Chapter 01 SHRM

8/19/2019 Chapter 01 SHRM

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CHAPTER 1:

AN INVESTMENT

PERSPECTIVE OF

HUMAN

RESOURCE

MANAGEMENT

Copyright © 2005 South-Western. All rights reserved.


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Copyright © 2005 South- 1–2

The Strategic View of Human The Strategic View of Human

ResourcesResources

The Strategic View of Human The Strategic View of Human

ResourcesResources

• Employees reEmployees re human assetshuman assets

– Increase in value to organization and marketplace whenIncrease in value to organization and marketplace when

investments of appropriate policies & programs are appliedinvestments of appropriate policies & programs are applied

• E!!e"tive orgni#tions re"ogni#e tht employeesE!!e"tive orgni#tions re"ogni#e tht employeeshve vluehve vlue

– Much as organization’s physical & capital assets have valueMuch as organization’s physical & capital assets have value

• Employees re vlu$le sour"e o!Employees re vlu$le sour"e o! sustainable sustainable

competitive advantagecompetitive advantage

• Employees reEmployees re human assetshuman assets

– Increase in value to organization and marketplace whenIncrease in value to organization and marketplace when

investments of appropriate policies & programs are appliedinvestments of appropriate policies & programs are applied

• E!!e"tive orgni#tions re"ogni#e tht employeesE!!e"tive orgni#tions re"ogni#e tht employeeshve vluehve vlue

– Much as organization’s physical & capital assets have valueMuch as organization’s physical & capital assets have value

• Employees re vlu$le sour"e o!Employees re vlu$le sour"e o! sustainable sustainable

competitive advantagecompetitive advantage


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Copyright © 2005 South- 1–%

Exhibit 1-1Exhibit 1-1

Sources of Employee ValueSources of Employee Value

Exhibit 1-1Exhibit 1-1



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Copyright © 2005 South- 1–&



• 'e"hni"l (no)ledge'e"hni"l (no)ledge

– Markets, processes, customers, environmentMarkets, processes, customers, environment

• A$ility to *ern nd +ro)A$ility to *ern nd +ro)

– Openness to new ideasOpenness to new ideas– Acuisition of knowledge & skillsAcuisition of knowledge & skills

• ,e"ision ing Cp$ilities,e"ision ing Cp$ilities

• otivtionotivtion• CommitmentCommitment

• 'em)or 'em)or

– Interpersonal skills, leadership a!ilityInterpersonal skills, leadership a!ility

• 'e"hni"l (no)ledge'e"hni"l (no)ledge

– Markets, processes, customers, environmentMarkets, processes, customers, environment

• A$ility to *ern nd +ro)A$ility to *ern nd +ro)

– Openness to new ideasOpenness to new ideas– Acuisition of knowledge & skillsAcuisition of knowledge & skills

• ,e"ision ing Cp$ilities,e"ision ing Cp$ilities

• otivtionotivtion

• CommitmentCommitment

• 'em)or 'em)or

– Interpersonal skills, leadership a!ilityInterpersonal skills, leadership a!ility


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Adopting an n!estment "erspecti!eAdopting an n!estment "erspecti!e

Adopting an n!estment "erspecti!eAdopting an n!estment "erspecti!e

• ,etermines ho) to $est invest in people,etermines ho) to $est invest in people

• CostsCosts

– Out"of"pocketOut"of"pocket

– OpportunityOpportunity

• /umn ssets $e"ome "ompetitive dvntge/umn ssets $e"ome "ompetitive dvntge

• euired sills $e"ome less mnul moreeuired sills $e"ome less mnul more

no)ledge-$sedno)ledge-$sed• Approprite integrted strtegy-"onsistentApproprite integrted strtegy-"onsistent

ppro"h is neededppro"h is needed

• ,etermines ho) to $est invest in people,etermines ho) to $est invest in people

• CostsCosts

– Out"of"pocketOut"of"pocket

– OpportunityOpportunity

• /umn ssets $e"ome "ompetitive dvntge/umn ssets $e"ome "ompetitive dvntge

• euired sills $e"ome less mnul moreeuired sills $e"ome less mnul more

no)ledge-$sedno)ledge-$sed• Approprite integrted strtegy-"onsistentApproprite integrted strtegy-"onsistent

ppro"h is neededppro"h is needed


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A #ilemmaA #ilemma

A #ilemmaA #ilemma

• 4ilure to invest in employees "uses4ilure to invest in employees "uses

– InefficiencyInefficiency

– #eakening of organization’s competitive#eakening of organization’s competitivepositionposition

