Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning

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Managing
Human Resources
Bohlander Snell Sherman

Chapter 1
The Challenge
of Human Resources
Management
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Chapter 1
Learning Objectives
OIdentify how firms gain sustainable competitive
advantage through people.
OExplain how globalization is influencing human
resources management.
ODescribe the impact of information technology on
managing people.
OIdentify the importance of change management.
OState HRs role in developing intellectual capital.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Learning Objectives, cont.
ODifferentiate how TQM and reengineering
influence HR systems.
ODiscuss the impact of cost pressures on hr
policies.
ODiscuss the primary demographic and employee
concerns pertaining to HRM.
OProvide examples of the roles and competencies of
todays HR managers.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Criteria for Competitive Advantage through People
Combining
Core Competencies
Through People
to Create
Competitive Advantage
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Core Competencies

Integrated knowledge sets
within an organization that
distinguish it from its competitors
and deliver value to customers

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Presentation Slide 1-1
Overall Framework for HRM
COMPETITIVE
CHALLENGES

globalization
technology
managing change
human capital
responsiveness
cost containment
EMPLOYEE
CONCERNS

background diversity
age distribution
gender issues
educational levels
employee rights
privacy issues
work attitudes
family concerns
HUMAN
RESOURCES

planning
recruitment
staffing
job design
training/development
appraisal
communications
compensation
benefits
labor relations
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Competitive Challenges for HRM
Globalization
Managing Change
Developing
Human Capital
Cost Containment
Market
Responsiveness
Technology
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Globalization

Trend toward opening up foreign markets
to international trade and investment

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Knowledge Workers

Workers whose responsibilities extend
beyond the physical execution of work to
include decision making, problem solving,
and trouble shooting

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Human Resources
Information System (HRIS)

Computerized system that provides
current and accurate data for purposes
of control and decision making

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Reactive Change

Change that occurs after external forces
have already affected performance

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Proactive Change

Change initiated to take advantage
of targeted opportunities

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Human Capital

The knowledge, skills, and abilities
of individuals that have economic value
to an organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Total Quality Management
(TQM)

A set of principles and practices whose
core ideas include understanding customer
needs, doing things right the first time,
and striving for continuous improvement

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Reengineering

Fundamental rethinking and radical
redesign of business processes to achieve
dramatic improvements in cost, quality,
service, and speed

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Downsizing

The planned elimination of jobs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Outsourcing

Contracting outside the organization
to have work done that formerly
was done by internal employees

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Employee Leasing

Employees who are hired away
by a vendor firm but continue
to work in their original jobs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Top HR Issues for Increasing
Employee Productivity
Training
Controlling
Benefits Costs
Employee
Recruitment and
Selection
Performance
Evaluation
Employee
Communications
Incentive Pay
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Environment
empowerment
teams
leader support
culture















Perf=f(A,M,E)
Presentation Slide 1-2
Productivity Enhancements
Ability
recruitment
selection
training
development
Motivation
job enrichment
promotions
coaching
feedback
rewards
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Managing Diversity

Being aware of characteristics common
to employees, while also managing
employees as individuals

Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Social Concerns in HRM
Changing
Demographics
Attitudes toward
Work and Family
Employer/
Employee Rights
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Value of Higher Education
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Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Presentation Slide 1-3
Diversity Rational Poll

The primary business reasons for diversity
management include
4 Better utilization of talent
4 Increased marketplace understanding
4 Breadth of understanding in leadership positions
4 Enhanced creativity
4 Increased quality of team problem-solving

Source: Survey data from Gail Robinson and Kathleen Dechant, Building a business case for diversity,
The Academy of Management Executive, 11 no3 (Aug 1997): 21-31



Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Responsibilities of the HR Manager
Advice and
Counsel
Service
Employee
Advocacy
Policy Formulation
and
Implementation
Managing Human Resources, 12e, by Bohlander/Snell/Sherman 2001 South-Western/Thomson Learning
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Presentation Slide 1-4
Framework
for HRM
Competencies

HR Functional
Expertise


Managing
Change
Knowledge of
Business


Personal Credibility