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Human Resource Management 3rd Edition
Stewart Solutions Manual
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Chapter 2
Making Human Resource Management Strategic
Chapter 2 Learning Objectives
1. Describe the strategy formulation process.
2. Describe two generic competitive business strategies that organizations use.
3. Explain the universalistic and contingency approaches to human resource (HR) strategy,
including key characteristics of the commitment strategy.
4. Describe four HR strategies that organizations commonly use.
5. Explain how HR strategies and competitive business strategies are aligned.
Chapter 2 Outline
2.1 How Can a Strategic Approach to HR Improve an Organization? (pages 40-42)
• Research suggests that a major key for long-term profitability is a clear strategy for being
better than competitors.
• Profitability is also the result of a highly effective workforce that carries out that strategy.
2.2 How Is Strategy Formulated? (pages 42-48)
• Strategy is coordinated choices and actions that provide direction for people and
organizations. The two types of strategy must work together to ensure high organizational
effectiveness.
✓ Competitive business strategy focuses on choices and actions about how to serve the
needs of customers.
✓ HR strategy focuses on choices and actions concerning management of people within
the organization.
• One way of understanding similarities and differences in these two forms of strategy is to
examine the common elements of strategy formulation: gathering information and analyzing
it so decisions can be made.
• Gathering Information (pages 43-46)
✓ Assessing the External Environment (i.e., physical and social factors outside of an
organization’s boundaries categorized as Opportunities/favorable conditions and
Threats/unfavorable conditions).
➢ Demographic and cultural trends include population growth, age distribution of
population, percentage of women in workforce, and changes in sizes of ethnic groups

➢ Economic environment includes interest rates and new job creation.
➢ Political environment includes laws and the positions of elected officials, as well as
legal changes related to international trade.
➢ Technological change involves trends such as improving manufacturing technologies
and increased availability of information.

➢ Effective strategy formulation begins with information about threats and
opportunities outside the organization.
✓ Assessing Internal Capabilities (i.e., organization’s internal resources and capabilities
categorized as strengths/areas of high capability and weaknesses/areas of low capability).
➢ Most strengths and weaknesses can be thought of in terms of the resources that an
organization has. Some are tangible, such as money and equipment; others are
intangible, such as reputation. From a resource-based view of organizations,
resources—including human resources—are true strengths when they are both
valuable and rare.
➢ Gathering information about HR capabilities is therefore a vital part of an effective
assessment of organizational strengths and weaknesses.
• Analyzing Information and Making Decisions (pages 46-48)
✓ Step 1: Build collective intuition occurs when a group of people meet together often to
discuss the information that has been gathered.
✓ Step 2: Stimulate conflict occurs when different opinions are considered.
✓ Step 3: Maintain appropriate pace refers to keeping decisions as part of a flexible
timeline.
✓ Step 4: Diffuse politics occurs when a group begins with a common goal and no one
person dominates the discussion.
CONCEPT CHECK
1. What are the three steps in the strategy formulation process? Gather information, analyze
information and make decision, and implement the decision.
2. What are some components of an organization’s external environment? Features of the
environment might include the number of businesses hiring people in your field, the number
of other new graduates looking for similar jobs, and the geographic location of potential
employers. Demographic and cultural trends include population growth, the age distribution
of the population, the percentage of women in the workforce, and changes in the relative
sizes of ethnic groups. The economic environment includes interest rates and new job
creation, whereas the political environment includes laws and the positions of elected officials.
Among the potential threats and opportunities in these areas are legal changes related to
international trade and changes in inflation and interest rates. An especially important aspect
of current organizational environments is technological change. Trends such as improving
manufacturing technologies and increased availability of information create opportunities for
some organizations and threats for others.
3. Why does HRM represent an important potential strength for organizations? The ability to
attract and keep high-quality employees represents a strength for the organization only when
high-quality employees are hard to find. Human resource management is critical because
high-quality employees are relatively rare. Effective ways to attract and keep employees do,
in fact, represent sources of internal strength that can give an organization a competitive
advantage. Human resource practices also must provide something that is difficult to imitate
and for which there is no substitute.

