1、2-1李杨古生物学与地层学2-2Chapter 2A Strategic Management Approach to Human Resource Management2-3Taking a Strategic HRM ApproachlHRM strategieslGreater focus on strategic thinking and processeslMake HR management a top priority lIntegrate HRM with the companys overall strategy,mission,and goalslBe included i
2、n strategic planning from the onsetlDetermine what must be done to achieve priority objectives2-4Strategic PlansThree to five year timelineAnnual monitoring&modificationFit between org strategy&HRM policies/programsRecruitment,selection,outsourcing,telecommuting,performance evaluation,compensation2-
3、5A Model to Organize HRMADRMGoals of ARDM:socially responsible,ethical practicesAcquiringDevelopingRewardingMaintaining&Protecting2-6A Model to Organize HRMExternalInfluencesInternal InfluencesGovernment requirements,regulations,lawsThe unionEconomicsCompetitivenessLabor force compositionLocationStr
4、ategyGoalsOrganizational cultureNature of the taskWork groupLeaders style and experience2-7A Model to Organize HRMMatching people and activities is easier to accomplish with a diagnostic approachEmployees are the best qualifiedThey perform jobs that suittheir needs,skills,abilitiesSuccess of any HRM
5、 activity2-8Taking a Diagnostic Approach to HRMThe ARDM model has four specific stepsDiagnosisImplementation PrescriptionEvaluation 2-9Taking a Diagnostic Approach to HRM=Socially responsible,ethical behaviorsCompetitive,high-quality products and servicesFocus onADRM+Environment2-10Available resourc
6、esHRM Environmental InfluencesGuidelinesThe laborforceEconomicconditionsUnion procedures,requirementsGovernmentlaws,regulationsCompetenciesInternal InfluencesExternal Influences2-11HRM is One Function Among ManyProductionFinanceAccountingMarketingR&DHRM2-12Government Law and RegulationsGovernment re
7、gulation directly affects:RecruitingSelectionEvaluationPromotion2-13Government Law and RegulationsEEO&HR rights legislation indirectly affects:Employment planningOrientationCareer planningTrainingEmployee development2-14Government Law and RegulationslOther areas of legislation and regulationlEmploym
8、ent of illegal aliens lDiscrimination based on sex,age,disability lCompensation regulation lBenefits regulation lWorkers compensation and safety laws lLabor relations laws and regulations lPrivacy laws 2-15Government Law and RegulationslGovernment regulation has increased substantially lIn 1940,the
9、U.S.Dept.of Labor administered 18 regulatory programs lIn 2004,it administered more than 135 lAnd that is just one government agency 2-16Government Law and RegulationsEncourages simplistic thinking on complicated issuesComplexity leads to slow decision makingLeads to complicated legal maneuvering Ma
10、ny regulations are outdated,with little purposeOverlap,contradiction among regulatory agencies Government regulation impacts a managers job2-17The UnionUnionImpactsWorkingconditionsWorkhoursGrievanceprocessesEmployeerightsFringebenefitsWages andsalaries2-18The UnionUnions are no longer concentrated
11、in a few sectorsThe fastest-growing sectors are the public sector and the third sectorUnionized employees are no longer just blue-collar factory workers2-19Economic ConditionslTwo economic factors affect HRM programs:lProductivitylThe work sector of the organizationlProductivity is:lA big part of a
12、nations economic condition lRepresentative of an organizations overall efficiency lThe output of goods and services per unit of input(resources)used in a production process 2-20Economic ConditionsDetermineoutput costsIsolate the outputsCompare current&previous yearMeasuringproductivityProductivity m
13、easures are crude and subject to short-term error,but over time can show a trend2-21Economic ConditionsSuggested Solutions for Increasing ProductivityPotential Negative ImpactsOthersAir pollutionRadiationToxic wasteReduce government controlsDevelop favorable income tax incentivesReindustrialize2-22E
14、conomic ConditionsInfluence productivity through sound HRM programsDiagnose,prescribe,implement,evaluateRecruitment and selectionMotivational techniquesCompensationTraining and development2-23The Work Sector of HRMPrivate Sector60%Profit-oriented businessesPublic Sector30%GovernmentThird Sector10%Mu
15、seums,social clubs,orchestras,schools,churches2-24CompetitivenesslOrganizational competitiveness substitute organization for nation,and employees for citizensThe degree to which a nation can,under free and fair market conditions,produce goods and services that meet the test of international markets
16、while simultaneously maintaining or expanding the real incomes of its citizens2-25Organizational CompetitivenessHow effectively do we produce the product?How good are our services or goods?Can workers handle new technology?Can the production costs be lowered?Do we have enough workers for global prod
