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Mhr chapter 1 Mhr chapter 1 Presentation Transcript

  • 1© 2010 South-Western, a part of Cengage Learning PowerPoint Presentation by Charlie CookAll rights reserved. The University of West Alabama
  • Why Study Human Resources Management • Human Resources Management (HRM) Defined:  The process of managing human resources (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?”  Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department.© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–4
  • FIGURE Overall Framework for Human Resources Management1.1 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–5
  • Competitive Challenges and Human Resources Management • The most pressing competitive issues facing firms:  Competing, recruiting, and staffing globally  Embracing new technology  Managing change  Managing talent, or human capital  Responding to the market (changes in consumer behavior)  Containing costs© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–6
  • Challenge 1: Competing, Recruiting, and Staffing Globally • Globalization  The trend toward opening up foreign markets to international trade and investment • Impact of Globalization  “Anything, anytime, anywhere” markets  Partnerships with foreign firms  Lower trade and tariff barriers  NAFTA, EU, and other trade agreements  WTO© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–7
  • Challenge 1…(cont’d) • Corporate Social Responsibility (CSR)  The responsibility of the firm to act in the best interests of the people and communities affected by its activities • Globalization’s Impact on HRM  Different geographies, cultures, laws, and business practices  Issues:  Identifying capable managers and workers  Developing foreign culture and work practice training programs.  Adjusting compensation plans for overseas work© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–8
  • Challenge 2: Embracing New Technology • Knowledge Workers  Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving. • Knowledge-Based Training  Online instruction  “Just-in-time” learning via the Internet on company intranets  Virtual learning© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–11
  • Influence of Technology in HRM • Human Resources Information System (HRIS)  A computerized system that provides current and accurate data for the purposes of control and decision making.  Benefits:  Automation of routine tasks, lower administrative costs, increased productivity and response times.  Self-service access to information and training for managers and employees  Online recruiting, screening, and pretesting of applicants  Training, tracking, and selecting employees based on their record of skills and abilities  Organization-wide alignment of “cascading” goals© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–12
  • HRM IT Investment Factors • Fit of the application to • Time required to the firm’s employee implement and train staff base. members to use HRIS • Ability to upgrade • Initial and annual Increased efficiency and maintenance costs time savings • Training time required • Compatibility with for HR and payroll current systems • Fit with the • Availability of technical organization’s overall support culture© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–14
  • Challenge 3: Managing Change • Types of Change  Reactive change  Change that occurs after external forces have already affected performance  Proactive change  Change initiated to take advantage of targeted opportunities • Managing Change through HR  Formal change management programs help to keep employees focused on the success of the business.© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–15
  • Challenge 3: Managing Change (cont’d) • Why Change Efforts Fail:  Not establishing a sense of urgency.  Not creating a powerful coalition to guide the effort.  Lacking leaders who have a vision.  Lacking leaders who communicate the vision.  Not removing obstacles to the new vision.  Not systematically planning for and creating short- term “wins.”  Declaring victory too soon.  Not anchoring changes in the corporate culture.© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–16
  • Challenge 4: Managing Talent, or Human Capital • Human Capital  The knowledge, skills, and capabilities of individuals that have economic value to an organization.  Valuable because human capital:  is based on company-specific skills.  is gained through long-term experience.  can be expanded through development. (Oh, by-the-way, it walks out the door every night)© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–17
  • Challenge 5: Responding to the Market • Changes in Consumer Behavior  Values, attitudes, beliefs, desires, needs/wants, etc. • Reengineering and HRM  Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.  Requires that managers create an environment for change.  Depends on effective leadership and communication processes.  Requires that administrative systems be reviewed and modified.© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–19
  • Challenge 6: Containing Costs • Downsizing  The planned elimination of jobs (“head count”).  Layoffs (Reduction in Force) • Outsourcing  Contracting outside the organization to have work done that formerly was done by internal employees. • Offshoring (Global Sourcing)  The business practice of sending jobs to other countries.© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–20
  • Challenge 6: Containing Costs (cont’d) • Hidden Costs of a Layoff  Severance and rehiring costs  Accrued vacation and sick day payouts  Pension and benefit payoffs  Potential lawsuits from aggrieved workers  Loss of institutional memory and trust in management  Lack of staffers when the economy rebounds  Survivors who are risk-averse, paranoid, and political© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–21
  • Challenge 6: Containing Costs (cont’d) • Benefits of a No-Layoff Policy  A fiercely loyal, more productive workforce  Higher customer satisfaction  Readiness to snap back with the economy  A recruiting edge  Workers who aren’t afraid to innovate, knowing their jobs are safe.  Is complacency an issue?© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–22
  • FIGURE Productivity Enhancements1.3 Ability x Motivation = Potential Performance © 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–25
  • FIGURE Education Pays1.6 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–30
  • Qualities of HR Managers • Responsibilities 1. Advice and counsel 2. Service 3. Policy formulation and implementation 4. Employee advocacy • Competencies 1. Business mastery 2. HR mastery 3. Change mastery 4. Personal credibility 5. What’s missing?© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–34