4. What four steps are necessary for effective decision making? Build collective intuition,
stimulate conflict, maintain an appropriate pace, and diffuse politics.
2.3 What Are Common Competitive Business Strategies? (pages 48-52)
• Competitive business strategies involve four types:
✓ Corporate-level strategy concerns the different businesses and diversity of products and
services that an organization produces.
✓ Business-level strategy concerns how an organization, or part of an organization, will
compete with other organizations that produce similar goods or services.
✓ Cost leadership strategy seeks to produce goods and services inexpensively. The key to
the cost-leadership strategy is in controlling expenses.
✓ Differentiation strategy seeks to produce goods and services that are somehow superior
to the goods and services provided by competitors; their goal is to create unique value for
which customers are willing to pay a higher price. The key to the differentiation strategy
is to create value that is perceived as high enough to warrant a higher price.
✓ Combination strategy
➢ Organization can pursue both cost leadership and differentiation but can create cost
structure that does not allow them to produce goods and services at lowest cost.
➢ Most organizations must choose one or the other approach and make strategic
decisions accordingly.
° Primary cost leadership strategy should seek to differentiate only as long as doing
so does not harm its ability to be the lowest-cost producer.
° Primary differentiation strategy should seek to reduce costs wherever possible.
CONCEPT CHECK
1. What are the basic characteristics of the cost leadership strategy? Goal is to become highly
efficient, which will allow organization to create value by producing goods and services at
lower cost.
2. What are the main features of the differentiation strategy? Seek to produce goods and
services that are somehow superior to the goods and services provided by competitors; their
goal is to create unique value for which customers are willing to pay a higher price.
2.4 What Are Basic Approaches to HR Strategy? (pages 52-59)
• The continued success of organizations depends on their possessing capabilities that
competitors cannot easily copy.
✓ Effective HRM capabilities are difficult to copy because effectiveness comes not from a
single practice but from a number of related practices.
✓ Social relationships that arise from HR practices are also extremely difficult to copy.
✓ HR capabilities are sources of potentially sustainable competitive advantage.
• HR practices build capability by encouraging employees to fill certain roles.
✓ A role is a set of behaviors characteristic of a person in a particular setting.

✓ Employee roles are strongly influenced by the cues, or signals, that an organization
provides.
➢ Large pay differences are meant to cue competition and innovation among employees
whereas other organizations use group rewards to cue cooperative behavior.
➢ Roles become stronger as a variety of HR practices combine to consistently cue the
desired behaviors.
➢ The result is a complex process that is difficult for other organizations to duplicate.
• Research has identified consistent patterns of good HRM. Researchers have taken two basic
approaches in investigating HR patterns.
✓ The Universalistic Approach (pages 53-55)
➢ Seeks to identify methods of managing people that are effective for all organizations.
➢ HR practices are most effective when bundled together into internally consistent
clusters.
° Sets of HR practices that are internally consistent and that reinforce each other are
known as HR bundles.
° A single effective HR practice provides only limited benefits unless it is
combined with other effective practices.
 One bundle is based on control strategy: primary focus of HR practices is
standardization and efficiency.
 Second bundle is based on commitment strategy: primary focus of practices
is to empower workers and build strong sense of loyalty and commitment.
° Strong research conclusion from universalistic approach is that organizations
should adopt a commitment strategy.
° Commitment strategy is often summarized as HR bundle that encourages high
involvement.
✓ The Contingency Approach (pages 56-59)
➢ Seeks to align people management practices with competitive business strategies.
➢ Two key differences in organizations: cost leadership or a differentiation strategy and
whether they have an internal or an external labor orientation.
° Cost Leadership versus Differentiation
 Organizations with cost leadership strategy focus their efforts on increasing
efficiency and hire generalists who work in a variety of different positions.
➢ Cost leadership strategy with a focus on tightly controlled processes
makes sense when organization knows exactly what it wants people to do.
➢ Result is mass production of standardized goods or services at lowest cost.
 Organizations using differentiation strategy focus their HR efforts on
innovation and quality enhancement.
➢ Employees in these organizations are often specialists.
➢ Rather than seeking to control processes, organization concentrates on
outcomes.
➢ Works best when organizations produce customized goods or services.
° Internal Versus External Orientation
 Internal labor orientation seeks to make its own talent and keep employees
for a long time. The primary goal is to identify people who will have long
careers within the organization.
➢ Strengths