17、uction levels?Will working harder and faster increaseturnover,absenteeism,and defects?2-26CompetitivenessDealing effectively with employees,customers,suppliers,competitorsHaving a superior marketplace position relative to competitorsHow HRM activities are implemented and modified can provide these a
18、dvantagesCompetitiveAdvantageSustainable Competitive Advantage2-27CompetitivenessActivities that enhance/sustain competitive advantageEmployment securitySelective recruitingHigh wagesIncentive payEmployee ownershipInformation sharingParticipation,empowermentTeams and job redesignTraining(skill devel
19、opment)Symbolic egalitarianismPromotion from withinMeasurement of practicesCross-utilization,cross-trainingWage compressionLong-term perspectiveOverarching philosophy2-28CompetitivenesslCompetitors can adopt and/or improve on successful HRM activities lA firm with fair and equitable treatment of hum
20、an resources is less susceptible to losing its competitive advantage lA few HRM activities can be copied,but imitation of an entire culture and system of HRM is difficult 2-29Composition&Diversity of Labor Force In 2004,146+million Americans were in the workforceNot in the militaryEmployed or active
21、ly seeking work16 years or older2-30Women in the WorkforceIn 2007,about 48%of U.S.workforce was femaleA 280%increase since 1947They still face workplace discriminationMost have professional jobs2-31Minorities in the WorkforceThe most recent immigrant groups take the lowest-level jobsFew Hispanics,Af
22、rican-Americans,or Native Americans have high-status,high-paying jobsMinorities lived in the U.S.long before immigrants arrivedThe situation for racialðnic minorities is similar to that for women2-32Facts About Older EmployeesWorkers 45+have no more accidents than younger onesUntil age 55,absente
23、eism rates are the same or lowerOlder employees are just as effective as younger onesInsurance premiums are higher,making them more costly to employWith aging comes a loss of some faculties2-33Employment ProjectionDental hygienistsSoftware engineers,applicationsPhysical therapist assistantsPhysician
24、 assistantsNetwork systems/data communications analystsHome health aidesFastest Growing Occupations2004-20142-34Geographic Location of OrganizationlThe location of the organization impacts hiring practices and HRM activitieslRural versus urbanlInternational versus locallEducationlBehaviorlLegal-poli
25、tical factorslEconomicslInter-cultural training2-35Internal Influences on HRM ProgramsCorporate strategyCorporate goalsCompany CultureThe nature of the tasksWork groupsLeader style/experience2-36StrategyWhat key executives hope to accomplish in the long runConcerned with competition and aligning the
26、 resources of the firmLong-term success linked to helping employees achieve work-life balance2-37GoalsEffectiveness problemsIf profits take precedence,HRM goals receive little attentionMost departments have similar goalsDifferences arise from the importance placed on goalsGoals differ within and amo
27、ng departments2-38GoalslDiversity refers to any mixture of themes characterized by differences and similarities lDiversity in organizations means focusing on the collective picture of differences and similarities 2-39GoalsWisconsin Power and Lights approach to diversity trainingForm a diversity stee
28、ring team Create a diversity training teamSelect training project managerComplete cultural auditDesign training programImplement and evaluate the training2-40Organizational CultureHow employees and customers are treatedHow businessis conductedDegree of loyaltyexpressed by employeesAutonomy or freedo
29、m indepartments or officesSystem of sharedmeaning held byorganization members2-41Organization CultureImpacts expectationsNo one“best”cultureProvides benchmark for performance standardsImpacts behavior,productivityPerceptions of culture held by employees2-42Nature of the TaskHRM is the effective matc
30、hing of the nature of the task(job)with the nature of the employee 2-43Job Factors that Attract/Repel WorkersEnvironmentalpleasantnessJob designPhysicallocationTask identityTask varietyTime dimensionHumaninteractionDegree of empowermentPhysicalexertionDegree ofknowledgePhysicalexertion2-44Work Group
31、Consider themselves a groupWork inter-dependentlyInteract continuouslyOften work next to each otherTwo or more people2-45Effective Work GroupsEffective Work GroupsFull member participationClearly defined goalsAdequate resourcesMembers furnish suggestions leading to goal achievementStable membershipS
32、upports organization goalsFew in number(7 to 14)Work closely togetherHave similar backgroundsDepend on the group to satisfy their needsSupport managementFunction as a teamEffective Group Members2-46Work GroupChanging a groups norms and behaviorManagers leadershipRewards and disciplineMember transfer
