Bohlander15e ch01

© 2010 South-Western, a part of Cengage LearningAll rights reserved.© 2010 South-Western, a part of Cengage LearningAll rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

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© 2010 South-Western, a part of Cengage Learning. All rights reserved. 1–2

Identify how firms gain a sustainable competitive advantage through people.

Explain how globalization is influencing human resources management.

Describe the impact of information technology on managing people.

Identify the importance of change management.

Describe HR’s role in developing intellectual capital.

Chapter ObjectivesAfter studying this chapter, you should be able to


Explain how TQM, Six Sigma, and reengineering affect HR systems.

Discuss how cost pressures affect HR policies.

Discuss the primary demographic and employee concerns pertaining to HRM.

Provide examples of the roles and competencies of today’s HR managers.

Chapter Objectives (cont’d)After studying this chapter, you should be able to


Why Study Human Resources ManagementWhy Study Human Resources Management

•Human Resources Management (HRM)Human Resources Management (HRM) The process of managing human resources The process of managing human resources

(human capital and intellectual assets) to (human capital and intellectual assets) to achieve an organization’s objectives.achieve an organization’s objectives.

•““Why Study HRM?”Why Study HRM?” Staffing the organization, designing jobs and Staffing the organization, designing jobs and

teams, developing skillful employees, teams, developing skillful employees, identifying approaches for improving their identifying approaches for improving their performance, and rewarding employee performance, and rewarding employee successes—all typically labeled HRM issues—successes—all typically labeled HRM issues—are as relevant to line managers as they are to are as relevant to line managers as they are to managers in the HR department.managers in the HR department.


FIGURE

1.1Overall Framework for Human Resources Management


Competitive Challenges and Competitive Challenges and Human Resources ManagementHuman Resources Management

•The most pressing competitive issues The most pressing competitive issues facing firms:facing firms: Competing, recruiting, and staffing globallyCompeting, recruiting, and staffing globally Embracing new technologyEmbracing new technology Managing changeManaging change Managing talent, or human capital Managing talent, or human capital Responding to the market Responding to the market Containing costsContaining costs


Challenge 1: Competing, Recruiting, and Challenge 1: Competing, Recruiting, and Staffing GloballyStaffing Globally

•GlobalizationGlobalization The trend toward opening up foreign markets The trend toward opening up foreign markets

to international trade and investmentto international trade and investment

• Impact of GlobalizationImpact of Globalization ““Anything, anytime, anywhere” marketsAnything, anytime, anywhere” markets Partnerships with foreign firmsPartnerships with foreign firms Lower trade and tariff barriersLower trade and tariff barriers

NAFTA, EU, APEC trade agreementsNAFTA, EU, APEC trade agreements WTO and GATTWTO and GATT


Challenge 1…(cont’d)Challenge 1…(cont’d)

•Corporate Social Responsibility (CSR)Corporate Social Responsibility (CSR) The responsibility of the firm to act in the best The responsibility of the firm to act in the best

interests of the people and communities interests of the people and communities affected by its activitiesaffected by its activities

•Globalization’s Impact on HRMGlobalization’s Impact on HRM Different geographies, cultures, laws, and Different geographies, cultures, laws, and

business practicesbusiness practices Issues:Issues:

Identifying capable managers and workersIdentifying capable managers and workers Developing foreign culture and work practice training Developing foreign culture and work practice training

programs.programs. Adjusting compensation plans for overseas workAdjusting compensation plans for overseas work


1A Guide to HR Internet Sites

HR professionals can access the following Web sites for current information related to human resources.

Codes of Conduct

Asia-Pacific Economic Cooperation Forum Business Code of Conduct (http://www.cauxroundtable.org/

APECForumBusinessCodeofConduct.html)

Caux Round Table Principles for Business (http://www.cauxroundtable.org/principles.html)

Fair Labor Association Workshop Code of Conduct (http://www.fairlabor.org)

Global Sullivan Principles (http://www.thegsp.org)

ILO Tripartite Declaration of Principles Concerning Multinational Enterprises and Social Policy (http://www.ilo.org)

OECD Guidelines for Multinational Enterprises (www.oecd.org/daf/investment/guidelines)

OECD, Principles of Corporate Governance (http://www.oecd.org)

Rules of Conduct on Extortion and Bribery in International Business Transactions (International Chamber of Commerce, http://www.iccwbo.org)

United Nations Universal Declaration of Human Rights (http://www.un.org)


1A Guide to HR Internet Sites (cont’d)

General

AFL-CIO (http://www.aflcio.org/home.htm)—Union news, issue papers, press releases, links to labor sites.

