Más contenido relacionado La actualidad más candente (20) Ch 122. The Strategic Role
of Human Resource Management
Human Resource management has shed its old personnel
image and gained recognition as a vital player in corporate
strategy
HRM departments not only support the organization’s strategic
objective but actively pursue an ongoing, integrated plan for
furthering the organization’s performance
●Higher employee productivity
●Stronger financial results
●Achieve organization’s strategic goals
●Key players on management team
Manager’s Challenge: UPS Buffalo, New York
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
2
3. Human Resource Management
Matching process,
All managers Employees are integrating the
are resource viewed as organization’s
managers assets goals with
employees’ needs
How a company manages its workforce may be single
more important factor in sustained competitive success
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
3
4. Current Strategic Issues
Determine a company’s need for skills and employees
Becoming more competitive globally
Improving quality, productivity, &
customer service
Managing mergers & acquisitions
Applying new information technology for
e-business
Experiential Exercise: Do You Want to be an HR Manager?
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
4
5. Human Resource Management Goals
HRM Environment
Company Strategy Legislation
Trends in society
International events
Changing technology
Attract an Effective Workforce
HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Maintain an Effective Workforce
Develop an Effective Workforce
Wage and salary
Benefits Training
Labor relations Development
Terminations Appraisal
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
5
6. Environmental Influences on HRM
Competitive Strategy
– Building Human Capital
– Information Technology
Federal Legislation
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
6
7. Three Ways HR Is Changing
1
Focus on building human capital
2
Development of
global HR strategies
3 IHRM
The using of
information technology
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
7
8. Human Capital - IHRM
Human Capital = economic value of the
knowledge, experience, skills, and
capabilities of employees
IHRM = addresses the complexity that
results from recruiting, selecting, developing,
and maintaining a diverse workforce on a
global scale
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
8
9. Information Technology
Human resource information technology =
an integrated computer system designed to
provide data and information used in HR
planning and decision making
Traditional HR to e-HR significantly affected
every area of human resource management
Some organizations are close to a paperless HRM
system – saves time, money, frees staff
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
9
10. Federal Legislation
Discrimination = hiring or promoting of
applicants based on criteria that are not job
relevant
Affirmative action = policy requiring
employers to take positive steps to
guarantee equal employment opportunities
for people within protected groups
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
10
11. Major Federal Laws - HRM
Exhibit 12.3
Equal Opportunity/Discrimination Laws
Compensation/Benefits Laws
Health/Safety Laws
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
11
12. The Changing Social Contract
New Contract Old Contract
Employee Employability, personal responsibility Job security
Partner in business improvement A cog in the machine
Learning Knowing
Employer Continuous learning, lateral career Traditional compensation package
movement, incentive compensation
Creative development opportunities
Challenging assignments Standard training program
Information and resources Routine jobs
Limited information
SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract:
Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
12
13. HR Issues in the New Workplace
Teams and Projects
Temporary Employees
Technology
Work-Life Balance
Downsizing
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
13
14. HR Issues in the Teams and
New Workplace Projects
Teams and Projects – major trend in today’s workplace
With emphasis on projects, distinctions between job
categories and descriptions are collapsing
Many of today’s workers straddle functional &
departmental boundaries; handle multiple
tasks/responsibilities
Virtual team = made up of members who
– are geographically or organizationally dispersed,
– rarely meet face to face, and
– do their work using advance information technologies.
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
14
15. HR Issues in the Temporary
New Workplace Employees
In opening years of the 21st century, largest employer
in U.S. was a temporary employment agency,
Manpower, Inc.