▪ Predict what skills and capabilities will be available to them in future.
▪ Employees build strong relationships with one another, so
coordination and cooperation are high.
▪ Save money by reducing expenses for recruiting, interviewing, and
hiring employees.
➢ Weaknesses
▪ Long-term commitments make it difficult to adapt.
▪ Changes in strategic direction are complicated because workers have
outdated skills and bureaucratic structures are inflexible.
 External labor orientation seeks to buy talent.
➢ Hire people who already have the needed skills and in many cases keep
them for only short period of time. The primary goal is to identify people
who are able to contribute without additional training.
➢ Strengths
▪ Flexibility (organization can respond quickly to changing conditions).
▪ Workers trained by universities or other employers can be quickly
added in areas that demand new skills.
▪ Labor costs are not fixed and total number of employees can easily be
increased or decreased.
➢ Weaknesses
▪ Lack of consistency.
▪ Employees are essentially shared with other organizations.
▪ Employees do not provide a unique competitive advantage.
CONCEPT CHECK
1. How does the contingency approach to HR management differ from the universalistic
approach? The Contingency Approach seeks to align people management practices with
competitive business strategies while the Universalistic Approach seeks to identify methods
of managing people that are effective for all organizations.
2. What HR practices are associated with cost reduction strategies? Differentiation strategies?
Organizations with a cost leadership strategy focus their efforts on increasing efficiency and
hire generalists who work in a variety of different positions. Other practices include control
work processes and carefully define employee tasks, specifically prescribe appropriate
behaviors, and mass production of standardized goods or services at the lowest possible
cost. Organizations using a differentiation strategy focus their human resource efforts on
innovation and quality enhancement. Employees in these organizations are often specialists.
They have more choice about how things should be done and are held accountable for the
goods and services they produce. Rather than seeking to control processes, the organization
concentrates on outcomes. Best process for completing work is often unknown, and employees
are expected to continually look for different ways of doing things. Unique customer
expectations require employees to change their actions to best serve each client.
3. What are the differences between an internal labor orientation and an external labor

orientation? See Table 2.3. Internal labor orientation seeks to make its own talent and to
keep employees for long periods of time while external labor orientation seeks to buy talent.
2.5 What Are Common HR Strategies? (pages 60-63)
• Internal/Cost HR Strategy: The Loyal Soldier (pages 60-61)
✓ Combining an internal orientation with a cost leadership strategy results in a Loyal
Soldier HR strategy (emphasis on long-term employees with a focus on reducing costs).
➢ Design work so that employees have broad roles and perform a variety of tasks.
° People are recruited and hired because they fit the organization culture and
because of their potential to become loyal employees.
° Efforts are made to satisfy the needs of employees and build a strong bond that
reduces the likelihood of employee turnover.
° Hire people early in their careers and provide them with extensive training in a
number of different skills.
➢ Careers often include a number of very different positions, with promotions often
made into positions that are not closely related to previous experiences.
➢ Performance appraisals are designed to facilitate cooperation rather than competition.
➢ Compensation includes long-term incentives and benefits and is often linked to the
overall performance of the organization.
✓ Unions are frequently observed in these organizations.
• External/Cost HR Strategy: The Bargain Laborer (page 61-62)
✓ Combining an external orientation with a cost leadership strategy results in a Bargain
Laborer HR strategy (emphasis on short-term employees with a focus on reducing costs).
➢ Emphasis is on obtaining employees who do not demand high wages.
➢ Design work so that managers can tightly control employee efforts.
➢ Each employee is given clearly defined tasks that can be learned easily.
➢ People are recruited and hired to perform simple tasks that do not require clearly
developed skills.
➢ Little attention is paid to meeting long-term needs of employees.
➢ Performance appraisal focuses on day-to-day feedback; rarely incorporates formal
measures.
➢ Training is mostly limited to on-the-job techniques that teach specific methods for
completing particular tasks.
➢ Compensation is frequently based on hours worked, and benefits and long-term
incentives are minimal.
✓ The lack of consistency among employees tends to make unions somewhat rare in
organizations that pursue cost efficiency through an external labor orientation.
• Internal/Differentiation HR Strategy: The Committed Expert (page 62)
✓ Combining internal orientation with differentiation strategy results in Committed Expert
HR strategy (emphasis on long-term employees with focus on producing unique goods
and services.)
➢ Hire and retain employees who specialize in performing certain tasks and are a
potential fit with the organizational culture.

