Managing Human Resources, 13e - Bohlander and SnellPowerPoint Presentation by Charlie Cook and adapted by Monica Belcourt.
Managing Human Resources, 4th Canadian Edition Belcourt et al.
Belcourt et al. 4th edition
Objectives
Explain how globalization is influencing human resources management.
Describe the impact of information technology on managing people.
Identify the importance of change management.
State HR’s role in developing intellectual capital.
Differentiate how TQM and reengineering influence HR systems.
Belcourt et al. 4th edition
Objectives (cont’d)
Discuss the primary demographic and employee concerns pertaining to HRM.
Provide examples of the roles and competencies of today’s HR managers.
Belcourt et al. 4th edition
Competitive Advantage through People
Human Resource Management
A set of inter-related policies, practices, and programs whose goal is to attract, socialize, motivate, maintain, and retain an organization’s employees
Core Competencies
Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.
Belcourt et al. 4th edition
Competitive Advantage through People
Sustained competitive advantage through people is achieved if these human resources:
Have value.
Are difficult to imitate.
Are organized for synergy.
Overall Framework for
Human Resource Management
Competitive Challenges and Human Resources Management
The most pressing competitive issues facing firms:
Going global
Embracing technology
Managing change
Going Global
Globalization
The trend toward opening up foreign markets to international trade and investment.
Impact of Globalization
WTO and GATT
Going Global (cont’d)
Issues:
Adjusting compensation plans for overseas work.
Belcourt et al. 4th edition
Embracing New Technology
Knowledge Workers
Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving.
Belcourt et al. 4th edition
Influence of Technology in HRM
Human Resources Information System (HRIS)
Computerized system that provides current and accurate data for purposes of control and decision making.
Benefits:
Institutionalization of organizational knowledge.
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Major Uses For
HR Information Systems
Source: HR and Technology Survey, Deloitte & Touche and Lawson Software, 1998.
HRM 1
Transformational
Impact
Operational
Impact
Relational
Impact
HRM
HRM IT Investment Factors
Fit of software packages to the employee base
Ability to upgrade, increased efficiency and time savings
Compatibility with current systems
Belcourt et al. 4th edition
Managing 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.
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Managing Change through HR
Why Change Efforts Fail:
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.
Belcourt et al. 4th edition
Developing Human Capital
Human Capital
The knowledge, skills, and capabilities of individuals that have economic value to an organization.
Belcourt et al. 4th edition
Human Capital and HRM
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.
Belcourt et al. 4th edition
Responding to the Market
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.
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Containing Costs
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Downsizing and Upsizing
Percent of companies reporting that they:
*All annual readings are for 12 months ending at midyear. Categories are not mutually exclusive.
Source: Gene Koretz, “Hire Math: Fire 3, Add 5,” Business Week Online (March 13, 2000).
Figure 1.2
Containing Costs (cont’d)
Hidden Costs of Layoff
Severance and rehiring costs
Pension and benefit payoffs
Loss of institutional memory and trust in management
Lack of staffers when the economy rebounds
Survivors who are risk-averse, paranoid, and political
Belcourt et al. 4th edition
Containing Costs (cont’d)
Higher customer satisfaction
A recruiting edge
Workers who aren’t afraid to innovate, knowing their jobs are safe.
Belcourt et al. 4th edition
Containing Costs
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.
Belcourt et al. 4th edition
Productivity Enhancements
Figure 1.3
Demographic and Employee Concerns
Age Distribution
Gender Distribution
Rising levels of education
Cultural Changes
Employee Rights
Cultural Changes
Top Issues for Managers
in Balancing Work and Home
Executive recruiters say 75 percent of senior management candidates and 88 percent of middle managers raised concerns about balancing work and home. Top issues:
Source: Association of Executive Search Consultants (member survey). Used with permission of the Association of Executive Search Consultants, http://www.aesc.org.
Figure 1.8
Partnerships: Line Managers and Human Resources Managers
Responsibilities of HR
Advice and counsel
Strategic Human Resources Management
Strategy
The formulation of an organization’s missions, goals, and objective as well as the action plans to execute the strategy.
Corporate Strategy
Business Strategy
Strategic Human Resources Management
Strategic HRM
A set of interrelated practices, policies, and philosophies whose goal is to enable the achievement of the corporate or business strategy.
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Human 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, Fax: (212) 682-6851.
Figure 1.9