human resource mgmt ch 2 revised

Upload: suspant

Post on 04-Jun-2018

226 views

Category:

Documents


0 download

TRANSCRIPT

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    1/30

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

    Human ResourceManagement

    Chapter Two

    Organizational Demands

    and Environmental Influences

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    2/30

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

    Managing Employees

    Strategically

    Helps companies:

    Use HR tools and practices appropriately

    Realize no two companies are alikethere isno best way

    Understand using the wrong practice or the

    right practice poorly can cause harm

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    3/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-3

    Meeting Organizational

    Demands

    Factors inherent within a company that

    influence how employees are managed

    These include: Strategy

    Company characteristics

    Organizational culture

    Employee concerns

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    4/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-4

    Strategy

    A plan for achieving a competitive

    advantage Influences how employees add value

    Impacts types of jobs employees perform

    Affects attitudes and behaviors employees

    display

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    5/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-5

    Cost Leadership Strategy

    Offering the lowest costs for products and

    services

    Focus on efficiencies and cost reductions

    Minimize overhead and costs

    Economies of scale are realized

    Only one cost leader in an industry

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    6/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-6

    Differentiation Strategy

    Providing something unique for which customers

    are willing to pay

    Unique product may include features, location,

    innovation, reputation, status, customer service orquality

    Offering something competing firms do not provide

    and customers value

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    7/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-7

    Low-Cost Strategy and

    Managing Employees

    Jobs are narrow in focus and emphasizestandardized and repetitive actions

    Behaviors are fairly well understood Individuals are hired with basic skills

    Employees trained to understand expectations

    Employees paid based on jobs they perform

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    8/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-8

    Differentiation Strategy and

    Managing Employees

    Jobs geared toward creativity or customer

    service

    Employees hired with specific skills and newperspectives

    Jobs require cooperation, creativity and

    knowledge sharing Pay based on individual potential or team

    accomplishments

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    9/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-9

    Company Size

    Small businesses: Have generated 60-80% of new jobs in past 10

    years

    Hire 40% of high-tech workers

    Represent over 99% of all employers

    Have line managers perform the HR functions

    Are challenged to provide competitive wages,

    benefits and training Enable each employee to directly impact

    companys success

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    10/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-10

    Young companies:-focus on growth and survival

    -face pressure to hire people to help thecompany grow

    Mature companies:

    -focus on customer retention and futureopportunities

    -have more resources and establishedpolicies and procedures

    -are more bureaucratic

    Stages of Development

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    11/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-11

    Organizational Culture

    Assumptions, values and beliefs of a company thataffect how employees behave

    Informal or unwritten

    Observed in how employees talk to one another Seen in employees interaction with customers

    Bureaucratic cultures value rules, formalization,hierarchy

    Entrepreneurial cultures value creativity, knowledgeexchange, innovation

    Other cultures value competition, teamwork,cooperation, fun

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    12/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-12

    What Shapes Culture?

    Values and beliefs of a companys founders

    Important decisions made in companys history

    HR practices that signal values and behavior

    Management practices and actions

    Mergers and acquisitions

    Strong cultures provide clear, consistent signals

    Weak cultures are ambiguous and lack a clearmessage

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    13/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-13

    Employee Concerns

    Psychological ContractPerceived

    obligations employees believe they owe their

    company and the company owes them

    Includes pay, benefits and training in exchange

    for commitment and performance

    Governs how employees evaluate company

    decisions and how they act on the job

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    14/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-14

    Work/Life Balance

    Demands of work and personal lives

    60% of mothers in U.S. workforce have

    children under the age of 3

    57% of workforce are dual-career households

    Many caring for older family members or

    dealing with traffic and long commutes

    Flexible work schedules, telecommuting,family-friendly benefits help attract and retain

    employees

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    15/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-15

    Justice

    Employees expect to be treated fairly:

    Distributive justice:

    Fairness in what individuals receive for their efforts

    Compensation for time and effort put into jobs

    Procedural justice: Determination that the process used to make

    decisions, rewards, and resolution of disputes isviewed as fair

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    16/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-16