• /umn ssets re risy investment/umn ssets re risy investment

• euire etr e!!ort to ensure tht theyeuire etr e!!ort to ensure tht theyre not lostre not lost

• 4ilure to invest in employees "uses4ilure to invest in employees "uses

– InefficiencyInefficiency

–#eakening of organization’s competitive#eakening of organization’s competitivepositionposition

• /umn ssets re risy investment/umn ssets re risy investment

• euire etr e!!ort to ensure tht theyeuire etr e!!ort to ensure tht theyre not lostre not lost


7/23Copyright © 2005 South- 1–6

Exhibit 1-$Exhibit 1-$

Types of %rgani&ational Types of %rgani&ational

Assets'(apitalAssets'(apital

Exhibit 1-$Exhibit 1-$

Types of %rgani&ational Types of %rgani&ational

Assets'(apitalAssets'(apital



Research )indingsResearch )indingsResearch )indingsResearch )indings

• / pr"ti"es dire"tly relted to pro!it$ility 8/ pr"ti"es dire"tly relted to pro!it$ility 8

mret vluemret vlue

• 9rimry reson !or pro!it$ility:9rimry reson !or pro!it$ility:

– $ffective management of human capital$ffective management of human capital

• ;ntegrted mngement o! humn "pitl "n;ntegrted mngement o! humn "pitl "n

result in &6< in"rese in mret vlueresult in &6< in"rese in mret vlue

• 'op 10< o! orgni#tions studied eperien"ed'op 10< o! orgni#tions studied eperien"ed%=1< return on investment in mngement o!%=1< return on investment in mngement o!

humn "pitlhumn "pitl

• / pr"ti"es dire"tly relted to pro!it$ility 8/ pr"ti"es dire"tly relted to pro!it$ility 8

mret vluemret vlue

• 9rimry reson !or pro!it$ility:9rimry reson !or pro!it$ility:

– $ffective management of human capital$ffective management of human capital• ;ntegrted mngement o! humn "pitl "n;ntegrted mngement o! humn "pitl "n

result in &6< in"rese in mret vlueresult in &6< in"rese in mret vlue

• 'op 10< o! orgni#tions studied eperien"ed'op 10< o! orgni#tions studied eperien"ed

%=1< return on investment in mngement o!%=1< return on investment in mngement o!

humn "pitlhumn "pitl


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Exhibit 1-*Exhibit 1-*

HR Value (hainHR Value (hain

Exhibit 1-*Exhibit 1-*

HR Value (hainHR Value (hain



HR +etrics Are (omplexHR +etrics Are (omplexHR +etrics Are (omplexHR +etrics Are (omplex

• =0< o! 4ortune 500 orgni#tions evlute=0< o! 4ortune 500 orgni#tions evlute

/ opertions on $sis o! three metri"s:/ opertions on $sis o! three metri"s:

– $mployee retention and turnover$mployee retention and turnover

– %orporate morale%orporate morale

– $mployee satisfaction$mployee satisfaction

• 'hese metri"s do not ne"essrily illustrte'hese metri"s do not ne"essrily illustrte

ho) / imp"tsho) / imp"ts

– rofitsrofits

– 'hareholder value'hareholder value

• =0< o! 4ortune 500 orgni#tions evlute=0< o! 4ortune 500 orgni#tions evlute

/ opertions on $sis o! three metri"s:/ opertions on $sis o! three metri"s:

– $mployee retention and turnover$mployee retention and turnover

– %orporate morale%orporate morale

– $mployee satisfaction$mployee satisfaction

• 'hese metri"s do not ne"essrily illustrte'hese metri"s do not ne"essrily illustrte

ho) / imp"tsho) / imp"ts– rofitsrofits

– 'hareholder value'hareholder value



+ercer +odel of +easuring HR+ercer +odel of +easuring HR

mpactmpact

+ercer +odel of +easuring HR+ercer +odel of +easuring HR

mpactmpact

• ;denti!y pro$lem / "n imp"t;denti!y pro$lem / "n imp"t

• Cl"ulte "tul "ost o! pro$lemCl"ulte "tul "ost o! pro$lem

• Choose / solution tht ddresses pro$lemChoose / solution tht ddresses pro$lem

• Cl"ulte "ost o! solutionCl"ulte "ost o! solution

• Cl"ulte vlue o! improvement 3 to 2& monthsCl"ulte vlue o! improvement 3 to 2& months

