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1-1 Ch. 1 The Strategic Role ofHuman Resource
ManagementThe Management Process Planning
Organizing
Staffing
Leading
Controlling
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1-2
Management Process
Planning Goals and standards
Rules and procedures
Plans and forecasting.
Organizing Tasks
Departments
Delegating
Authority and communication
Coordinating
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1-3
Management Process
Staffing
Hiring Recruiting
Selecting
Performance standards
Compensation Evaluating performance
Counseling
Training and developing
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1-4
Management Process
Leading Getting the job done
Morale
Motivation
Controlling Setting standards
Comparing actual performance to standards
Corrective action
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1-5
HRM Function
Human Resource Management is the processof acquiring, training, appraising, and
compensating employees and attending to
their labor relations, health and safety, and
fairness concerns.
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1-7
HRM is Important to all Managers.
Dont Let These Happen to You!
The wrong person
High turnover
Poor results
Useless interviews
Court actions
Safety citations
Salaries appear unfair
Poor training
Unfair labor practices
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1-8
HRMIts All About Results
For many years it has been said that capital is
the bottleneck for a developing industry. I dont
think this any longer holds true. I think its the
work force and a companys inability to recruit
and maintain a good work force that doesconstitute the bottleneck. F. K. Foulkes
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Line and Staff Aspects of
HRM Authority
Making decisions
Directing work
Giving orders
Line Managers
Accomplishing goals Staff Managers
Assisting and advising line managers
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Line Managers HRM Jobs
The right person
Orientation
Training
Performance
Creativity Working
relationships
Policies and
procedures Labor costs
Development
Morale Protecting
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1-11
Staff Managers HRM Jobs
Line authority Implied authority
Functional control
Employee advocacy
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1-12
HR Department
Organizational
Chart
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Strategic Planning and
Trends
Strategyis the companys long-term plan
for how it will balance its internalstrengths and weaknesses with its
external opportunities and threats to
maintain a competitive advantage.
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Strategic Planning
There are three levels of strategic planning as
shown below
Corporate
Strategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
Functional
Strategies
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The Strategic Planning
Process SWOT analysis - Strengths, Weaknesses,
Opportunities, and Threats
Best strategic plans balancea companys Strengthsand Weaknesses with the Opportunities and Threatsthe firm faces
Basic strategic trends
Globalization
Technological advances
The nature of work
The workforce
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Globalization
0
10
20
30
40
50
60
7080
1920 1950 1970 2000
% fortune 500 with a
global presence
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Technological Advances and the
Nature of Work
Technology mandates andenables companies to be
more competitive Knowledge intensive jobs in
industries such asaerospace, computers,
telecommunications, andbiotechnology are replacingfactory jobs in steel, auto,rubber and textiles
arrier
http://www.global.carrier.com/http://www.global.carrier.com/http://www.global.carrier.com/http://www.global.carrier.com/http://www.alcoa.com/ -
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HRs evolving role
Protectorand
Screener
Strategic Partner
Change Agent
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Strategic HRM
Strategic human resource
management:linking HRM
with strategic goals andobjectives to improve
business performance and
develop organizational
cultures fosteringinnovation and flexibility.
Clarify the business
strategy
Realign the HR
functions and key
people practices
Create needed competencies
and behaviors
Realization of business
strategies and results
Evaluate and refine
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HRs evolving role as strategicpartner
HR operations
Corporate strategy
Corporate strategy
HR programs
Corporate strategy
HR programs
Corporate strategy
HR operations
Corporate strategy
HR programs
FedEx
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How HR helps strategy
execution Functional strategies
should support
competitivestrategies
Value chain analysis
Outsourcing Strategy Formulation
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How HR helps form strategy
Formation of a
companys strategy =
identifying, analyzing
and balancing external
opportunities and
threats with internal
strengths andweaknesses
Environmental
scanning
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The Value Chain Approach
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Technology can be the HumanResources engine of change
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HR and technology
Basic HR systems demand paperwork
70% of HRs employees time = paperwork
Off the shelf forms from Office Depot/Officemax
Online forms
Human Resource Information Systems (HRIS)
HR on the Internet
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HR portals
Employees can
answer their own
questions
HR moves from
reactiveto proactive
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HR means performance
Can HR have a measurableimpact on a companys
bottom line? Better HRM translates into
improved employeeattitudes and motivation
(e.g., working at home) Well run HR programs drive
employee commitment
http://www.toyota.com/