American Management Association (http://www.amanet.org/index.htm)—AMA membership, programs, training, and so on.

FedWorld (http://www.fedworld.gov)—A gateway to many government Web sites.

HR Professional’s Gateway to the Internet (http://www.hrprosgateway.com)—Links to HR-related Web pages.

Occupational Safety and Health Resources (http://www.osh.net)—OSHA-related sites, government pages, resources, and so on.

Society for Human Resource Management (http://www.shrm.org)—Current events, information, connections, and articles.

Telecommuting, Telework, and Alternative Officing (http://www.gilgordon.com)—Telecommuting and flexible hours.

Training & Development Resource Center (http://www.thetrainingworld.com)—Job mart, training links, and T&D electronic mailing list links.

U.S. Department of Labor (http://www.dol.gov)—Job bank, labor statistics, press releases, grants, and contract information.


Challenge 2: Embracing New TechnologyChallenge 2: Embracing New Technology

•Knowledge WorkersKnowledge Workers Workers whose responsibilities extend beyond Workers whose responsibilities extend beyond

the physical execution of work to include the physical execution of work to include planning, decision making, and problem planning, decision making, and problem solving.solving.

•Knowledge-Based TrainingKnowledge-Based Training Online instructionOnline instruction ““Just-in-time” learning via the Internet Just-in-time” learning via the Internet

on company intranetson company intranets Virtual learningVirtual learning


Influence of Technology in HRMInfluence of Technology in HRM

•Human Resources Information System (HRIS)Human Resources Information System (HRIS) A computerized system that provides current and A computerized system that provides current and

accurate data for the purposes of control and accurate data for the purposes of control and decision making.decision making.

Benefits:Benefits: Automation of routine tasks, lower administrative costs, Automation of routine tasks, lower administrative costs,

increased productivity and response times.increased productivity and response times. Self-service access to information and training for Self-service access to information and training for

managers and employeesmanagers and employees Online recruiting, screening, and pretesting of applicantsOnline recruiting, screening, and pretesting of applicants Training, tracking, and selecting employees based on Training, tracking, and selecting employees based on

their record of skills and abilitiestheir record of skills and abilities Organization-wide alignment of “cascading” goalsOrganization-wide alignment of “cascading” goals


2Automation of Talent Management Functions


HRM IT Investment FactorsHRM IT Investment Factors

• Fit of the application to Fit of the application to the firm’s employee the firm’s employee base.base.

• Ability to upgrade Ability to upgrade Increased efficiency Increased efficiency and time savings and time savings

• Compatibility with Compatibility with current systemscurrent systems

• Availability of technical Availability of technical supportsupport

• Time required to Time required to implement and train implement and train staff members to use staff members to use HRISHRIS

• Initial and annual Initial and annual maintenance costsmaintenance costs

• Training time required Training time required for HR and payrollfor HR and payroll


Challenge 3: Managing ChangeChallenge 3: Managing Change

•Types of ChangeTypes of Change Reactive changeReactive change

Change that occurs after external forces have Change that occurs after external forces have already affected performancealready affected performance

Proactive changeProactive change Change initiated to take advantage of targeted Change initiated to take advantage of targeted

opportunitiesopportunities

•Managing Change through HRManaging Change through HR Formal change management programs help to Formal change management programs help to

keep employees focused on the success of the keep employees focused on the success of the business.business.