➢ Design work so that employees have a great deal of freedom to innovate and to
improve methods of completing tasks.
➢ Performance appraisals designed to balance cooperation and competition among
employees.
➢ Careers generally include numerous promotions into similar jobs with increasing
responsibility.
➢ Employees receive long-term training that helps them develop strong expertise.
➢ Compensation is relatively high and usually includes a good benefits package that ties
employees to the organization.
• External/Differentiation HR Strategy: The Free Agent (page 62-63)
✓ Combining external orientation with differentiation strategy forms Free Agent HR
Strategy (combines emphasis on short-term employees with focus on producing unique
goods and services).
➢ Hiring people who have critical skills but who are not necessarily expected to remain
with the organization for a long period of time.
➢ Design work so that employees have extensive responsibility within specific areas
and substantial freedom to decide how to go about their work.
➢ Long-term commitments are avoided, and no efforts are made to encourage strong
attachments between employees and the organization.
➢ They are not led to expect long-term careers in the organization.
➢ Higher-level positions are frequently given to people from outside the organization.
➢ Performance appraisal focuses on outcomes and results.
➢ Training is rare.
➢ Short-term compensation is usually high, which is necessary if the organization is to
obtain people with top skills.
➢ Pay is linked specifically to individual performance results, and benefits and long-
term compensation packages are avoided.
✓ Rarely see unions in these organizations.
CONCEPT CHECK
1. What two HR strategies are associated with cost leadership strategy? How do these two HR
strategies differ? Combining internal orientation with cost leadership strategy results in
Loyal Soldier HR strategy (emphasis on long-term employees with a focus on reducing
costs.) Combining external orientation with cost leadership strategy results in Bargain
Laborer HR strategy (emphasis on short-term employees with a focus on reducing costs.)
2. What two HR strategies are associated with the differentiation strategy? How do these two
HR strategies differ? Combining internal orientation with differentiation strategy results in
Committed Expert HR strategy (emphasis on long-term employees with focus on producing
unique goods and services). Combining external orientation with differentiation strategy
forms Free Agent HR Strategy (combines emphasis on short-term employees with focus on
producing unique goods and services).

2.6 How Do HR Strategies Align with Competitive Business Strategies? (pages 63-66)
• Organizations with a cost leadership competitive strategy are expected to do best when
they have either a Bargain Laborer or Loyal Soldier strategy.
• Organizations with a competitive business strategy of differentiation are expected to do best
when they have either a Committed Expert or Free Agent HR strategy.
• Research supporting the contingency perspective (pages 64-65)
✓ Many organizations do have HR strategies that fit their competitive strategies.
✓ Organizations are more successful when they broadly adapt their HR practices to fit their
competitive strategies.
✓ Organizations with a cost leadership or differentiation strategy do perform better when
they have a matching human resource strategy.
• Putting it all together (pages 66)
✓ Although there are important exceptions, many organizations improve their long-term
success when they adopt an internal labor orientation.
➢ Organizations using internal orientation develop strong bonds with employees
➢ Research suggests that organizations with a cost leadership competitive strategy excel
when they follow a Loyal Soldier HR strategy.
➢ Similarly, organizations with a differentiation competitive strategy excel when they
use a Committed Expert strategy.
CONCEPT CHECK
1. In what ways does research support the contingency approach to HR management?
Although research related to this question does not always use the four human resource
strategies, the results are mostly supportive. Firms benefit from having human resource
practices that support their overall strategy. For instance, law firms with a competitive
strategy of expanding into new markets, which is consistent with a strategy of
differentiation, have been shown to perform better when they hire and retain highly
skilled lawyers. Call centers with a competitive strategy of customizing responses to
customers—also, consistent with differentiation—perform better when their human
resource practices ensure good training and high pay. Overall, this line of research
confirms that organizations perform better when they use human resource practices that
help them secure and motivate employees who have skills that match their approaches
for providing value to customers.
2. How does the commitment strategy fit with the contingency approach? The commitment
strategy is similar in many ways to the internal labor orientation of the contingency
approach.
Chapter 2 Teaching Notes
The following presents suggestions designed to help you utilize the special features and cases
found in Human Resource Management: Linking Strategy to Practice.

