Upload
dick-youp
View
232
Download
5
Embed Size (px)
Citation preview
8/3/2019 Chap01 Personnel Management
1/35
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
Managing Human ResourcesManaging Human ResourcesBohlanderBohlander SnellSnell 1414thth editionedition
Copyright 2007 Thomson/SouthCopyright 2007 Thomson/South--Western.Western.All rights reserved.All rights reserved.
The Challenge ofThe Challenge of
Human ResourcesHuman ResourcesManagementManagement
8/3/2019 Chap01 Personnel Management
2/35
Copyright 2007 Thomson South-Western. All rights reserved. 12
ObjectivesAfter studying this chapter, you should be able to:
1. Identify how firms gain sustainable competitiveadvantage through people.
2. Explain how globalization is influencing human
resources management.
3. Describe the impact of information technology onmanaging people.
4. Identify the importance of change management.
5. State HRs role in developing intellectual capital.
6. Differentiate how TQM and reengineering influenceHR systems.
8/3/2019 Chap01 Personnel Management
3/35
Copyright 2007 Thomson South-Western. All rights reserved. 13
Objectives (contd)After studying this chapter, you should be able to:
7. Discuss the impact of cost pressures on HRpolicies.
8. Discuss the primary demographic and employee
concerns pertaining to HRM.
9. Provide examples of the roles and competencies oftodays HR managers.
8/3/2019 Chap01 Personnel Management
4/35
Copyright 2007 Thomson South-Western. All rights reserved. 14
Why Study Human Resources Management
Human Resources Management (HRM)The process of managing human resources (human
capital and intellectual assets) to achieve an
organizations objectives.
Why Study HRM?Staffing the organization, designing jobs and teams,
developing skillful employees, identifying approaches
for improving their performance, and rewarding
employee successesall typically labeled HRMissuesare as relevant to line managers as they are
to managers in the HR department.
8/3/2019 Chap01 Personnel Management
5/35
Copyright 2007 Thomson South-Western. All rights reserved. 15
Competitive Advantage through People
Core CompetenciesIntegrated knowledge sets within an organization that
distinguish it from its competitors and deliver value to
customers.
Sustained competitive advantage throughpeople is achieved if these human resources:
Have value.
Are rare and unavailable to competitors.
Are difficult to imitate.
Are organized for synergy.
8/3/2019 Chap01 Personnel Management
6/35
Copyright 2007 Thomson South-Western. All rights reserved. 16
Figure 1Figure 111 Overall Framework for Human Resource ManagementOverall Framework for Human Resource Management
8/3/2019 Chap01 Personnel Management
7/35
Copyright 2007 Thomson South-Western. All rights reserved. 17
Competitive Challenges and Human
Resources Management The most pressing competitive issues facing
firms:
1. Going global
2. Embracing new technology
3. Managing change
4. Managing talent, or human capital
5. Responding to the market
6. Containing costs
8/3/2019 Chap01 Personnel Management
8/35
Copyright 2007 Thomson South-Western. All rights reserved. 18
Challenge 1: Going Global
GlobalizationThe trend toward opening up foreign markets to
international trade and investment
Impact of globalization
Anything, anywhere, anytime markets
Partnerships with foreign firms
Lower trade and tariff barriers
NAFTA, EU, APEC trade agreements
WTO and GATT
8/3/2019 Chap01 Personnel Management
9/35
Copyright 2007 Thomson South-Western. All rights reserved. 19
Challenge 1: Going Global (contd)
Corporate Social ResponsibilityThe responsibility of the firm to act in the best
interests of the people and communities affected by
its activities
Impact on HRMDifferent 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
8/3/2019 Chap01 Personnel Management
10/35
Copyright 2007 Thomson South-Western. All rights reserved. 110
Challenge 2: Embracing New Technology
Knowledge WorkersWorkers 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
8/3/2019 Chap01 Personnel Management
11/35
Copyright 2007 Thomson South-Western. All rights reserved. 111
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: 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, increased productivity and
response times.
8/3/2019 Chap01 Personnel Management
12/35
Copyright 2007 Thomson South-Western. All rights reserved. 112
Highlights in HRM 2
Source: How HR Managers Use Technology Applications to Control HR Department
Costs, Human Resource Department Management Report, no. 45 (May 2004).
