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Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
Managing Human Resources, Luis Gomez Mejia,  David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia  David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş
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Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş

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Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş

Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch1, Vahdi Boydaş, Mensur Boydaş

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  • 1. (c) 2007 by Prentice Hall 1-1 Meeting Present and Emerging Strategic Human Resource Challenges Chapter 1Chapter 1
  • 2. (c) 2007 by Prentice Hall 1-2 • Challenges Facing HR Management • Planning and Implementing Strategic HR Policies • Selecting HR Strategies to Increase Firm Performance • The HR Department and Managers: An Important Partnership Chapter 1 OverviewChapter 1 Overview
  • 3. (c) 2007 by Prentice Hall 1-3 Key HR Challenges forKey HR Challenges for Today’s ManagersToday’s Managers EnvironmentalEnvironmental • Rapid Change • The Internet Revolution • Workforce Diversity • Globalization • Legislation • Work/Life Balance • Skill Shortages and the Rise of the Service Sector
  • 4. (c) 2007 by Prentice Hall 1-4 OrganizationalOrganizational • Competitive Position • Decentralization • Downsizing • Organizational Restructuring • Self-Managed Work Teams • The Growth of Small Businesses • Organizational Culture • Technology • Internal Security • Outsourcing Key HR Challenges forKey HR Challenges for Today’s ManagersToday’s Managers
  • 5. (c) 2007 by Prentice Hall 1-5 IndividualIndividual • Matching People and Organizations • Ethics and Social Responsibility • Productivity • Empowerment • Brain Drain • Job Insecurity Key HR Challenges forKey HR Challenges for Today’s ManagersToday’s Managers
  • 6. (c) 2007 by Prentice Hall 1-6 Planning and ImplementingPlanning and Implementing Strategic HR PoliciesStrategic HR Policies The Benefits of Strategic HR PlanningThe Benefits of Strategic HR Planning 1. Encouragement of Proactive Rather Than Reactive Behavior 2. Explicit Communication of Company Goals 3. Stimulation of Critical Thinking and Ongoing Examination of Assumptions 4. Identification of Gaps Between Current Situation and Future Vision 5. Encouragement of Line Managers’ Participation 6. Identification of HR Constraints and Opportunities 7. Creation of Common Bonds
  • 7. (c) 2007 by Prentice Hall 1-7 The Challenges of Strategic HRThe Challenges of Strategic HR PlanningPlanning 1. Maintaining a Competitive Advantage 2. Reinforce Overall Business Support 3. Avoiding Excessive Concentration on Day-to-Day Problems 4. Developing HR Strategies Suited to Unique Organizational Features 5. Coping with the Environment 6. Securing Management Commitment 7. Translating the Strategic Plan into Action 8. Combining Intended and Emergent Strategies 9. Accommodating Change Planning and ImplementingPlanning and Implementing Strategic HR PoliciesStrategic HR Policies
  • 8. (c) 2007 by Prentice Hall 1-8 Strategic HR ChoicesStrategic HR Choices 1. Work Flows 2. Staffing 3. Employee Separations 4. Performance Appraisal 5. Training and Career Development 6. Compensation 7. Employee Rights 8. Employee & Labor Relations 9. International Management Planning and ImplementingPlanning and Implementing Strategic HR PoliciesStrategic HR Policies
  • 9. (c) 2007 by Prentice Hall 1-9 Fit with Organizational StrategiesFit with Organizational Strategies 1. Corporate Strategies 2. Porter’s Business Unit Strategies 3. Miles and Snow’s Business Strategies Selecting HR Strategies toSelecting HR Strategies to Increase Firm PerformanceIncrease Firm Performance
  • 10. (c) 2007 by Prentice Hall 1-10 Selecting HR Strategies toSelecting HR Strategies to Increase Firm PerformanceIncrease Firm Performance Fit with the EnvironmentFit with the Environment –Degree of Uncertainty –Volatility –Magnitude of Change –Complexity
  • 11. (c) 2007 by Prentice Hall 1-11 Selecting HR Strategies toSelecting HR Strategies to Increase Firm PerformanceIncrease Firm Performance Fit with Organizational CharacteristicsFit with Organizational Characteristics 1. The Production Process for Converting Inputs into Output 2. The Firm’s Market Posture 3. The Firm’s Overall Managerial Philosophy 4. The Firm’s Organizational Structure 5. The Firm’s Organizational Culture
  • 12. (c) 2007 by Prentice Hall 1-12 Selecting HR Strategies toSelecting HR Strategies to Increase Firm PerformanceIncrease Firm Performance Fit with Organizational CapabilitiesFit with Organizational Capabilities • Distinctive Competencies Choosing Consistent and AppropriateChoosing Consistent and Appropriate HR Tactics to Implement HRHR Tactics to Implement HR StrategiesStrategies
  • 13. (c) 2007 by Prentice Hall 1-13 HR Strategy Leads to ImprovedHR Strategy Leads to Improved Organizational PerformanceOrganizational Performance HR Strategies Organizational Strategies Organizational Characteristics Environments Organizational Capabilities
  • 14. (c) 2007 by Prentice Hall 1-14 The HR Department and Managers:The HR Department and Managers: An Important PartnershipAn Important Partnership Key Competencies Required of HR Department to Become a Full Strategic Partner • LeadershipLeadership • Knowledge ofKnowledge of BusinessBusiness • HR StrategicHR Strategic ThinkingThinking • Process SkillsProcess Skills • HR TechnologiesHR Technologies
  • 15. (c) 2007 by Prentice Hall 1-15 LEADERSHIPLEADERSHIP • Understand styles of leadership • Display appropriate leadership • Demonstrate leadership at all levels of performance – team, individual, unit, or organization
  • 16. (c) 2007 by Prentice Hall 1-16 KNOWLEDGE OF BUSINESSKNOWLEDGE OF BUSINESS HR must understand… • internal / external customersinternal / external customers • key business disciplineskey business disciplines • business structure, vision, values,business structure, vision, values, goals, strategies, financesgoals, strategies, finances • competitors, products, technology,competitors, products, technology, and sources of competitive advantageand sources of competitive advantage
  • 17. (c) 2007 by Prentice Hall 1-17 STRATEGIC THINKINGSTRATEGIC THINKING • Understand strategic business planning • Apply a systematic HR planning process • Integrate HR systems to build capability and competitive advantage for the firm • Develop and integrate department strategies within corporate framework
  • 18. (c) 2007 by Prentice Hall 1-18 PROCESS SKILLSPROCESS SKILLS • Know management processes • Know process skills: consulting, problem solving, evaluation, and communication • Understand organizational development • Facilitate and manage change • Manage under uncertainty and instability
  • 19. (c) 2007 by Prentice Hall 1-19 TECHNOLOGYTECHNOLOGY • Maintain HR documentation using knowledge management and technology • Build firm’s capability using info systems • Provide training in use of technology
  • 20. (c) 2007 by Prentice Hall 1-20 Summary and ConclusionsSummary and Conclusions 1.1. Challenges in HRMChallenges in HRM 2.2. Plan and Implement Strategic HRPlan and Implement Strategic HR PoliciesPolicies 3.3. Select HR Strategies That IncreaseSelect HR Strategies That Increase Firms PerformanceFirms Performance 4.4. HR Department and Managers:HR Department and Managers: The Importance of This PartnershipThe Importance of This Partnership

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