!ter implementtion!ter implementtion

• Cl"ulte spe"i!i" return on investmentCl"ulte spe"i!i" return on investment• >; in humn ssets o!ten not reli#ed until some>; in humn ssets o!ten not reli#ed until some

time in !uturetime in !uture

• ;denti!y pro$lem / "n imp"t;denti!y pro$lem / "n imp"t

• Cl"ulte "tul "ost o! pro$lemCl"ulte "tul "ost o! pro$lem

• Choose / solution tht ddresses pro$lemChoose / solution tht ddresses pro$lem

• Cl"ulte "ost o! solutionCl"ulte "ost o! solution

• Cl"ulte vlue o! improvement 3 to 2& monthsCl"ulte vlue o! improvement 3 to 2& months

!ter implementtion!ter implementtion

• Cl"ulte spe"i!i" return on investmentCl"ulte spe"i!i" return on investment• >; in humn ssets o!ten not reli#ed until some>; in humn ssets o!ten not reli#ed until some

time in !uturetime in !uture



Exhibit 1-,Exhibit 1-,

)actors nuencing n!estment)actors nuencing n!estment

%rientation%rientation

Exhibit 1-,Exhibit 1-,

)actors nuencing n!estment)actors nuencing n!estment

%rientation%rientation


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n!estment-%riented %rgani&ationn!estment-%riented %rgani&ationn!estment-%riented %rgani&ationn!estment-%riented %rgani&ation

• Sees people s "entrl to mission 8 strtegySees people s "entrl to mission 8 strtegy

• ission sttement 8 strtegi" o$?e"tivesission sttement 8 strtegi" o$?e"tives

espouse vlue o! humn ssets in "hievingespouse vlue o! humn ssets in "hieving

golsgols

• ngement philosophy en"ourgingngement philosophy en"ourging

development 8 retention o! humn ssetsdevelopment 8 retention o! humn ssets

• ,oes not tret humn ssets in sme )ys,oes not tret humn ssets in sme )ys

s physi"l ssetss physi"l ssets

• Sees people s "entrl to mission 8 strtegySees people s "entrl to mission 8 strtegy

• ission sttement 8 strtegi" o$?e"tivesission sttement 8 strtegi" o$?e"tives

espouse vlue o! humn ssets in "hievingespouse vlue o! humn ssets in "hieving

golsgols

• ngement philosophy en"ourgingngement philosophy en"ourging

development 8 retention o! humn ssetsdevelopment 8 retention o! humn ssets

• ,oes not tret humn ssets in sme )ys,oes not tret humn ssets in sme )ys

s physi"l ssetss physi"l ssets


14/23Copyright © 2005 South- 1–1&

n!estment %rientation )actorsn!estment %rientation )actorsn!estment %rientation )actorsn!estment %rientation )actors

• Senior ngement @lues 8 A"tionsSenior ngement @lues 8 A"tions

– Managers need (investment orientation) towardManagers need (investment orientation) toward

peoplepeople

• Attitude 'o)rd is Attitude 'o)rd is

– Investment in human resources inherently riskierInvestment in human resources inherently riskier

– *uman assets never a!solutely (owned)*uman assets never a!solutely (owned)

• ture o! Sills eeded $y Employees ture o! Sills eeded $y Employees

– +he more marketa!le employee skills, the riskier the+he more marketa!le employee skills, the riskier the

firm’s investment in skill developmentfirm’s investment in skill development

• Senior ngement @lues 8 A"tionsSenior ngement @lues 8 A"tions

– Managers need (investment orientation) towardManagers need (investment orientation) toward

peoplepeople

• Attitude 'o)rd is Attitude 'o)rd is – Investment in human resources inherently riskierInvestment in human resources inherently riskier

– *uman assets never a!solutely (owned)*uman assets never a!solutely (owned)

• ture o! Sills eeded $y Employees ture o! Sills eeded $y Employees– +he more marketa!le employee skills, the riskier the+he more marketa!le employee skills, the riskier the

firm’s investment in skill developmentfirm’s investment in skill development



n!estment %rientation )actorsn!estment %rientation )actorsn!estment %rientation )actorsn!estment %rientation )actors

