Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
CHAPTER 1
Topics to be covered: The New People Economy The Competitive Advantage of Firms Human resource Objectives: Serving Multiple Stakeholders Competitive Challenges influencing Human Resource Management Meeting the Competitive Challenges through HRM Practices The Scope of Personnel & Human Resource Management HRM Practices that enhance competitive advantage
Technology is no longer the preserve of a few companies Unrestricted flow of information Globalization is creating one all quality standards The world economy is increasingly becoming service oriented
Are Making Knowledge Vital: Continuous innovation is impossible without knowledge assets Nothing but knowledge can generate originality of service Only knowledge enables customer needs to be anticipated It needs knowledge to leverage all organizational capabilities Knowledge is the core competence for coping with change
So People are crucial: The exclusive source of knowledge for organization is people Individual knowledge is the starting point for organizational knowledge The knowledge pool of each individual cannot be replicated Only people can spread knowledge sources across the company It is only people who can convert knowledge into efficient action
To every operation: Product design is an outcome of sustained personal innovation Manufacturing is the result of teamwork applied to technology Marketing is the sum of people devised service added to products
The basic unit of analysis for understanding competition is the industry. An industry is a group of competitors producing products or services that compete directly with each other.
COMPETITIVE ADVANTAGE C O M P T I T I V E S C O P E
Lower Cost
Differentiation
Broad Target
COST LEADERSHIP
DIFFERENTIATION
Narrow Target
COST FOCUS
FOCUSED DIFFERENTIATION
PRIMARY ACTIVITIES
HR Practices
Pre Selection Practices
Employee-Centered Outcomes
Organization-Centered Outcomes
Competitive Advantage
Recruitment Selection
Post-Selection Practices Training Development Performance Appraisal Compensation
Practices Affected by External Factors Union Health & Safety Workplace Safety
Strategic Partners
Organization
Society
Employees
Customer s
Business Competitiveness
Social Challenges
Managing cultural diversity
High-Performance Work System Challenges Change employees and managers work roles Integrate technology and social systems
Global Challenges
Quality Challenges
HR Practices
HR Strategy is matched to business strategy Work is performed by teams Par Systems reward skills and accomplishments Selection System is job related and legal Work attitudes of employees are monitored Continuous learning environment is created Discipline System is progressive Customer satisfaction and Quality are evaluated in the performance management system Skills & values of diverse workforce are valued
Social Challenge
C O M P E T I T I V E N E S S
Proactive, innovative role Emphasis on Strategy Focus on employees requirements in light of business needs Employees seen as investment to be nurtured as well as cost to be controlled Conflicts dealt with team leaders within their teams management led-planning if people resources and employment conditions Contributing added value to the business Stimulating change Total commitment to business goals
Employment Security Selectivity in Recruiting High Wages Incentive Pay Employee Ownership Information Sharing Participation & Empowerment Teams & Job Redesign Training & Skill Development
Cross Utilization and cross-training Symbolic Egalitarianism Wage Compression Promotion from within Long-term perspective Measurement of Practices Overarching Philosophy