Summary: (pages 67-68)
Summaries of each of the five learning objectives are presented. It is recommended that students
review each objective and discuss in class or in teams as a means of gaining better understanding
and comprehension.
Learning Objectives:
The chapter contains five learning objectives. Each is presented at the beginning of the concept
being discussed and can be found on:
Learning objective 1- page 42
Concept Checks
The chapter contains five concept checks. Each is presented at appropriate points in the learning
objective being discussed and can be found on:
Concept 1- page 48
Concept 2- page 52
Concept 3- page 59
Concept 4- page 63
Concept 5- page 66
Tables and Figures
The tables and figures presented in the chapter help illustrate the concepts of the chapter. They
should be brought to the attention of the students and, perhaps, included in the exams where
appropriate.
Table 2.1- page 54 Examples of Commitment Strategy Practices
Table 2.2- page 56 Strategic Human Resource Differences
Table 2.3- page 57 Differences in Labor Orientation
Figure 2.1- page 43 Strategy Formulation Process
Figure 2.2- page 47 Effective Decision Making
Figure 2.3- page 61 Strategic Framework for Human Resources

A Man ager ’s Pe rsp ecti ve ( pages 38-39), What do you think? (page 39), an d A
Man age r’s
Perspective Revisited (page 66)
The chapter beings with Elizabeth, an owner of a small chain of convenicence stores, thinking
about effective HR management and how it will be an important asset to her strategic plan if she
wants to be able to compete with larger national chain stores.
Discussion of the chapter could start by posing these questions and asking for the class to vote on
which statements are true through a show of hands, thumbs-up/thumbs-down, clickers, or paper
copies of the questions. To keep student interest, the methods for identifying true answers
should be varied.
The activity could be repeated near the end of the chapter discussion. At that time, students
could be asked if they agree with the answers. The students also could be asked to identify how
Tara should respond to the statements and if she should respond during this first meeting with the
new President.
During the discussion of the chapter material, you could refer to these questions at appropriate
points. This will add both variety in the instructor’s presentation and more realistic application
of the chapter concepts
For some chapters, you may wish to address the questions at the end of discussing the chapter.
In this case, you may want to bring the students’ attention to these questions informing the
students that they will be asked to answer the questions near the end of the chapter discussion.
At that time, students (individually or in groups) could be asked to explain why the answers are
true or false. Students also could add questions to the list and briefly explain why they think a
new question should be asked. This could be done as a class or in smaller groups. If done in
smaller groups, each group could be asked to briefly report on an aspect of their discussion.
Of course, one or more of the questions or more detailed versions of the questions could be included
in an exam. If included in an exam, students should be warned that these questions might be
part of the exam. The questions could be presented as true/false or as statements to which each
student should briefly respond to in an essay answer.
Building Strength Through HR: Southwest Airlines (page 42)
This special feature highlights several issues noted in this opening case regarding Southwest
Airlines (refer to pages 40-42). This case illustrates how human resource management can help
build an organization’s competitive strength.
The inset box (refer to page 42) presents most of the HR practices mentioned in the case but not
all. Other HR issues noted in the case include developing a culture of fun, hiring people who have
the right attitude and who are willing to work hard, having employees pitch in where needed,
and focusing on keeping costs low. It also notes recent management-employee conflict over
demands for higher wages.