• Btilitrin Dottom *ineFG entlityBtilitrin Dottom *ineFG entlity

– Attempt made to uantify employee worth throughAttempt made to uantify employee worth through

cost"!enefit analysiscost"!enefit analysis

– (('oft) !enefits of * programs difficult to o!-ectively'oft) !enefits of * programs difficult to o!-ectivelyuantifyuantify

• Avil$ility o! >utsour"ingAvil$ility o! >utsour"ing

– .iven availa!ility of cost"effective outsourcing,.iven availa!ility of cost"effective outsourcing,investments in * should produceinvestments in * should produce highest returnshighest returns &&

sustainable competitive advantagessustainable competitive advantages//

• Btilitrin Dottom *ineFG entlityBtilitrin Dottom *ineFG entlity

– Attempt made to uantify employee worth throughAttempt made to uantify employee worth through

cost"!enefit analysiscost"!enefit analysis

– (('oft) !enefits of * programs difficult to o!-ectively'oft) !enefits of * programs difficult to o!-ectivelyuantifyuantify

• Avil$ility o! >utsour"ingAvil$ility o! >utsour"ing

– .iven availa!ility of cost"effective outsourcing,.iven availa!ility of cost"effective outsourcing,investments in * should produceinvestments in * should produce highest returnshighest returns &&

sustainable competitive advantagessustainable competitive advantages//



Reading 1.1/ The Hidden 0e!erage of Human (apitalReading 1.1/ The Hidden 0e!erage of Human (apital

+odel for +anagement Success+odel for +anagement Success

Reading 1.1/ The Hidden 0e!erage of Human (apitalReading 1.1/ The Hidden 0e!erage of Human (apital


• Strengthen eyStrengthen ey

reltionshipsreltionships

– %ustomers%ustomers– $mployees$mployees

– 'hareholders'hareholders

• Strengthen eyStrengthen ey

reltionshipsreltionships

– %ustomers%ustomers

– $mployees$mployees

– 'hareholders'hareholders

• *everge*everge

do)ntimedo)ntime

– 0se varia!le"pay0se varia!le"pay

– Address neglectedAddress neglected

areas1areas1

• ;n!rstru"ture;n!rstru"ture

• retingreting• >pertions>pertions

• *everge*everge

do)ntimedo)ntime

– 0se varia!le"pay0se varia!le"pay

– Address neglectedAddress neglected

areas1areas1

• ;n!rstru"ture;n!rstru"ture

• retingreting• >pertions>pertions



Reading 1.1Reading 1.1


Reading 1.1Reading 1.1


• e!o"using st!! one!o"using st!! on

)htHs importnt)htHs importnt– erformanceerformance

management asmanagement asdisciplined, strategic,disciplined, strategic,

value"added processvalue"added process

– %learly define,%learly define,

differentiate & !alancedifferentiate & !alance!etween core!etween core

competencies & resultscompetencies & results

• e!o"using st!! one!o"using st!! on

)htHs importnt)htHs importnt– erformanceerformance

management asmanagement asdisciplined, strategic,disciplined, strategic,

value"added processvalue"added process

– %learly define,%learly define,

differentiate & !alancedifferentiate & !alance

!etween core!etween core

competencies & resultscompetencies & results

• uilding return onuilding return on

"ompenstion"ompenstion– 2ink !ase"pay2ink !ase"pay

progression toprogression tocompetencycompetency

achievementachievement

– 2ink incentive pay to2ink incentive pay to

annual, semiannual, orannual, semiannual, oruarterly resultsuarterly results

• uilding return onuilding return on

"ompenstion"ompenstion– 2ink !ase"pay2ink !ase"pay

progression toprogression tocompetencycompetency

achievementachievement

– 2ink incentive pay to2ink incentive pay to

annual, semiannual, orannual, semiannual, or

uarterly resultsuarterly results



Reading 1.$Reading 1.$

Se!en (ommon +isconceptionsSe!en (ommon +isconceptions



1.1. Cons"ientiousness is $etter predi"tor o!Cons"ientiousness is $etter predi"tor o!

per!ormn"e thn intelligen"e. per!ormn"e thn intelligen"e.

2.2. Compnies tht s"reen ?o$ ppli"nts !or vluesCompnies tht s"reen ?o$ ppli"nts !or vlues

hve higher per!ormn"e thn those tht s"reenhve higher per!ormn"e thn those tht s"reen!or intelligen"e.!or intelligen"e.

