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Lecture 1

Lecture 1. Human Resource Management Practices Strategic Role of Human Resource Management. 1-22. Human Resource Management. HRM Definition:  The policies, practices, and systems that influence employee’s behavior, attitudes and performance. Human Resource Management.  HRM Mission:

uriah-holmes
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Lecture 1

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  1. Lecture 1 • Human Resource Management Practices • Strategic Role of Human Resource Management 1-22

  2. Human Resource Management HRM Definition:  The policies, practices, and systems that influence employee’s behavior, attitudes and performance

  3. Human Resource Management  HRM Mission:  To obtain develop, compensate, integrate and maintain the necessary personnel for the accomplishment of the organizations’ goals and objectives.

  4. Sustainable Competitive Advantage Culture That Can’t be Copied Employees Who Add Value Employees Who Are Rare

  5. Human Resource ManagementMain Practices Human Resource Planning Labour Relations Job Analysis & Job Description Health & Safety Recruitment & Selection Personnel Management Rewards Training & Development Performance Appraisal

  6. Human Resource ManagementAdditional Practices HR Outsourcing Organisational Culture & Climate Corporate Social Responsibility Teambuilding& Empowerment Human Resource Management Leadership Style Organisational Change Knowledge Management Total Quality Management

  7. Questions Used to Determine If Human Resources Are Playing a Strategic Role in the Business 1. What is HR doing to provide value-added services to internal clients? 2. What can the HR department add to the bottom line? 3. How are you measuring the effectiveness of HR? 4. How can we reinvest in employees? 5. What HR strategy will we use to get the business from point A to point B? 6. What makes an employee want to stay at our company? 7. How are we going to invest in HR so that we have a better HR department than our competitors? 8. From an HR perspective, what should we be doing to improve our marketplace position? 9. What’s the best change we can make to prepare for the future? 1-7

  8. The Organization • Productivity • Profits • Survival Human Resource Management • Society • Legal compliance • Social responsibility • Ethical management practices • Customers • Quality service • Quality products • Fair price • Innovation • Employees • Compensation • Satisfaction • Empowerment • Job security HRM and its Link With Various Stakeholders • Strategic Partners • (Suppliers, Joint Ventures, Unions) • Fair treatment • Mutual benefit • Stockholders and Investors • Return to sales • Return to assets • Return to investments

  9. How is the HRM Function Changing ? From Personnel to HRM Time spent on administrative tasks is decreasing. HR roles as a business partner, change agent, and employee advocate are increasing. HR managers are challenged to shift focus from current operations to future strategies and prepare line managers to develop and implement HR practices.

  10. HRM Important Challenges Employee engagement Self-service – giving employees online access to information about HR issues Outsourcing – the practice of having another company provide services to save money and spend more time on strategic business issues. Evidence-based HR – demonstrating that human resource practices have a positive influence on the company’s bottom line or key stakeholders (HR audit). Strategic Role of HR

  11. Strategic Human Resource Management • Linking business strategy with HR practices • A set of planned HR activities helping the organization to reach its strategic goals • Designing an appropriate Human Resource Strategy to achieve the best possible employee performance.

  12. Strategy Formulation • External • Analysis • Opportunities • Threats Mission Goals Strategic Choice • Internal • Analysis • Strengths • Weaknesses

  13. Strategy Formulation Missionis a statement of the organization's reasons for being. Goalsare what the organization hopes to achieve in the medium-to long-term future. External analysisexamines the organization's operating environment to identify strategic opportunities and threats. Internal analysisidentifies the organization's strengths and weaknesses. Strategic choiceis the organization's strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals.

  14. Strategic Implementation • HR Practices • Recruiting • Training • Performance management • Labor relations • Employee relations • Job analysis • Job design • Selection • Development • Pay structure • Incentives • Benefits • Firm • Performance • Productivity • Quality • Profitability Strategic Choice • Human • Resource • Needs • Skills • Behavior • Culture • Human • Resource • Capability • Skills, • Abilities • Knowledge • Human • Resource • Actions • Behaviors • Results • -productivity • -absenteeism • - turnover

  15. Strategic TypesPorter's Strategies …competitive advantage stems from a company’s ability to create value in two ways… Cost leadership Differentiation

  16. HRM Needs According to Strategic Types Different strategies require different types of employees. Cost strategy firms seek efficiency, carefully define needed employee skills and use worker participation to seek cost-saving ideas. Differentiation firms need creative risk takers.

  17. Add new types of equipment Grow through acquisition • Training Take on additional debt to prevent takeover Strategic Decisions and their Implications for HRM STRATEGIC DECISIONS IMPLICATIONS FOR HR MANAGEMENT • Selection (from acquired firm) • Training • Compensation • Outplacement (redundant workers) • Compensation (reduced) • Outplacement

  18. Seek new location for manufacturing plant Pursue low-cost competitive strategy Strategic Decisions and their Implications for HRM STRATEGIC DECISIONS IMPLICATIONS FOR HR MANAGEMENT Market products internationally • Selection • Training • Compensation • Transfer • Recruitment • Selection • Training • Compensation (incentives) • Labor relations (agreement) • Training

  19. Questions Used to Determine If Human Resources Are Playing a Strategic Role in the Business 1. What is HR doing to provide value-added services to internal clients? 2. What can the HR department add to the bottom line? 3. How are you measuring the effectiveness of HR? 4. How can we reinvest in employees? 5. What HR strategy will we use to get the business from point A to point B? 6. What makes an employee want to stay at our company? 7. How are we going to invest in HR so that we have a better HR department than our competitors? 8. From an HR perspective, what should we be doing to improve our marketplace position? 9. What’s the best change we can make to prepare for the future?

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