human resource mgmt ch 01 - r.ppt

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-1

    Human ResourceManagement

    Chapter One

    Managing Employees for

    Competitive Advantage

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-2

    People Management

    Enables a company to:

    Attract, develop and retain talented

    employees Motivate employees to work hard and

    contribute to companys success

    Maintain and enhance a competitive

    advantage through its employees

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-3

    Key Terms

    HR practicestools a company uses to

    manage employees

    Line managerindividuals responsible forsupervising and directing a group of

    employees to perform tasks

    HR departmentsupport function that

    designs and implements company policies formanaging employees

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-4

    Competitive Advantage

    A companys ability to create more economic

    value than its competitors

    Accomplished through:managing employees effectively

    training employees in skills they need

    making employees feel valuedmotivating employees to be productive

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-5

    Primary HR Activities

    Work design and workforce planning

    Managing employee competencies Managing employee attitudes and

    behaviors

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-6

    Work Design and

    Workforce Planning

    What employees do, ensuring the right

    people are in the right place at the right time

    How jobs are interconnected and aligned withthe companys objectives

    How employees are allocated

    When outsourcing, reorganization or use ofcontingent labor is needed

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    Managing Employee

    Competencies

    Assessing knowledge, skills, abilities and

    other talents employees possess

    Recruiting potential employees with desiredcompetencies

    Selecting the best candidates based on

    experience and/or personality

    Training employees in skills they need for

    current and future positions

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    Motivating workers to improve their

    performance Communicating performance criteria

    aligned with organizational goals

    Providing employees with feedback

    Disciplining poor performers

    Managing Employee

    Attitudes and Behaviors

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-9

    HR Challenges

    Organizational demandsstrategy, culture,

    employee concerns

    Environmental influenceslabor force trends,

    globalization, technology, ethics and social

    responsibility

    Regulatory issueslegislation protecting

    rights of individuals and the company withregard to employment processes

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-10

    Compensation and Incentives

    Includes base pay, rewards and incentives

    May be performance-based or based on

    seniority or both

    Motivates employees if viewed as fair for the

    job they perform

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-11

    Benefits, Health, and Wellness

    Required by law: Social Security

    Workers Compensation

    Family and Medical Leave Compliance with OSHA

    Voluntary:

    Paid time off Health care

    Retirement programs

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-12

    HR Alignment Activities

    Internal Alignmentpractices within each HR

    activity are consistent with each other

    External Alignmentpractices work in

    concert with one another as well as with

    external challenges companies face

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-13

    Strategic Challenges

    Companys strategy influences types of jobs

    needed

    Low-cost leader, example: Wal-Mart Differentiation, example: Nordstrom

    Four-star restaurant vs. fast food

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-14

    Company Characteristics

    Size

    Resources available

    Degree of autonomy and discretion Differences in job tasks

    Employee attitudes and behaviors

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-15

    Organizational Culture

    Set of underlying values and beliefs

    employees share

    Unwritten yet understood

    Represents beliefs of companys founders

    and key leaders

    Influences how employees do their jobs

    Can assist in attracting and retaining

    employees

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    Employee Concerns

    Single parents; caring for aging parents

    Dual career; balancing demands of work andpersonal lives

    Attracted by flexible scheduling, family-

    friendly benefits and telecommuting

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    Environmental Influences

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-18

    Labor Force Trends

    Diverse in race, gender and age

    Number of women expected to grow 9% from

    2006 to 2016

    Fastest-growing group: Hispanics and Asians

    Size of group 55-and-older increasing

    dramatically

    Influences how companies recruit/select

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-19

    Technology

    Requires many employees to possess basic

    computer proficiency

    Challenges privacy issues and potential

    misuse by employees

    Broadens access to recruit employees from

    larger market

    Enables virtual workforce

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-20

    Globalization

    Blurs country boundaries in businessactivities

    Enables international joint ventures and

    partnerships Challenges companies with differences in

    values and beliefs

    Encourages offshoringsending work onceperformed domestically to other countries forlower costs

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-21

    Ethics and Social Responsibility

    Companies and their management being held

    accountable for ethical behavior

    Corporate policies and procedures spell out

    ethical behavior

    Annual training required of employees

    Social Responsibility takes ethics to a new

    level

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-22

    Regulatory Issues

    Federal, state, and local legislation as well as

    executive orders

    Employment and the rights of individuals

    Title VII of the Civil Rights Act of 1964

    Americans with Disabilities Act of 1990

    OSHA Civil Rights Act of 1992

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    Plan for this Book

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-24

    Overview of Chapters

    Chapters 1-3 HR Challenges

    Chapters 4-5 Work Design and

    Workforce Planning Chapters 6-8 Managing Employee

    Competencies

    Chapters 9-12 Managing EmployeeAttitudes and Behaviors

    Chapters 13-14 Special Topics

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    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-25

    All rights reserved. No part of this publication may bereproduced, stored in a retrieval system, or transmitted,

    in any form or by any means, electronic, mechanical,photocopying, recording, or otherwise, without the priorwritten permission of the publisher. Printed in the United

    States of America.