    Understanding Procedure Justice

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    17/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-17

    Interactional Justice

    How employees feel they are treated by

    managers and supervisors

    When employees perceive company is not

    meeting its obligations, they respond by: Speaking up

    Silence

    Neglect Leaving

    Destructive behaviors

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    18/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-18

    Environmental Influences

    Aging Workforce

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    19/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-19

    Aging Workforce

    Baby boomers are approaching retirement

    There is competition for a limited supply of

    workers to replace them

    Some companies are recruiting older

    workers who bring experience and skills to

    workplace

    http://www.baptisthealth.net/bhs/en/frontdoor/0,2196,3150,00.html
  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    20/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-20

    Demographic Diversity

    Number of women expected to grow 9% from

    2006 to 2016

    Fastest-growing group: Hispanics and Asians

    Foreign-born population in the U.S. has

    increased 57% from 1990 to 2000

    Companies must manage diversity to

    leverage the benefits and eliminate bias and

    discrimination

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    21/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-21

    Technology

    Increased reliance on the Internet

    Some computer proficiency may be requiredin all jobs

    Broadens recruitment efforts beyond localmarket

    Enables virtual workforcetelecommuting,videoconferencing, e-mail

    Can also negatively affect the emotionalconnection employees feel to co-workers andthe company

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    22/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-22

    Globalization

    Influenced by trade agreements: NAFTA,

    EU, APEC

    Blurs country boundaries in business

    activities Enables international joint ventures and

    partnerships

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    23/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-23

    International Strategies

    Domestic strategyserving markets within aparticular country

    International strategyexpanding to markets inmultiple countries

    Multinational strategyestablishing autonomousbusiness units in multiple countries

    Global strategynot aligning with a particularcountry, but across countries to gain efficiencies

    Transnational strategyshared vision andcoordination across business units yet tailoringproducts to meet local country needs

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    24/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-24

    Global Factors

    Locations of operations

    Proximity to target market

    Access to resources Labor costs

    Availability of qualified labor

    Unemployment levels

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    25/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-25

    Cultural Differences

    Individualism vs. Collectivism

    Power Distance Uncertainty Avoidance

    Masculinity vs. Femininity

    Long-term vs. Short-term Orientation

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    26/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-26

    Managing Employees in a

    Global Environment

    Cultural differences affect HR and

    management practices and activities

    International experiences may benefit

    companies entering new markets and inbuilding relationships with stakeholders

    http://www.cyborlink.com/besite/mideast.htmhttp://www.cyborlink.com/besite/asia.htmhttp://www.cyborlink.com/besite/southpac.htmhttp://www.cyborlink.com/besite/russia.htmhttp://www.cyborlink.com/besite/europe.htmhttp://www.cyborlink.com/besite/asia.htmhttp://www.cyborlink.com/besite/africa.htmhttp://www.cyborlink.com/besite/latin_ame.htmhttp://www.cyborlink.com/besite/mideast.htmhttp://www.cyborlink.com/besite/southpac.htmhttp://www.cyborlink.com/besite/north_america.htmhttp://www.cyborlink.com/besite/_vti_bin/shtml.exe/default.asp/map
  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    27/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-27

    Ethics and Social Responsibility

    Involves how companies behave toward their

    stakeholders

    Includes consistent monitoring of all facets of

    operations

    Can help foster positive reputation and

    consumer support

    Companies rated as best corporate citizens

    financially outperform their counterparts

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    28/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-28

    Pressure Points for Unethical

    Behavior

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    29/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-29

    How to Encourage Ethical

    Behavior

    Appoint an ethics officer

    Monitor aspects of companys value system

    Provide ethics training

    Perform background checks on incoming

    employees

    Devote time at meetings to talk about ethics

    Have a written code of conduct

  • 8/13/2019 Human Resource Mgmt Ch 2 Revised

    30/30

    Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-30

    All rights reserved. No part of this publicationmay be reproduced, stored in a retrieval system,

    or transmitted, in any form or by any means,

    electronic, mechanical, photocopying, recording,or otherwise, without the prior written permissionof the publisher. Printed in the United States of

    America.