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1、McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 1McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 2A Strategic Management A Strategic Management Approach to Human Approach to Human Resource ManagementResource Managementchapterchapter2McGra
2、w-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 3 A Diagnostic HRM FrameworklCan help operating managers focus on a set of relevant factorslOffers a map that aids a person in seeing the whole picture or parts of the pictureMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, I
3、nc. All rights reserved.2 - 4Diagnostic Model for Human Resource ManagementDiagnose Prescribe Implement EvaluateDiagnose Prescribe Implement EvaluateHuman Resource ProcessesHuman Resource ProcessesFocus of each process is on people and resultsFocus of each process is on people and resultsAcquiring H
4、uman ResourcesRewarding Human ResourcesDeveloping Human ResourcesMaintaining and Protecting Human ResourcesExternal External Environmental Environmental InfluencesInfluencesInternal Internal Environmental Environmental InfluencesInfluencesSocially responsible and ethical practicesCompetitive, high q
5、uality productsCompetitive, high quality servicesDesirable End ResultsMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 51. Diagnosis2. Prescription4. Evaluation3. ImplementationHow to Take a Diagnostic Approach to HRMMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc
6、. All rights reserved.2 - 6 External Environmental InfluenceslGovernmentlrequirementslregulationsllawslThe UnionlEconomic ConditionsldomesticlInternationallCompetitivenesslWork Sector of the Organizationlprivate sectorlpublic sectorlthird sectorlComposition and Diversity of the Labor ForcelGeographi
7、c Location of the OrganizationMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 7HRM Activities That Can Enhance and Sustain Competitive Advantage (1 of 2)lEmployment security lSelectivity in recruiting lHigh wages lIncentive pay lEmployee ownership lInformation sharing
8、lParticipation and empowermentlTeams and job redesign lTraining as skill development lCross-utilization and cross training lSymbolic egalitarianismMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 8HRM Activities That Can Enhance and Sustain Competitive Advantage (2 of 2
9、)lWage compression lPromotion from within lLong-term perspective lMeasurement of practices lOverarching philosophyMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 9Civilian Labor Force by Sex, Age, Race, and Hispanic Origin, 2000 and Projected to 2010(in thousands)Level
10、LevelChangePercent ChangeGROUP200020102000-20102000-2010Total (16 years & older)140,863157,72116,85812.0Men75,24782,2216,9749.3Women65,61675,5009,88415.2White117,574128,04310,4708.9Black16,60320,0413,43820.7Asian6,6879,636294944.1Hispanic15,36820,9475,57936.3McGraw-Hill/Irwin 2004 The McGraw-Hill Co
11、mpanies, Inc. All rights reserved.2 - 10 Internal Environmental InfluenceslStrategylGoalslOrganization culturelNature of the task (job)lWork grouplLeaders style and experienceMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 11Key Factors in the Nature of the Task (Job):
12、 (1 of 2)lDegree of knowledge and ability to use information technologylDegree of empowermentlDegree of physical exertion requiredlDegree of environmental unpleasantnesslPhysical location of workMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 12Key Factors in the Natur
13、e of the Task (Job): (2 of 2)lTime dimension of worklHuman interaction on the joblDegree of variety in the tasklTask identitylTask differences and job designMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 13 Three Levels of StrategyStrategic(long term)Managerial(medium
14、 term)Operational(short term)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 14Human Resource Activities by Level of Strategy (1 of 3)LEVELEmployee Selection and PlacementRewards (Pay and Benefits)AppraisalDevelopmentStrategic (long term)Specify the character- istics o
15、f people needed to run business over long termEstablish reward program that will be competitive with domestic and inter- national competitorsDetermine the level type of perform- ance crucial for the growth of the firmPlan development experiences for staffExamine labor force trendsEstablish reward sy
16、stem that is linked to strategic goalsDevelop equitable performance criteriaPlan development program with flexibil- ity necessary to adjust to changeAnalyze immigration flows into the countryLink appraisal to accomplishment of long-term objectivesMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved.2 - 15Human Resource Activities by Level of Strategy (2 of 3)LEVELEmployee Selection and Plac
