other parties that have an interest in seeing that the company succeeds,1-13,The Sustainability Challenge,Sustainability includes the ability to:provide a return to shareholdersprovide high-quality products,services and work experien
13、ces for employeesincrease value placed on intangible assets and human capitalsocial responsibilityAdapt to changing characteristics and expectations of the labor forceAddress legal and ethical issuesEffectively use new work arrangements,1-14,The Sustainability Challenge,The changing structure of the
14、 economySkill demands for jobs are changingKnowledge is becoming more valuableIntangible assets-human capital,customer capital,social capital,and intellectual capitalKnowledge workers employees who contribute to the company through a specialized body of knowledgeEmpowerment giving employees responsi
15、bility and authority to make decisions regarding all aspects of product development or customer serviceLearning organization,1-15,The Sustainability Challenge,2 Changes in Employment Expectations:Psychological ContractAlternative Work Arrangements,1-16,Concerns with Employee Engagement,Employee enga
16、gement-degree to which employees are fully involved in their work and strength of their commitment.10 Common Themes of Employee EngagementPride in employerSatisfaction with employerSatisfaction with the jobOpportunity to perform challenging workRecognition and positive feedback from contributionsPer
17、sonal support from managerEffort above and beyond the minimumUnderstanding the link between ones job and the companys missionProspects for future growth with the companyIntention to stay with the company,1-17,The Balanced Scorecard,The balanced scorecard gives managers the opportunity to look at the
18、 company from the perspective of internal and external customers,employees and shareholders.The balanced scorecard should be used to:Link human resource management activities to the companys business strategy.Evaluate the extent to which the human resource function is helping the companys meet its s
19、trategic objectives.,1-18,The Balanced Scorecard,How do customers see us?What must we excel at?Can we continuously improve and create value?How do we look to shareholders?,1-19,Customer Service and Quality,Total Quality Management(TQM)Core values of TQM include:Methods and processes are designed to
20、meet internal and external customers needs.Every employee receives training in quality.Promote cooperation with vendors,suppliers,and customers.Managers measure progress with feedback based on data.Quality is designed into a product or service so that errors are prevented from occurring rather than
21、being detected and corrected.,1-20,Customer Service and Quality Emphasis,Malcolm Baldrige National Quality AwardISO 9000:2000Six Sigma ProcessLean Thinking,1-21,Changing Demographics Workforce Diversity,Internal labor force is the labor force of current employeesExternal labor market includes person
22、s actively seeking employmentU.S.workforce is aging rapidlyIncreased Workforce DiversityInfluence of Immigration,1-22,Managing a Diverse Workforce,To successfully manage a diverse workforce,managers must develop a new set of skills including:Communicate,coach and develop employees from a variety of
23、backgroundsProvide performance feedback that is based on objective outcomesCreate a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative.Recognize and respond to generational issues.,1-23,Legal and Ethical Issues,5 areas of the legal environment t
24、hat have influenced HRM over the past 25 years:Equal employment opportunity legislationEmployee safety and healthEmployee pay and benefitsEmployee privacyJob securityWomen and minorities still face the“glass ceiling”Sarbanes-Oxley Act of 2002,1-24,Legal and Ethical Issues,Ethics-the fundamental prin
25、ciples by which employees and companies interactEthical HR practices:HRM practices must result in the greatest good for the largest number of peopleEmployment practices must respect basic human rights of privacy,due process,consent,and free speechManagers must treat employees and customers equitably
26、 and fairly,1-25,4 Principles of Ethical Companies,Successful companies,in their relationships with customers,vendors,and clients,emphasize mutual benefits.Employees assume responsibility for the actions of the company.Companies have a sense of purpose or vision the employees value and use in their
27、day-to-day work.They emphasize fairness;another persons interests count as much as their own.,1-26,The Global Challenge,To survive companies must compete in international markets.Be prepared to deal with the global economy.Offshoring exporting jobs from developed countries to less developed countrie
28、sOnshoring exporting jobs to rural parts of the United States,1-27,Technology Challenge,The overall impact of the InternetThe Internet has created a new business model e-commerce,conducting business transactions and relationships electronically,1-28,The Technology Challenge,Advances in technology ha
29、ve:changed how and where we workresulted in high-performance work systemsincreased the use of teams to improve customer service and product qualitychanged skill requirementsincreased working partnershipsled to changes in company structure and reporting relationships,1-29,The Technology Challenge,Adv
30、ances in technology have increased:use and availability of Human Resource Information Systems(HRIS)use and availability of e-HRMcompetitiveness in high performance work systems,1-30,High-Performance Work Systems,Work in Teams-Virtual TeamsChanges in Skill RequirementsWorking in Partnerships.Changes
31、in Company Structure and Reporting Relationships.Increased Use and Availability of e-HRM and Human Resource Information Systems.,1-31,Meeting 4 Competitive Challenges Through HRM Practices,HRM practices that help companies deal with the four competitive challenges can be grouped into four dimensions