Temporary Employees do everything from data entry
to interim CEO
Contingent workers = people who work for an
organization, but not on a permanent or full-time
basis, including temporary placements, contracted
professionals, or leased employees
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
15
16. HR Issues in the
New Workplace Technology
Telecommuting and virtual teams are related trends
Telecommuting = using computers and
telecommunications equipment to perform work from
home or another remote location
Work anywhere - wireless Internet devices, laptops,
cell phones, fax machines
Extreme telecommuting = people live nd work in
countries far away from the organization’s physical
location
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
16
17. HR Issues in the Work-Life
New Workplace Balance
Many European companies ahead of U.S. companies
Telecommuting is one way organizations
help employees lead more balanced lives
Flexible scheduling important in today’s
workplace – 27% of workforce/flexible hours
Broad Work-Life Balance initiatives – critical
retention strategy – on-site gym & childcare,
paid leaves & sabbaticals
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
17
18. HR Issues in the Downsizing
New Workplace
Downsizing = intentional, planned reduction in the size
of a company’s workforce
Managers can smooth the downsizing process
– Regularly communicating with employees
– Providing them with as much information as possible
– Providing assistance to workers who will lose their
jobs
– Using training and development for remaining
employees
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
18
19. HR Issues in the New Workplace
HR issues present many challenges for
organizations and HR managers as they
work toward the three primary HR goals
● Attracting
● Developing
● Maintaining an effective workforce
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
19
20. Matching Model
Attracting an Effective Workforce
An employee selection approach in
which the organization and the applicant
attempt to match each other’s needs,
interests, and values
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
20
21. Attracting an Effective Workforce
HR Planning Choose Recruiting
Choose Recruiting Select the Welcome New
Retirements Sources
Sources Candidate Employee
Growth Want ads Application
Want ads
Resignations Headhunters Interview
Headhunters
Internet Tests
Internet
Company Needs Employee Contributions
Strategic goals Matching Model Ability
Current & future competencies Education
Market changes Creativity
Employee turnover Match with Commitment
Corporate culture Expertise
Company Inducements Employee Needs
Pay and benefits Stage of career
Meaningful work Match with Personal values
Advancement Promotion aspirations
Training Outside interests
Challenge Family concerns
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
21
22. Human Resource Planning
Forecasting of human resource needs and
the projected matching of individuals with
expected vacancies
● ? = New technologies emerging
● ? = Volume of business likely next 5-10 years
● ? = Turnover rate, how much is avoidable, if any
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
22
23. Recruiting
Recruiting = activities or practices that define the
desired characteristics of applicants for specific jobs
● Internal – promote-from-within policies used by
many to fill high-level positions
● External = recruiting newcomers from outside has
advantage of multiple sources
● E-cruiting = use of Internet - fastest-growing
approach to recruiting
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
23
24. Basic Building Blocks
of HR Management
Job Analysis
Job Description
Job Specification
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
24
25. Selecting
Selection = process of determining the skills,
abilities, and other attributes a person needs
to perform a particular job
Validity = relationship between an applicant’s
score on a selection device and his or her
future job performance
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
25
26. Selecting
Application form - device used for collecting
information about an applicant’s education,
previous job experience, and other
background characteristics
Research = biographical information
inventories can validly predict future job
success
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
26
27. Interviewing An Applicant
Know what you want
Prepare a road map
Use open-ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
27
28. Reasons For Not Asking
About Home Ownership
● Might adversely affect applicants chances at
the job
● Minorities and women may be less likely to
own a home
● Home ownership is probably unrelated to job
performance
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
28
29. Interview as Predictor of Success
Interview is not generally a valid predictor of
job performance – has high face validity as a
selection tool
Panel interviews – candidate meets with
several interviewers who take turns asking
questions – increases interview validity
Computer-based interviews - complement
traditional interviewing information
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
29
30. Inappropriate or Illegal Questions
Employment Applications and Interviews
Race-related questions
Age
Religion
Gender
National origin
Marital/family status
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
30
31. Testing and Assessment
Employment Test = written or computer-
based test designed to measure a particular
attribute such as intelligence or aptitude
Assessment Center = technique for selecting
individuals with high managerial potential
based on their performances on a series of
simulated managerial tasks
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
31
32. Developing an Effective Workforce
Following selection, next goal of HRM is to develop employees
Training and development = planned effort to
facilitate employees’ learning of job-related
skills and behaviors $100 billion/year
On-the-job training = an experienced employee
“adopts” a new employee to teach him or her how
to perform job duties
Cross training
Mentoring
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
32
33. Performance Appraisal
Process of observing and evaluating an
employee’s performance, recording the
assessment, and providing feedback to the
employee
Steps
● Observing and assessing performance
● Recording the assessment
● Providing feedback to employee
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
33
34. Making Performance Appraisals A
Positive Force
1. The accurate assessment of performance
through the development and application of
assessment systems such as a rating scale
2. Training managers to effectively use the
performance appraisal interview to provide
feedback that reinforces good performance
and motivate employee development
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
34
35. Assessing Performance Accurately
360° Feedback Process
Performance Evaluation Errors
– Stereotyping
– Halo effect
– BARS – Behaviorally-anchored rating scale
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
35
36. Behaviorally Anchored Rating Scale
Job: Production Line Supervisor - Work Dimension: Work Scheduling
Have no plan or Make a list of due dates Develop a comprehensive
schedule of work and revise them but are schedule, observe target dates,
and no concept of frequently surprised by and update the status of
realistic due dates unforeseen events operations relative to plans,
making schedule modifications
as quickly as necessary
1 2 3 4 5
Have a sound plan but
Usually satisfy time
neglect to keep trace of
constraints, with time and
target dates or to report
cost overruns coming up
schedule slippages or other
infrequently
problems as they occur
Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied
Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
36
37. Maintaining an Effective Workforce
Compensation
– Wage and Salary Systems
– Compensation Equity
– Pay for Performance
Benefits
Termination
Ethical Dilemma: A Conflict of Responsibilities
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
37
38. Termination
Value of termination for maintaining an effective
workforce is two fold
Employees who are poor performers
can be dismissed
Employers can use exit interviews in a
positive manner
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
38