33、s2-47Leaders Style and ExperienceThe experience/leadership style of the operating manager directly affects HRM activitiesOrchestrating the skills,experiences,personalities,and motives of individualsFacilitating interaction within work groupsProviding direction,encouragement,andauthority to evoke des
34、ired behaviorsReinforcing desirable behavior2-48Strategic HRM:A Key to SuccessStrategic(long term)RewardsManagerial(medium term)Operational(short term)HRM Strategy LevelsAppraisalsDevelopmentEmployee selection/placementHRM Activities2-49Strategic HRM:A Key to SuccesslStrategic HRM planninglLeads to
35、growth,profits,business survivallExpands awareness of possibilities lIdentifies strengths and weaknesses lReveals opportunities lPoints to the need to evaluate the impact of internal and external forces 2-50Strategic HRM:A Key to SuccessMatchingStrategic plansEmployee characteristicsCompetitive prod
36、ucts and servicesHRM activities=2-51Strategic HRMInvolved in all aspects of organizations operationMakes everyday contributionsComprehensive programsAdaptive to organizations cultureResponsive to employee needsOptimizes employee skills,talents,creativityResponsive to global challenges2-52Strategic H
37、RM:A Key to SuccessGlobal market connectionGrowing knowledge needsShift in human competenciesQuicker innovationBusiness streamliningRapid responseTechnology TrendsQuality improvementIndustrial revolution2-53Building a Cooperative WorkforceAlmost half the workforce is femaleSlower growth in number of
38、 Caucasian workersWhite males no longer dominate workforceBaby boomers are staying in workforce longerChanges in U.S.WorkforceGen X is vying with Boomers for jobsMore Hispanic,Asian,older workers2-54Building a Cooperative WorkforceMore emphasis onChild and elder careDiversity understanding,trainingF
39、air,ethical,prompt issue handlingRecruiting/developing skilled labor2-55Restructuring and DownsizingHalf of downsized firms end up with as many workersDownsizing in manufacturing is not newPositively correlated to foreign competitionEncourages firms to reduce their costsProfits increase in the short
40、-run,but not productivityLeads to lower compensation/wages within the firmFacts About Downsizing2-56Restructuring and DownsizingRestructuringChanging the reporting and authority relationships within a firmDownsizingA reduction in a companys workforceCan result in stress-related health problems2-57Co
41、ntingent WorkersTemporaryPart timeContractLeasedHighest growth rate home health care;medical assistants;computer hardware,data communication,and software2-58People&the HRM Diagnostic FrameworkAbilitiesAttitudes,preferencesStylesIntellectual capacitiesWay of doing jobs2-59Abilities of EmployeesAbilit
42、ies/SkillsMechanicalMotor coordinationMentalCreativeAbilities resulting from genetic factors can rarely be changed2-60Employee Attitudes and PreferencesPreferenceEvaluating an object,idea,or person in a positive or negative wayAttitudeCharacteristic,long-lasting way of thinking,feeling,and behavingO
43、bject,idea,person,or group2-61WorkThe amount of energy directed toward work is directly linked to the amount directed to family,interpersonal relations,and recreationAllows expression of both aggressive and pleasure-seeking drivesOffers justification for existenceA way to channel energyProvides inco
44、meA way to achieve self-esteem,self-worth2-62MotivationA set of attitudes that predisposes a person to act in a specific,goal-directed wayAn inner state that energizes,channels,and sustains behavior to achieve goalsWork motivation channels a persons behavior toward work and away from recreation or o
45、ther areas of lifeThe motivation to work changes as other life activities change2-63MotivationManagers who determine the work motivations of employees make better HRM decisionsWork-oriented employees are usually motivated by incentive compensation systemsThose motivated to do a better job benefit fr
46、om performance evaluation techniques2-64Personality:How One Thinks&BehavesEmotional reactivitySelf-imageVisible behaviorIntelligenceAbilitiesAttitudesGenetic blue printMotivesValuesTraitsPersonality2-65Personality of EmployeesChoicesInternal inclinationsEnvironmental influencesEmployees are both rat
47、ional and intuitiveThey act in response to2-66HRM Desirable End ResultsGoals of Human Resource ProcessesSociallyresponsible,ethical practicesCompetitive,high-qualityproductsCompetitive,high-qualityservices2-67Comments to Reflect OnlOrganizational effectiveness is critically influenced by HR manageme
48、nt practices lImprovements in productivity,quality,and customer satisfaction typically depend on changes in multiple management systems lChanges in staffing,training,and compensation are integral to a coordinated change effortlHR management systems drive behavior;they must align with other management systems lThe HR department must be a central player in a companys competitive efforts