Most students know of Southwest Airlines and many may have flown with the airline.
Therefore, you could ask the students what other HR practices may help Southwest be a low cost
leader with loyal employees and customers. This discussion could be supplemented with
information found on Southwest’s webpage: http://www.southwest.com/. Southwest’s website
is informative but it takes several clicks to get to details. It is presented mostly in black print on
white background so it is not visually stimulating.
Supplemental information also could be provided by a student responsible for updating the case
and finding relevant information from the organization’s website or other sources. If you elect to
have the students provide information, you should inform the students of any school policies that
address contacting organizations.
At this point in the semester, guided class, group discussion, or briefly mentioning the case in a
mini-lecture should adequately introduce the chapter topics and establish relevance. Additional
ways to address the opening cases could include individual students or teams of students presenting
the main points and how the case answers the opening question of that section. These opening
cases also could be used as starting points for a more comprehensive assignment due later in
the term or semester.
Technology in HR: Twitter as an Opportunity for Business (page 45)
This inset box (refer to page 45) briefly addresses some of the opportunities and threats a company
can face by using the micro-blogging service Twitter. The last paragraph addresses a few issues
related to social networking using a medium like Twitter.
During a mini-lecture, you may want to refer to the information in this box as illustrating some
strategic issues related to using Twitter. If a more general discussion is desired, students could
be asked in what ways Twitter presents opportunities and threats for a company. Students could
be asked how employees and HRM practices could help Twitter be more of an opportunity for
their organization than a threat. For example, employees are part of the delivery system noted in
the inset box. Students could discuss their experiences with using Twitter and how “tweets” are
used as part of a company’s training regime.
The last paragraph of this box discusses specific mistakes companies can make as they get involved
in social networking as well as three steps to take to avoid some common pitfalls. Students could
debate each of these mistakes as well as the suggested tips.
How Do We Know? What Differentiates Fast-Food Restaurants? (page 51)
This inset box (on page 51) is briefly mentioned above the box. This provides a natural
transition to the information presented in the box. The results of the study summarized in this
box illustrate how various fast food restaurants have communicated their cost leader or
differentiator strategies.

During the lecture or class discussion of the chapter, the study, conclusions, and
recommendations could be summarized. This could be accomplished through your lecture
(asking for student input) or by assigning the box to an individual student.
Most students will be familiar with most or all of these fast food outlets. Potential questions
include: Do they agree with the strategies that the students in the study associated with each
restaurant and on what information are they basing their opinions (e.g., advertisements, personal
comparisons)? Have they seen fast food employees supporting or demonstrating knowledge of
their organization’s strategies? (You may need to specifically address several of the strategies.
For example, you could ask how employees support Subway’s differentiating on the basis of
good nutrition.)
Students then could be asked if it is important for the employees to communicate the strategy to
customers. A follow-up question could be for them to consider the impact of employees engaging
in behaviors that contradict the organization’s strategy. When the students generally agree that
employees have some impact on customer perceptions, students could discuss how employees
might be prepared and encouraged to do so.
You could summarize the discussion by mentioning that most (if not all) of what they have
suggested are HR practices.
How Do We Know? Do Good Human Resource Practices Improve Performance (page
55)?
This inset box (found on page 55) is mentioned in the accompanying text.. The study described
in the box notes the benefits of HR practices associated with the commitment strategy. The
researcher concludes that the human resource practices of high-involvement organizations should
emphasize doing things to keep valuable employees.
The information reported in the inset box could be part of a lecture or class discussion through
which a commitment strategy could be defined. Students could be asked to speculate why the
specific high-involvement HR practices (e.g., internal promotions, group-based pay, employee
stock ownership, training, etc.) might result in high productivity. You may want to ask them to
address each practice noted in the box separately.
Students could be asked to discuss the findings related to turnover rates and productivity.
Potential questions include: Are high-involvement work practices the best way for all
organizations in various industries? Why might high rates of quitting reduce productivity in
organizations with high-involvement work practices yet increase productivity in other
organizations? (Note: training and development is given as a reason in the box. You may want
to press for other reasons such as more selective recruiting and self-selection). Since high-
involvement work practices tend to be costly and involve more of management’s time, how can
an organization justify these costs when employees quitting will multiply those costs (and there
is no guarantee that people will remain with the organization)? How might organizations (with
high involvement work practices) encourage excellent employees to stay? Do the students think

