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Chapter. 1. Human Resources in a Globally Competitive Business Environment. 21 st -Century Corporations. Global The timeline for the globalization of companies: Early days: a company that sold goods overseas Middle period: a company that manufactured and sold goods in other countries - PowerPoint PPT Presentation
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Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
1Human Resources in a Globally Competitive
Business Environment
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
2121stst-Century Corporations-Century Corporations
Global The timeline for the globalization of companies:
Early days: a company that sold goods overseas Middle period: a company that manufactured and sold goods in other
countries 21st Century: a company that is able to call on talent and resources around
the globe, just as it sells its goods and services around the globe
Speed Speed in the 21st century company is a business strategy built on a
virtual network of suppliers, manufacturers, and delivery firms
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
People-Driven EnterprisesPeople-Driven Enterprises
The successful 21st-century company is one that realizes that it is the people that make up the business
Some key challenges for managers of 21st-century enterprises: Understanding the challenges the enterprise faces Seizing opportunities Managing frustration
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Managing PeopleManaging People
Responsibilities of all managers: Staffing Retention Development Adjustment Managing Change
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Features of the Key Features of the Competitive Business EnvironmentCompetitive Business Environment
Globalization Technology E-Commerce Changing demographics Increasing cultural diversity
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
New Competitive RealitiesNew Competitive Realities
Emergence of smaller companies with fewer employees Decline of management hierarchies, with an increase of networks of
specialists Increase of technicians to keep networks operating Decline of the importance of seniority in compensation Overall worth based on performance plus the market value of a
given position
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Competitive StrategiesCompetitive Strategies
Competitive strategies of the 21st century company Innovation Quality Enhancement Cost-Reduction Speed
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
HRM Requirements of Competitive Strategies HRM Requirements of Competitive Strategies
Innovation Strategy Requires Highly Skilled Employees More Employee Discretion Greater Investment and Risk
Quality-Enhancement Strategy Requires Repetitive and predictable behaviors Long-term focus Modest amount of cooperative, interdependent behavior High emphasis on quality, modest concern for quantity
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
HRM Requirements of Competitive Strategies HRM Requirements of Competitive Strategies
Cost-Reduction Strategy Requires Tight fiscal and management controls Minimization of overhead Pursuit of strict economies of scale
Speed Requires Highly skilled employees who are time-focused Managers and employees must support change Company culture must support the fast-pace
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Importance of ProductivityThe Importance of Productivity
Companies must give employees a higher stake in their success Companies must convince employees that rewards are derived from
productivity Companies must recognize that no productivity problems have a
“quick fix” Companies must embrace the philosophy of constant learning and
improvement
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Emergence of QWLThe Emergence of QWL
Quality of Work Life is Driven By: Employee understanding of company practices, democratic
supervision, and employee involvement Employees’ perceptions of their overall satisfaction and safety
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Business Trends and Business Trends and Human Resource CompetenciesHuman Resource Competencies
Human Resource Managers must play four key roles that are consistent with current business trends: Strategic Partners Innovators Collaborators Change Facilitators
