Great Depression Emergence of Macroeconomics.pdf

1. THE
COMPETETIVE
CHALLENGES OF HRM
WEEK - 3
26 Sep 2023
1–1

2. QUIZ 1
26 Sep 2023
1–2
Question 1: W h a t a r e h u m a n r e s o u r c e
specialties?
Question 2: What all activities are performed as part
of Management process by HR managers to achieve
organizational goals?
Note: Time – 20 Mins
Write Down your Name and Roll no on the paper

3. © 2005 by Nelson, a division of Thomson Canada Limited. 1–3
Competitive Challenges and Human
Resources Management
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The most pressing competitive issues facing
firms:
Going global
Embracing technology
Managing change
Developing human capital
Responding to the market
Containing costs

4. 1–4
Going Global
•
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•
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Globalization
The trend toward opening up foreign markets to
international trade and investment.
Impact of Globalization
Partnerships with foreign firms
“Anything, anywhere, anytime” markets
Lower trade and tariff barriers
NAFTA, EU, APEC trade agreements
WTO and GATT

5. 1–5
Going Global (cont’d)
•
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Impact on HRM
Different geographies, cultures, laws, and
business practices
Issues:
Identifying capable expatriate managers.
Developing foreign culture and work practice
training programs.
Adjusting compensation plans for overseas
work.

6. 1–6
Embracing New Technology
•
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Knowledge Workers
Workers whose
responsibilities extend
beyond the physical
execution of work to
include planning, decision
making, and problem
solving.

7. 1–7
Influence of Technology in HRM
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Human Resources Information System (HRIS)
Computerized system that provides current and
accurate data for purposes of control and decision
making.
Benefits:
Store and retrieve of large quantities of data.
Combine and reconfigure data to create new
information.
Institutionalization of organizational knowledge.
Easier communications.
Lower administrative costs, increase productivity, and
response times.

8. 1–8
Major Uses For
HR Information
Systems
Source: HR and Technology Survey,
Deloitte Touche and Lawson
Software, 1998.
HRM 1

9. 1–9
Impact of IT on HRM
Transformational
Impact
Operational
Impact
Relational
Impact
HRM

10. 1–10
HRM IT Investment Factors
•
•
•
•
Initial costs and annual
maintenance costs
Fit of software packages
to the employee base
Ability to upgrade,
increased efficiency and
time savings
Compatibility with current
systems
•
•
•
•
•
User-friendliness
Availability of technical
support
Needs for customizing
Time required to
implement
Training time required for
HR and payroll

11. 1–11
Managing Change
•
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•
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
Formal change management programs help to
keep employees focused on the success of the
business.

12. 1–12
Managing Change through HR
•
1.
2.
3.
4.
5.
6.
7.
8.
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.

13. 1–13
Developing Human Capital
•
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Human Capital
The knowledge, skills, and capabilities of individuals
that have economic value to an organization.

14. 1–14
Human Capital and HRM
•
•
•
Creation of knowledge
Utilization of knowledge
Application of
knowledge

15. 1–15
Responding to the Market
•
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Reengineering
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.

16. 1–16
Containing Costs
•
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Downsizing
The planned elimination
of jobs (“head count”).

17. 1–17
Containing Costs (cont’d)
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Hidden Costs of 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

18. © 2005 by Nelson, a division of Thomson Canada Limited. 1–18
Containing Costs (cont’d)
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Benefits of a No-Layoff Policy
A fiercely loyal,more productive workforce
Higher customer satisfaction
A recruiting edge
Workers who aren’t afraid to innovate, knowing their
jobs are safe.

19. 1–19
Containing Costs
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•
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Outsourcing
Contracting outside the organization to have work
done that formerly was done by internal employees.
Employee Leasing
The process of dismissing employees who are then
hired by a leasing company (which handles all HR-
related activities) and contracting with that company
to lease back the employees.

20. 1–20
Productivity Enhancements
Figure 1.3
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•
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MOTIVATION
Job enrichment
Promotions
Coaching
Feedback
Rewards
•
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ENVIRONMENT
Empowerment
Teams
Leader support
Culture
•
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•
ABILITY
Recruitment
Selection
Training
Development

21. •
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Traditional HR Function
Reactive
Collecting HR data
Responding to goals and
objectives set by executives
Complying with laws, policies,
and procedures
Administering employees
benefits programs
Designing training programs
Staffing
Applying compensation plans
•
•
•
•
•
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•
•
Emerging HR practice
Proactive
Measuring HR with metrics
Setting strategic HR goals
and objectives
Developing and revising
policies and procedures
Evaluating benefits
strategically
Identifying training needs
HR planning and linking with
external staffing needs
Developing compensation
plans
HRM shifts from operational to strategic

22. 1–22
Demographic and Employee Concerns
• The Diversity Challenge
HRM 4

23. 1–23
Age Distribution

24. 1–24
Gender Distribution

25. 1–25
Rising levels of education

26. 1–26
Cultural Changes
• Employee Rights

27. 1–27
Cultural Changes
•
•
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Concern for Privacy
Changing Attitudes Towards Work
Balancing Work and Family

28. THANKS
1–28