that many who quit organizations without high-involvement practices had lower productivity (than
those who did not quit) because they were frustrated by the lack of high-involvement practices?
(Note: this could lead to a discussion of whether all employees prefer high- involvement work
practices. Those employees with low growth needs or more of a Theory X orientation would not.)
Finally, you may want to ask the students if a study of 190 New Zealand organizations
generalizes to U.S. employees or employees in other countries. You also could address whether
the sample size is adequate and if their answers would depend on the types and sizes of
organizations included in the study.
Building Strength Through HR: Fenmarc Produce Ltd (page 58)
As noted on page 58 of this chapter, this inset box (refer to page 58) illustrates how Fenmarc
Produce has benefited from emphasizing an internal labor orientation. Their website
(http://www.fenmarc.com/) is very colorful and illustrates the concepts noted in the box. The
“Fenmarc Culture” link lists the six key principles noted in the box. Their website also includes
a video, their history and awards, community involvement, map, and pictures of employees.
Their philosophy is found on most pages.
You could show the video (if internet is available in classroom), ask students what appears to be
Fenmarc’s strategy (Cost Leadership), how each of the six key principles might help Fenmarc
keep costs low and profits high, and which HR strategy appears to be consistent with their six
key principles and cost leadership (Loyal Soldier) and why. You could finish by asking the
students if these key principles could work in organizations (and for all types of people) in the
U.S. and other countries or if they are specific to the United Kingdom. You also could ask if
they’d like to work for a company like Fenmarc.
A web-based assignment is described at the end of this chapter found in the Instructors’ Manual.
How Do We Know? Do Human Resource Practices Influence Customer Service? (page 65)
This inset box asks the questions: Why is the customer service at some banks better than others?
Is it by chance, or do successful banks encourage specific actions to assure that employees meet
the needs of customers?
Samuel Aryee, Fred Walumbwa, Emmanuel Seidu, and Lilian Otaye sought answers to this
question by obtaining data from 37 branches of 2 different banks located in Ghana.
Human resource practices that emphasize decentralized decision making, service quality–focused
feedback, extensive service training, and performance contingent compensation increase feelings
of empowerment. Empowerment results in increased customer service performance for both
individuals and bank branches.

The authors concluded that effective human resource practices do indeed represent an
effective method for pursuing a strategy of providing excellent service.
SUMMARY (pages 67-68)
A short summary of each of the chapter’s five learning objectives is presented on pages 67 – 68.
Each learning objective question emphasizes the key points needed to understand each question
and concept involved.
KEY TERMS (page 69)
Bargain Laborer HR strategy 61
Business-level strategy 48
Committed Expert HR strategy 53
Commitment strategy 62
Competitive business strategy 42
Contingency approach 53
Control strategy 53
Corporate-level strategy 48
Cost leadership strategy 48
Differentiation strategy 48
External environment 43
External labor orientation 57
Free Agent HR strategy 62
Human resource bundles 53
Human resource strategy 42
Internal labor orientation 57
Loyal Soldier HR strategy 60
Opportunities 43
Strategy 42
Strengths 44
Threats 43
Universalistic approach 53
Weaknesses 44
DISCUSSION QUESTIONS (page 69)
1. Why are effective human resource practices often a better competitive resource than
equipment and buildings? Answer: HR practices involve acquiring and motivating
employees. A strategy is only effective if an organization has the talent needed to carry it
out. Since our focus is on human resource management, we will concentrate on this part of
the value chain. Effective management of people can be a source of internal strength.