32、:The HR environmentAcquiring and preparing HRAssessment and development of HRCompensating HR,1-32,Meeting Competitive Challenges Through HRM Practices,Managing internal and external environmental factors allows employees to make the greatest possible contribution to company productivity and competit
33、iveness.Customer needs for new products or services influence the number and type of employees businesses need to be successful.,1-33,Meeting Competitive Challenges Through HRM Practices,Managers need to ensure that employees have the necessary skills to perform current and future jobs.Besides inter
34、esting work,pay and benefits are the most important incentives that companies can offer employees in exchange for contributing to productivity,quality,and customer service.Create pay systems,reward employee contributions and provide benefits,1-34,Summary,HR has three product lines:administrative ser
35、vices,business partner services,and strategic services.To successfully manage HR,individuals need personal credibility,business and technology knowledge,understanding of business strategy,and ability to deliver HR services.HR management practices should be evidence-based.HR practices are important f
36、or helping companies deal with sustainability,globalization,and technology challenges.HR managers must address global and technology challenges.,1-35,Human Resource Management:Gaining a Competitive Advantage,Chapter 2Strategic Human Resource Management,Copyright 2010 by the McGraw-Hill Companies,Inc
37、.All rights reserved.,McGraw-Hill/Irwin,Learning Objectives,Describe the differences between strategy formulation and strategy implementation.2.List strategic management process components.3.Discuss HRM functions role in strategy formulation.4.Describe the linkages between HRM and strategy formulati
38、on.5.Discuss typologies of strategies and associated HRM practices.Describe HR issues and practices associated with various directional strategies.,2-37,Introduction,Goal of strategic management is to deploy and allocate resources in a way that gives an organization competitive advantage.HRM functio
39、n must be integrally involved in the companys strategic management process.,2-38,What is Strategic Management?,Strategic human resource management is the pattern of planned HR activities and deployments intended to enable an organization to achieve its goals.Strategic management is a process to addr
40、ess the organizations competitive challenges.,2-39,Strategic Management Process Phases,Strategy Implementation-process of devising structures and allocatingresources to enact acompanys chosenstrategy.,Strategy Formulation-process of decidingcompanys strategicdirection by defining itsmission and goal
41、s,external opportunities and threats,and internalstrengths and weaknesses.,2-40,5 Categories of Directional Strategies,Concentration,Internal Growth,External Growth,Downsizings,Mergers&Acquisitions,2-41,5 Strategic Management Process Components,Mission,Goals,External Analysis,Internal Analysis,Strat
42、egic Choice,2-42,HRM Practices,Job Analysis-the process of getting detailed information about jobs.Recruitment-the process through which the organization seeks applicants.Training-a planned effort to facilitate learning of job-related knowledge,skills,and behavior.,Job design-making decisions about
43、what tasks should be grouped into a particular job.Selection-identifying the applicants with the appropriate knowledge,skills,and ability.Development-the acquisition of knowledge,skills,and behavior that improves employees ability to meet the challenges of future jobs.,Performance management-helps e
44、nsure that employees activities and outcomes are congruent with the organizations objectives.Pay structure,incentives,and benefits.Labor and employee relations.,2-43,Strategic Management Process Model,Strategy Formulation,Strategy Implementation,HR PracticesRecruitingTrainingPerformance management L
45、abor relations Employee relationsJob analysisJob design SelectionDevelopment Pay structureIncentivesBenefits,FirmPerformanceProductivityQualityProfitability,HumanResourceActionsBehaviorsResults,HumanResourceCapabilitySkills,AbilitiesKnowledge,HumanResourceNeedsSkillsBehaviorCulture,StrategicChoice,G
46、oals,Mission,External AnalysisOpportunitiesThreats,InternalAnalysisStrengthsWeaknesses,2-44,Strategy-Decisions About Competition,Where,how and with what will we compete?Where-in what markets?How what criteria?cost?quality?reliability?delivery?With what resources?-How will we acquire,develop and depl
47、oy resources?,2-45,Strategic Planning and HRMLinkages,2-46,Strategy Formulation,ExternalAnalysisOpportunitiesThreats,StrategicChoice,Goals,InternalAnalysisStrengthsWeaknesses,Mission,2-47,Strategy Formulation,Mission is a statement of the organizations reasons for being.Goals are what the organizati
48、on hopes to achieve in the medium-to long-term future.External analysis examines the organizations operating environment to identify strategic opportunities and threats.Internal analysis identifies the organizations strengths and weaknesses.Strategic choice is the organizations strategy,which descri
49、bes the ways the organization will attempt to fulfill its mission and achieve its long term goals.,2-48,Strategy Implementation Variables,ProductMarketStrategy,RewardSystems,SelectTrain DevelopPeople,Types ofInformation,OrganizationalStructure,TaskDesign,Performance,2-49,Strategic Implementation,HR
50、PracticesRecruitingTrainingPerformance management Labor relations Employee relationsJob analysisJob design SelectionDevelopment Pay structureIncentivesBenefits,FirmPerformanceProductivityQualityProfitability,HumanResourceActionsBehaviorsResults-productivity-absenteeism-turnover,HumanResourceCapabili
