《HumanRecourseManagementCh01》由会员分享，可在线阅读，更多相关《HumanRecourseManagementCh01（36页珍藏版）》请在金锄头文库上搜索。
1、Human Resource Management:Gaining a Competitive AdvantageChapter 1Human Resource Management: Gaining a Competitive AdvantageCopyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinLearning ObjectivesDiscuss roles and activities of a companys HRM functionDiscuss implica
2、tions 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 practices1-22021/8/22IntroductionCompetitiveness a companys ability to maintain and gain market shareHuman resource management the policies, practices, and systems that influence employees behavior, attitudes, and perform
4、ance.1-32021/8/23Human Resource Management Practices1-42021/8/24Responsibilities of HR Departments1.Employment and Recruiting2.Training and Development3.Compensation4.Benefits5.Employee Services6.Employee and Community Relations7.Personnel Records8.Health and Safety9.Strategic Planning1-5HR as a Bus
5、iness with 3 Product LinesAdministrativeServices and TransactionsBusiness Partner ServicesStrategic PartnerHumanResources1-62021/8/266 Competencies for the HR Profession1-72021/8/27How is the HRM Function Changing?Time spent on administrative tasks is decreasing.HR roles as a strategic business part
6、ner, change agent, and employee advocate are increasing.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
7、 information about HR issuesOutsourcing the practice of having another company provide services to save money and spend more time on strategic business issues.1-82021/8/28Questions Used to Determine If Human Resources Are Playing a Strategic Role in the Business1. What is HR doing to provide value-a
8、dded services to internal clients?2. What can the HR department 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 compan
9、y?7. How are we going to invest in HR so that we have a better 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?1-92021/8/29How is the HRM Function Changing?As part
10、 of its strategic role, one of the key contributions that HR can make is 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.1-102021/8/210The HRM ProfessionHR salaries vary depending o
11、n education and experience as well as the type of industryThe primary professional organization for HRM is the Society for Human Resource Management (SHRM)1-112021/8/2113 Competitive Challenges Influencing HRMGlobalSustainabilityTechnology1-122021/8/212The Sustainability ChallengeSustainability refe
12、rs to the ability of a company to survive and succeed in a dynamic competitive environment.Stakeholders refers to shareholders, the community, customers, and all other parties that have an interest in seeing that the company succeeds1-132021/8/213The Sustainability ChallengeSustainability includes t
13、he ability to: provide a return to shareholdersprovide high-quality products, services and work experiences for employeesincrease value placed on intangible assets and human capitalsocial responsibilityAdapt to changing characteristics and expectations of the labor forceAddress legal and ethical iss
14、uesEffectively use new work arrangements1-142021/8/214The Sustainability ChallengeThe changing structure of the economySkill demands for jobs are changingKnowledge is becoming more valuableIntangible assets - human capital, customer capital, social capital, and intellectual capitalKnowledge workers
15、employees who contribute to the company through a specialized body of knowledgeEmpowerment giving employees responsibility and authority to make decisions regarding all aspects of product development or customer serviceLearning organization 1-152021/8/215The Sustainability Challenge2 Changes in Empl
16、oyment Expectations:1.Psychological Contract2.Alternative Work Arrangements1-162021/8/216Concerns with Employee EngagementEmployee engagement - degree to which employees are fully involved in their work and strength of their commitment. 10 Common Themes of Employee Engagement1Pride in employer2Satis
17、faction with employer3Satisfaction with the job4Opportunity to perform challenging work5Recognition and positive feedback from contributions6Personal support from manager7Effort above and beyond the minimum8Understanding the link between ones job and the companys mission9Prospects for future growth
18、with the company10Intention to stay with the company1-172021/8/217The Balanced ScorecardThe balanced scorecard gives managers the opportunity to look at the company from the perspective of internal and external customers, employees and shareholders. The balanced scorecard should be used to:Link huma
19、n resource management activities to the companys business strategy.Evaluate the extent to which the human resource function is helping the companys meet its strategic objectives.1-182021/8/218The Balanced ScorecardqHow do customers see us?qWhat must we excel at?qCan we continuously improve and creat
