You are on page 1of 30

Chapter 2

A Strategic Approach to Human Resource Management


McGraw-Hill/Irwin
Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

HRM

strategies

Greater focus on strategic thinking and

processes Make HR management a top priority Integrate HRM with the companys overall strategy, mission, and goals Be included in strategic planning from the onset Determine what must be done to achieve

priority objectives
2-2

Three to five year timeline

Annual monitoring & modification Fit between org strategy & HRM policies/programs
Recruitment, selection, outsourcing, telecommuting, performance evaluation, compensation

2-3

Details Follow

2-4

Employees are the best qualified Success of any HRM activity They perform jobs that suit their needs, skills, abilities Matching people and activities is easier to accomplish with a diagnostic approach

2-5

The ARDM model has four specific steps


Diagnosis Prescription

Implementation
Evaluation
2-6

Available resources

Guidelines

Internal Influences External Influences

Competencies

The labor force

Government laws, regulations

Economic conditions

Union procedures, requirements


2-7

Government regulation directly affects:

Recruiting Selection Evaluation Promotion

2-8

EEO & HR rights legislation indirectly affects:

Employment planning

Orientation
Career planning

Training
Employee development

2-9

Unions are no longer concentrated in a few sectors

The fastest-growing sectors are the public sector and the third sector

Unionized employees are no longer just blue-collar factory workers

2-10

Two

economic factors affect HRM programs:


Productivity The work sector of the organization

2-11

Competitive Advantage

Sustainable Competitive Advantage Dealing effectively with employees, customers, suppliers, competitors

Having a superior marketplace position relative to competitors

How HRM activities are implemented and modified can provide these advantages

2-12

Women

Minority Older Employees Employment Projection

2-13

The location of the organization impacts hiring practices and HRM activities
Rural versus urban International versus local

Education Behavior Legal-political factors Economics Inter-cultural training


2-14

Corporate strategy

Work groups

Corporate goals

Company Culture

The nature of the tasks

Leader style/experience

2-15

What key executives hope to accomplish in the long run


Concerned with competition and aligning the resources of the firm Long-term success linked to helping employees achieve work-life balance

2-16

Goals differ within and among departments

Most departments have similar goals Differences arise from the importance placed on goals

If profits take precedence, HRM goals receive little attention


Effectiveness problems

2-17

System of shared meaning held by organization members

Degree of loyalty expressed by employees

Autonomy or freedom in departments or offices

How employees and customers are treated

How business is conducted

2-18

HRM is the effective matching of the nature of the task (job) with the nature of the employee

2-19

Often work next to each other

Consider themselves a group

Interact continuously

Two or more people

Work interdependently

2-20

The experience/leadership style of the operating manager directly affects HRM activities Orchestrating the skills, experiences, personalities, and motives of individuals

Facilitating interaction within work groups


Providing direction, encouragement, and authority to evoke desired behaviors

Reinforcing desirable behavior


2-21

Strategic HRM planning


Leads to growth, profits,

business survival Expands awareness of possibilities Identifies strengths and weaknesses Reveals opportunities Points to the need to evaluate the impact of internal and external forces

2-22

Matching
Strategic plans

Employee characteristics
HRM activities

Competitive products and services

2-23

Involved in all aspects of organizations operation Makes everyday contributions Comprehensive programs Adaptive to organizations culture Responsive to employee needs Optimizes employee skills, talents, creativity Responsive to global challenges
2-24

More emphasis on
Child and elder care Diversity understanding, training Fair, ethical, prompt issue handling Recruiting/developing skilled labor

2-25

Facts About Downsizing Half of downsized firms end up with as many workers Downsizing in manufacturing is not new Positively correlated to foreign competition

Encourages firms to reduce their costs


Profits increase in the short-run, but not productivity Leads to lower compensation/wages within the firm
2-26

Changing the reporting and authority relationships within a firm Restructuring

A reduction in a companys workforce Can result in stress-related health problems

Downsizing

2-27

Temporary

Part time

Contract

Leased

Highest growth rate home health care; medical assistants; computer hardware, data communication, and software

2-28

Abilities

Way of doing jobs

Attitudes, preferences

Intellectual capacities

Styles

2-29

Goals of Human Resource Processes

Socially responsible, ethical practices

Competitive, high-quality products

Competitive, high-quality services

2-30

You might also like