%.%. ;ntegrity tests donHt )or )ell in pr"ti"e;ntegrity tests donHt )or )ell in pr"ti"e

$e"use so mny people lie on them. $e"use so mny people lie on them.

&.&. ;ntegrity tests hve dverse imp"t on r"il;ntegrity tests hve dverse imp"t on r"il

minorities.minorities.

1.1. Cons"ientiousness is $etter predi"tor o!Cons"ientiousness is $etter predi"tor o!

per!ormn"e thn intelligen"e. per!ormn"e thn intelligen"e.

2.2. Compnies tht s"reen ?o$ ppli"nts !or vluesCompnies tht s"reen ?o$ ppli"nts !or vlues

hve higher per!ormn"e thn those tht s"reenhve higher per!ormn"e thn those tht s"reen!or intelligen"e.!or intelligen"e.

%.%. ;ntegrity tests donHt )or )ell in pr"ti"e;ntegrity tests donHt )or )ell in pr"ti"e

$e"use so mny people lie on them. $e"use so mny people lie on them.

&.&. ;ntegrity tests hve dverse imp"t on r"il;ntegrity tests hve dverse imp"t on r"il

minorities.minorities.


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5.5. En"ourging employee prti"iption is moreEn"ourging employee prti"iption is more

e!!e"tive !or improving orgni#tionle!!e"tive !or improving orgni#tionl

per!ormn"e thn setting per!ormn"e gols. per!ormn"e thn setting per!ormn"e gols.

3.3. ost errors in per!ormn"e pprisl "n $eost errors in per!ormn"e pprisl "n $eeliminted $y providing trining to mngers oneliminted $y providing trining to mngers on

ho) to void them.ho) to void them.

6.6. ;! employees re sed ho) importnt py is to;! employees re sed ho) importnt py is to

them they re liely to overestimte its truethem they re liely to overestimte its true

importn"e.importn"e.

5.5. En"ourging employee prti"iption is moreEn"ourging employee prti"iption is more

e!!e"tive !or improving orgni#tionle!!e"tive !or improving orgni#tionl

per!ormn"e thn setting per!ormn"e gols. per!ormn"e thn setting per!ormn"e gols.

3.3. ost errors in per!ormn"e pprisl "n $eost errors in per!ormn"e pprisl "n $eeliminted $y providing trining to mngers oneliminted $y providing trining to mngers on

ho) to void them.ho) to void them.

6.6. ;! employees re sed ho) importnt py is to;! employees re sed ho) importnt py is to

them they re liely to overestimte its truethem they re liely to overestimte its trueimportn"e.importn"e.




Se!en (ommon +isconceptions/Se!en (ommon +isconceptions/

mplicationsmplications




1.1. Sele"t ne) employees on $oth intelligen"e ndSele"t ne) employees on $oth intelligen"e nd

"ons"ientiousness."ons"ientiousness.

2.2. Assess intelligen"e nd "ons"ientiousness $e!oreAssess intelligen"e nd "ons"ientiousness $e!ore

vlues.vlues.%.%. ,e!ine the vlues tht re importnt nd ssess,e!ine the vlues tht re importnt nd ssess

them through "re!ully developed vlidthem through "re!ully developed vlid

pro"edures. pro"edures.

&.&. Bse integrity tests )ith $ility tests !or highBse integrity tests )ith $ility tests !or high

predi"t$ility. predi"t$ility.

1.1. Sele"t ne) employees on $oth intelligen"e ndSele"t ne) employees on $oth intelligen"e nd

"ons"ientiousness."ons"ientiousness.

2.2. Assess intelligen"e nd "ons"ientiousness $e!oreAssess intelligen"e nd "ons"ientiousness $e!ore

vlues.vlues.%.%. ,e!ine the vlues tht re importnt nd ssess,e!ine the vlues tht re importnt nd ssess

them through "re!ully developed vlidthem through "re!ully developed vlid

pro"edures. pro"edures.

&.&. Bse integrity tests )ith $ility tests !or highBse integrity tests )ith $ility tests !or high

predi"t$ility. predi"t$ility.









5.5. ,evelop "ompelling golsI enlist prti"iption,evelop "ompelling golsI enlist prti"iption

nd support it through re)rds.nd support it through re)rds.