Most Common HR Information Systems Applications
Payroll 76.7%
Benefits administration 57.1
Benefits enrollment 41.4
Recruitingapplicant tracking 39.1
Personnel administration 39.1
Training and development 31.6
Employee self-service 24.8
Manager self-service 18.0Other 3.8
8/3/2019 Chap01 Personnel Management
13/35
Copyright 2007 Thomson South-Western. All rights reserved. 113
HRM IT Investment Factors
Fit of the application tothe firms employee base.
Ability to upgrade
Increased efficiency and
time savings Compatibility with current
systems
Availability of technical
support
Time required toimplement and train staff
members to use HRIS
Initial and annual
maintenance costs Training time required for
HR and payroll
8/3/2019 Chap01 Personnel Management
14/35
Copyright 2007 Thomson South-Western. All rights reserved. 114
Challenge 3: Managing Change
Types of ChangeReactive 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 keepemployees focused on the success of the business.
8/3/2019 Chap01 Personnel Management
15/35
Copyright 2007 Thomson South-Western. All rights reserved. 115
Challenge 3: Managing Change (contd)
Why Change Efforts Fail:
1. Not establishing a sense of urgency.
2. Not creating a powerful coalition to guide the effort.
3. Lacking leaders who have a vision.
4. Lacking leaders who communicate the vision.
5. Not removing obstacles to the new vision.
6. Not systematically planning for and creating short-
term wins.
7. Declaring victory too soon.
8. Not anchoring changes in the corporate culture.
8/3/2019 Chap01 Personnel Management
16/35
Copyright 2007 Thomson South-Western. All rights reserved. 116
Challenge 4: Managing Talent, or HumanCapital
Human Capital
The knowledge, skills, and capabilities of individuals
that have economic value to an organization.
Valuable because capital:
is based on company-specific skills.
is gained through long-term experience.
can be expanded through development.
8/3/2019 Chap01 Personnel Management
17/35
Copyright 2007 Thomson South-Western. All rights reserved. 117
Challenge 5: Responding to the Market
Total Quality Management (TQM)A set of principles and practices whose core ideas
include understanding customer needs, doing things
right the first time, and striving for continuous
improvement. Six Sigma
A process used to translate customer needs into a set
of optimal tasks that are performed in concert with
one another.
8/3/2019 Chap01 Personnel Management
18/35
Copyright 2007 Thomson South-Western. All rights reserved. 118
Challenge 5: Responding to the Market
(contd) 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.
8/3/2019 Chap01 Personnel Management
19/35
Copyright 2007 Thomson South-Western. All rights reserved. 119
Challenge 6: Containing Costs
DownsizingThe planned elimination of jobs (head count).
Layoffs
Outsourcing
Contracting outside the organization to have work
done that formerly was done by internal employees.
Offshoring
The business practice of sending jobs to othercountries.
8/3/2019 Chap01 Personnel Management
20/35
Copyright 2007 Thomson South-Western. All rights reserved. 120
Figure 1Figure 122 Estimated Number and Types of U.S. Jobs Moving Offshore by 2015Estimated Number and Types of U.S. Jobs Moving Offshore by 2015
Source: Near-Term Growth of Offshoring Accelerating, Forester Research, Inc., May 2004.
8/3/2019 Chap01 Personnel Management
21/35
Copyright 2007 Thomson South-Western. All rights reserved. 121
Challenge 6: Containing Costs (contd)
Employee LeasingThe 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.
8/3/2019 Chap01 Personnel Management
22/35
Copyright 2007 Thomson South-Western. All rights reserved. 122
Challenge 6: Containing Costs (contd)
Hidden Costs of Layoff
Severance and rehiring costs
Accrued vacation and sick day payouts
Pension and benefit payoffsPotential 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
8/3/2019 Chap01 Personnel Management
23/35
Copyright 2007 Thomson South-Western. All rights reserved. 123
Challenge 6: Containing Costs (contd)
Benefits of a No-Layoff PolicyA fiercely loyal,more productive workforce
Higher customer satisfaction
Readiness to snap back with the economy
A recruiting edge
Workers who arent afraid to innovate, knowing their
jobs are safe.
