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shrm1 Introduction

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  • 1. Strategic Human Resource Management Dr. George S. Benson [email_address] http://management.uta.edu/Benson/default.htm
  • 2. Human Resource Management Planning and Job Design Compensation Employee Relations Recruiting and Selection Training and Development Performance Management
  • 3. Who performs the HR function?
    • Companies need around 100 employees to have dedicated HR staff
    • HR to staff ratio around 1 to 100 for larger businesses
    • Supervisors perform many HR functions
    • Professionalism of HR staff
      • 75% of HR Executives have backgrounds in HR
      • Specialization within fields
        • Compensation and Benefits
        • Training and Development
        • HR Information Systems
        • Organizational Development
  • 4.
    • “ We want to have more people selling instead of watching people sell and fewer human resource people watching – God only knows that they watch.”
    • Bob Lipp -- Citigroup Cost Cutter
    • Fortune Magazine January 11, 1999
  • 5. Bathroom Breaks at Jim Beam
    • “Workers on the bottling line are fuming about being limited to four breaks per 8 1/2 hour shift, only one of which can be unscheduled.”
    • "Our policy is fair and reasonable and it does respect the real needs that our employees have," said Jack Allen, human resources director at the Clermont plant.
    • CNN Aug 28, 2002
  • 6. Changing Views of HR
    • Business strategies require specific skills and behaviors to be successful.
    • HR practices can be crafted to develop certain types of skills and encourage behaviors.
    • HR practices should support the “core competencies” and strategy of the organization.
  • 7. Strategic View of Human Resources
    • Employees are human assets that increase in value when appropriate policies and programs are applied.
    • Effective organizations recognize that their employees do have value, much as same as the organization’s physical and capital assets have value.
    • Employees are a source of sustainable competitive advantage.
  • 8. Sources of Employee Value
    • Technical Knowledge
      • Markets, Processes, Customers, Environment
    • Ability to Learn and Grow
      • Openness to new ideas
      • Acquisition of knowledge and skills
    • Decision Making Capabilities
    • Motivation
    • Commitment
    • Teamwork
      • Interpersonal skills, Leadership ability
  • 9. Implications for Organizations
      • Job and work design
      • Training and employee development
      • Determination of compensation
      • Integrated performance management
      • Advancement opportunities
      • Development of retention strategies
      • Measuring the impact of HR
  • 10. The Investment-Oriented Organization
    • Organizational Characteristics
      • Sees people as central to its mission/strategy.
      • Has a mission statement and strategic objectives that espouse the value of human assets in achieving goals.
      • Has a management philosophy that encourages the development and retention of human assets and does not treat or regard human assets in the same ways as physical assets.
  • 11. Investment Orientation Factors
    • Senior Management Values and Actions
      • An organization’s willingness to invest in its human resources is determined by the “investment orientation” of its managers.
    • Attitude Toward Risk
      • Investment in human resources is inherently riskier due to lack of absolute “ownership” of the asset.
    • Nature of Skills Needed by Employees
      • The more likely that skills developed by employees are marketable outside the firm, the more risky the firm’s investment in the development of those skills.
  • 12. Investment Orientation Factors
    • Utilitarian (“Bottom Line”) Mentality
      • An attempt is made to quantify employee worth to the organization through a cost-benefit analysis .
      • The “soft” benefits of HR programs and polices are difficult to objectively quantify because they affect many different organizational areas and have differential effects on individual employees.
    • Availability of Outsourcing
      • If cost-effective outsourcing is available, investments will be made only in HR activities producing the highest returns and largest sustainable competitive advantages.
  • 13. The Strategic Importance of HRM
    • Competitive Advantage
      • When all or part of the market prefers the firm’s products and/or services.
    • Ways firms can use HRM to gain sustainable competitive advantage:
      • Maximize the value added by employees
      • Acquire rare employees
      • Develop a culture that can’t be copied.
    • Performance requires HR practices that:
      • Match the business strategy
      • Are internally consistent
      • Fit with organizational values and beliefs