20、e value?qHow do we look to shareholders?1-192021/8/219Customer Service and QualityTotal Quality Management (TQM)Core values of TQM include:Methods and processes are designed to meet internal and external customers needs.Every employee receives training in quality.Promote cooperation with vendors, su
21、ppliers, 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 being detected and corrected.1-202021/8/220Customer Service and Quality EmphasisMalcolm Baldrige National Quality AwardIS
22、O 9000:2000Six Sigma ProcessLean Thinking1-212021/8/221Changing Demographics Workforce DiversityInternal labor force is the labor force of current employeesExternal labor market includes persons actively seeking employmentU.S. workforce is aging rapidlyIncreased Workforce DiversityInfluence of Immig
23、ration1-222021/8/222Managing a Diverse WorkforceTo successfully manage a diverse workforce, managers must develop a new set of skills including:Communicate, coach and develop employees from a variety of backgroundsProvide performance feedback that is based on objective outcomesCreate a work environm
24、ent that makes it comfortable for employees of all backgrounds to be creative and innovative.Recognize and respond to generational issues.1-232021/8/223Legal and Ethical Issues5 areas of the legal environment that have influenced HRM over the past 25 years:1.Equal employment opportunity legislation2
25、.Employee safety and health3.Employee pay and benefits4.Employee privacy5.Job securityWomen and minorities still face the “glass ceiling”Sarbanes-Oxley Act of 20021-242021/8/224Legal and Ethical IssuesEthics - the fundamental principles by which employees and companies interactEthical HR practices:H
26、RM 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 and fairly1-254 Principles of Ethical Companies1.Successful compan
27、ies, in their relationships with customers, vendors, and clients, emphasize mutual benefits. 2.Employees assume responsibility for the actions of the company.3.Companies have a sense of purpose or vision the employees value and use in their day-to-day work.4.They emphasize fairness; another persons
28、interests count as much as their own.1-26The Global ChallengeTo survive companies must compete in international markets.Be prepared to deal with the global economy. Offshoring exporting jobs from developed countries to less developed countriesOnshoring exporting jobs to rural parts of the United Sta
29、tes1-272021/8/227Technology ChallengeThe overall impact of the InternetThe Internet has created a new business model e-commerce, conducting business transactions and relationships electronically1-28The Technology ChallengeAdvances in technology have:changed how and where we workresulted in high-perf
30、ormance work systemsincreased the use of teams to improve customer service and product qualitychanged skill requirementsincreased working partnershipsled to changes in company structure and reporting relationships1-292021/8/229The Technology ChallengeAdvances in technology have increased:use and ava
31、ilability of Human Resource Information Systems (HRIS) use and availability of e-HRMcompetitiveness in high performance work systems1-302021/8/230High-Performance Work Systems Work in Teams-Virtual TeamsChanges in Skill RequirementsWorking in Partnerships.Changes in Company Structure and Reporting R
32、elationships.Increased Use and Availability of e-HRM and Human Resource Information Systems.1-312021/8/231Meeting 4 Competitive Challenges Through HRM PracticesHRM practices that help companies deal with the four competitive challenges can be grouped into four dimensions:1.The HR environment2.Acquir
33、ing and preparing HR3.Assessment and development of HR4.Compensating HR1-32Meeting Competitive Challenges Through HRM PracticesManaging internal and external environmental factors allows employees to make the greatest possible contribution to company productivity and competitiveness.Customer needs f
34、or new products or services influence the number and type of employees businesses need to be successful.1-332021/8/233Meeting Competitive Challenges Through HRM PracticesManagers need to ensure that employees have the necessary skills to perform current and future jobs.Besides interesting work, pay
35、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 benefits1-342021/8/234SummaryHR has three product lines: administrative services
36、, 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 for helping companies deal with sustainability, globalization, and technology challenges. HR managers must address global and technology challenges.1-352021/8/235部分资料从网络收集整理而来，供大家参考，感谢您的关注！