Exploring the Variety of Random
Documents with Different Content

ESCADRE EN RADE DE SUEZ
Tous les navires qui ont pris part à l’inauguration pénètrent successivement dans la mer Rouge en
longeant le quai pavoisé, à la pointe duquel la Compagnie a fait élever le buste de Waghorn, ce
lieutenant anglais qui, le premier, a ouvert la route de terre à travers l’Égypte, pour établir la
communication postale entre l’Occident et l’Orient.
La liste de ces navires est un document historique que nous voulons enregistrer ici.
NOM DES
NAVIRES:
NATIONALITÉ: NOM DES
CAPITAINES:
Aigle, Yacht français. Surville.
Greif, Yacht autrichien. Paouer.
Elisabeth, Vapeur autrichien. Kern.
Gargano, Vapeur autrichien. Nochino.

Grille, Yacht de la Confédération
de l’Allemagne du Nord.
Natzeburg.
Delphin, Canonnière de la
Confédération de
l’Allemagne du Nord.
Rivald.
Walk, Yacht hollandais. Kroff.
Yacrut, Corvette russe. Lutte.
Psyché, Yacht anglais. Potel.
Vulcano, Vapeur autrichien. Giurovich.
Péluse, Vapeur français. Brunet.
Latif, Corvette égyptienne. Djemeli-Bey.
Salamandre, Aviso français. Blanc.
Verké, Yacht à vapeur russe. Alleen.
Forbin, Corvette française. Meyer.
Actif, Aviso français. Escudie.
Bruat, Corvette française. Alquier.
Fauvette, Yacht à vapeur français. Topsen.
Cambria, Yacht anglais. Spencer.
Dido, Vapeur anglais. Simpson.
Deer Hund, Vapeur anglais. Mitchel.
Touareg, Vapeur français. Mourachon.
Thabor, Vapeur français. Rival.
Europe, Vapeur français. Martino.
Newport, Corvette anglaise. Nairns.
Lynx, Vapeur anglais. Pearse.
Gén.
Hotzebue,
Vapeur russe. Rolchaloki.
Hawk, Vapeur anglais. Briscol.
Principe
Thomaso,
Vapeur italien. Vicalini.
Principe
Oddone,
Vapeur italien. Ogno.
Scilla, Vapeur italien. Caffico.
Pluto, Vapeur autrichien. Florio.
Principe
Amedeo,
Vapeur italien. Danduros.
Rapid, Corvette anglaise. Wood.
Hum, Corvette autrichienne. Baron
Spaim.
Chibin, Vapeur égyptien. Bahme.
America, Vapeur autrichien. Constantino.
Assiout, Aviso égyptien. Mustapha.
Behera, Vapeur égyptien. Rachid.
Vladimir, Vapeur russe. Restizenko.
Garbieh, Corvette égyptienne. Voisin-Bey.
Fayoum, Vapeur égyptien. Soliman.
Italia, Vapeur italien. Bussalini.

Sicilia, Vapeur italien. Morello.
Nordsijernem, Frégate norwégienne. Russ.
Pelaio, Vapeur espagnol. Amatella.
Pseswape, Yacht russe. Timériaccif.
Delta, Vapeur anglais.
Anglia, Vapeur anglais. Curling.
Curaçao, Corvette hollandaise. Bowier.
Narenta, Corvette autrichienne.
Noel, Trois-mâts français. Burgalat.
Diamant, Corvette française. Pallude de
la Barrière.
Deer Herend, Yacht anglais. Mitchell.
Godavery, Vapeur français. de Girard.
Asie, Vapeur français. Lapierre.
Ville-
d’Aigues-
Mortes,
Trois-mâts français. Guiraud.
Marinus, Trois-mâts anglais. Angelini.
Viajante, Trois-mâts portugais. Sabino
Concalès.
Sin Nanzing, Vapeur anglais. L. B.
Dredge.
Queen of
South,
Vapeur anglais. Heather.
Prompt, Vapeur anglais de la
Compagnie péninsulaire et
orientale.
Taiti, Vapeur anglais.
Louise-et-
Marie,
Vapeur français.
Doumella, Vapeur égyptien.
Fathoum, Vapeur égyptien.
Jounah, Vapeur égyptien.
Erymanthe, Vapeur français des
Messageries impériales.
Alphée, Vapeur français des
Messageries impériales.

Au lecteur
Cette version numérisée reproduit dans son intégralité la
version originale.
La ponctuation n’a pas été modifiée hormis quelques
corrections mineures.

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