8/3/2019 Chap01 Personnel Management
24/35
Copyright 2007 Thomson South-Western. All rights reserved. 124
Figure 1Figure 133 U.S. Productivity/Output per WorkerU.S. Productivity/Output per Worker
Source: Derived from U.S. Department of Commerce data
8/3/2019 Chap01 Personnel Management
25/35
Copyright 2007 Thomson South-Western. All rights reserved. 125
Figure 1Figure 144 Productivity EnhancementsProductivity Enhancements
8/3/2019 Chap01 Personnel Management
26/35
Copyright 2007 Thomson South-Western. All rights reserved. 126
Highlights in HRM 4
8/3/2019 Chap01 Personnel Management
27/35
Copyright 2007 Thomson South-Western. All rights reserved. 127
Figure 1Figure 155 Growth of the U.S. Minority PopulationGrowth of the U.S. Minority Population
Source: U.S. Census Bureau
8/3/2019 Chap01 Personnel Management
28/35
Copyright 2007 Thomson South-Western. All rights reserved. 128
Figure 1Figure 166 Labor Force and Gender DistributionsLabor Force and Gender Distributions
LABOR FORCE PARTICIPATION
RATE BY SEX, PROJECTED19502012
Continuing a historical trend, the
labor force participation rate for
men will decline as the rate for
women increases.
LABOR FORCE GROWTH BY
SEX, PROJECTED 20022012
The number of women in the
labor force is expected to grow at
a higher rate than that for men.
Source: U.S. Department of Labor
8/3/2019 Chap01 Personnel Management
29/35
Copyright 2007 Thomson South-Western. All rights reserved. 129
Figure 1Figure 177 Education PaysEducation Pays
Source: U.S. Department of Labor
8/3/2019 Chap01 Personnel Management
30/35
Copyright 2007 Thomson South-Western. All rights reserved. 130
Figure 1Figure 188 Model of Diversity Management StrategyModel of Diversity Management Strategy
Source: Reprinted by permission of Elsevier from Managing for Effective Workforce Diversity by Kathleen
Iverson from The Cornell Hotel and Restaurant Administration Quarterly41, no. 2 (April 2000): 3138.
8/3/2019 Chap01 Personnel Management
31/35
Copyright 2007 Thomson South-Western. All rights reserved. 131
Highlights in HRM 5
Source: Survey data from Gail Robinson and Kathleen Dechant, Building a Business Case for Diversity, Academy of
Management Executive 11, no. 3 (August 1997): 2131; permission conveyed through the Copyright Clearance Center, Inc.
8/3/2019 Chap01 Personnel Management
32/35
Copyright 2007 Thomson South-Western. All rights reserved. 132
Cultural Changes
CulturalCultural
ChangesChanges
EmployeeEmployee
RightsRights
Concern forConcern for
PrivacyPrivacy
AttitudesAttitudes
towards Worktowards Work
Balancing WorkBalancing Work
and Familyand Family
8/3/2019 Chap01 Personnel Management
33/35
Copyright 2007 Thomson South-Western. All rights reserved. 133
Qualities of Human Resources Managers
Responsibilities1. Advice and counsel
2. Service
3. Policy formulation andimplementation
4. Employee advocacy
Competencies1. Business mastery
2. HR mastery
3. Change mastery4. Personal credibility
8/3/2019 Chap01 Personnel Management
34/35
Copyright 2007 Thomson South-Western. All rights reserved. 134
Figure 1Figure 199 Human Resource Competency ModelHuman Resource Competency Model
Source: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, Lower Cost, Higher Value: Human Resource Function in Transformation. Reprinted
with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society, 317 Madison
Avenue, Suite 1509, New York, NY 10017, Phone: (212) 490-6387,F
ax: (212) 682-6851.
8/3/2019 Chap01 Personnel Management
35/35
Copyright 2007 Thomson South-Western. All rights reserved. 135
Key Terms
corporate socialresponsibility
downsizing
employee leasing
globalization
human capital
human resources
information system
(HRIS)
human resources
management (HRM)
knowledge workers
managing diversity
offshoring
outsourcing
proactive change
reactive change
reengineering
Six Sigma
total quality management
(TQM)