3.3. 'rining nd !eed$" re importnt $ut errors'rining nd !eed$" re importnt $ut errors

re di!!i"ult to eliminte. 'op mngers shouldre di!!i"ult to eliminte. 'op mngers shouldserve s role models in ulity o! per!ormn"eserve s role models in ulity o! per!ormn"e

revie)s.revie)s.

6.6. Attitude surveys re su$?e"t to $isesI studyAttitude surveys re su$?e"t to $isesI study

$ehviors s )ell s ttitudes. $ehviors s )ell s ttitudes.

5.5. ,evelop "ompelling golsI enlist prti"iption,evelop "ompelling golsI enlist prti"iption

nd support it through re)rds.nd support it through re)rds.

3.3. 'rining nd !eed$" re importnt $ut errors'rining nd !eed$" re importnt $ut errors

re di!!i"ult to eliminte. 'op mngers shouldre di!!i"ult to eliminte. 'op mngers shouldserve s role models in ulity o! per!ormn"eserve s role models in ulity o! per!ormn"e

revie)s.revie)s.

6.6. Attitude surveys re su$?e"t to $isesI studyAttitude surveys re su$?e"t to $isesI study

$ehviors s )ell s ttitudes. $ehviors s )ell s ttitudes.



Reading 1.*Reading 1.*

Eecti!e HR+ "racticesEecti!e HR+ "ractices



• Employment Se"urityEmployment Se"urity

• Sele"tivity in e"ruitingSele"tivity in e"ruiting

• /igh Wges/igh Wges

• ;n"entive py;n"entive py• Employee >)nershipEmployee >)nership

• ;n!ormtion Shring;n!ormtion Shring

• 9rti"iption 89rti"iption 8

>)nership>)nership• Sel!-nged 'emsSel!-nged 'ems

• Employment Se"urityEmployment Se"urity

• Sele"tivity in e"ruitingSele"tivity in e"ruiting

• /igh Wges/igh Wges

• ;n"entive py;n"entive py

• Employee >)nershipEmployee >)nership

• ;n!ormtion Shring;n!ormtion Shring

• 9rti"iption 89rti"iption 8

>)nership>)nership• Sel!-nged 'emsSel!-nged 'ems

• 'rining 8 ,evelopment'rining 8 ,evelopment

• Cross-Btili#tion 8Cross-Btili#tion 8

Cross-'riningCross-'rining

• Sym$oli" EglitrinismSym$oli" Eglitrinism

• Wge CompressionWge Compression

• 9romotion 4rom Within9romotion 4rom Within

• 'ing the *ong @ie)'ing the *ong @ie)

• esurement o! 9r"ti"eesurement o! 9r"ti"e• >verll 9hilosophy>verll 9hilosophy

• 'rining 8 ,evelopment'rining 8 ,evelopment

• Cross-Btili#tion 8Cross-Btili#tion 8

Cross-'riningCross-'rining

• Sym$oli" EglitrinismSym$oli" Eglitrinism

• Wge CompressionWge Compression

• 9romotion 4rom Within9romotion 4rom Within

• 'ing the *ong @ie)'ing the *ong @ie)

• esurement o! 9r"ti"eesurement o! 9r"ti"e• >verll 9hilosophy>verll 9hilosophy


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Copyright © 2005 South 1 2%





• @ery !e) !irms )ill engge in ll pr"ti"es@ery !e) !irms )ill engge in ll pr"ti"es

• While these pr"ti"es re importnt !orWhile these pr"ti"es re importnt !or

su""ess there re other determinnts ssu""ess there re other determinnts s

)ell)ell

• ,o)nsides eist,o)nsides eist

– euires more involvement and responsi!ility thaneuires more involvement and responsi!ility than

some employees wantsome employees want

– Managers & others may resist them as wellManagers & others may resist them as well

– +urnover may result+urnover may result

• @ery !e) !irms )ill engge in ll pr"ti"es@ery !e) !irms )ill engge in ll pr"ti"es

• While these pr"ti"es re importnt !orWhile these pr"ti"es re importnt !or

su""ess there re other determinnts ssu""ess there re other determinnts s

)ell)ell

• ,o)nsides eist,o)nsides eist

– euires more involvement and responsi!ility thaneuires more involvement and responsi!ility than

some employees wantsome employees want– Managers & others may resist them as wellManagers & others may resist them as well

– +urnover may result+urnover may result

Documents

Chapter 01 SHRM