Challenge 3: Managing Change (cont’d)Challenge 3: Managing Change (cont’d)

•Why Change Efforts Fail:Why Change Efforts Fail: Not establishing a sense of urgency.Not establishing a sense of urgency. Not creating a powerful coalition to guide the Not creating a powerful coalition to guide the

effort.effort. Lacking leaders who have a vision.Lacking leaders who have a vision. Lacking leaders who communicate the vision.Lacking leaders who communicate the vision. Not removing obstacles to the new vision.Not removing obstacles to the new vision. Not systematically planning for and creating Not systematically planning for and creating

short-term “wins.”short-term “wins.” Declaring victory too soon.Declaring victory too soon. Not anchoring changes in the corporate culture.Not anchoring changes in the corporate culture.


Challenge 4: Managing Talent, or Human CapitalChallenge 4: Managing Talent, or Human Capital

•Human CapitalHuman Capital The knowledge, skills, and capabilities of The knowledge, skills, and capabilities of

individuals that have economic value to an individuals that have economic value to an organization.organization.

Valuable because capital:Valuable because capital: is based on company-specific skills.is based on company-specific skills. is gained through long-term experience.is gained through long-term experience. can be expanded through development.can be expanded through development.


Challenge 5: Responding to the MarketChallenge 5: Responding to the Market

•Total Quality Management (TQM)Total Quality Management (TQM) A set of principles and practices whose core A set of principles and practices whose core

ideas include understanding customer needs, ideas include understanding customer needs, doing things right the first time, and striving doing things right the first time, and striving for continuous improvement.for continuous improvement.

•Six SigmaSix Sigma A process used to translate customer needs A process used to translate customer needs

into a set of optimal tasks that are performed into a set of optimal tasks that are performed in concert with one another.in concert with one another. HR facilitates organizational development of Six HR facilitates organizational development of Six

Sigma.Sigma. HR helps balance the opposing needs for order and HR helps balance the opposing needs for order and

control with the needs for growth and creativity.control with the needs for growth and creativity.


Challenge 5: Responding to the Market Challenge 5: Responding to the Market (cont’d)(cont’d)•Reengineering and HRMReengineering and HRM

Fundamental rethinking and radical redesign of Fundamental rethinking and radical redesign of business processes to achieve dramatic business processes to achieve dramatic improvements in cost, quality, service, and improvements in cost, quality, service, and speed.speed. Requires that managers create an environment for Requires that managers create an environment for

change.change.

Depends on effective leadership and communication Depends on effective leadership and communication processes.processes.

Requires that administrative systems be reviewed Requires that administrative systems be reviewed and modified.and modified.


Challenge 6: Containing CostsChallenge 6: Containing Costs

•DownsizingDownsizing The planned elimination of jobs (“head count”).The planned elimination of jobs (“head count”). LayoffsLayoffs

•OutsourcingOutsourcing Contracting outside the organization to have Contracting outside the organization to have

work done that formerly was done by internal work done that formerly was done by internal employees.employees.

•Offshoring (Global Sourcing)Offshoring (Global Sourcing) The business practice of sending jobs to other The business practice of sending jobs to other

countries.countries.


Challenge 6: Containing Costs (cont’d)Challenge 6: Containing Costs (cont’d)

•Hidden Costs of a LayoffHidden Costs of a Layoff Severance and rehiring costsSeverance and rehiring costs

Accrued vacation and sick day payoutsAccrued vacation and sick day payouts

Pension and benefit payoffsPension and benefit payoffs

Potential lawsuits from aggrieved workersPotential lawsuits from aggrieved workers

Loss of institutional memory and trust in Loss of institutional memory and trust in managementmanagement

Lack of staffers when the economy reboundsLack of staffers when the economy rebounds

Survivors who are risk-averse, paranoid, and Survivors who are risk-averse, paranoid, and politicalpolitical



•Benefits of a No-Layoff PolicyBenefits of a No-Layoff Policy A fiercely loyal,more productive workforceA fiercely loyal,more productive workforce

Higher customer satisfactionHigher customer satisfaction

Readiness to snap back with the economyReadiness to snap back with the economy

A recruiting edgeA recruiting edge

Workers who aren’t afraid to innovate, knowing Workers who aren’t afraid to innovate, knowing their jobs are safe.their jobs are safe.


FIGURE

1.2Estimated Number and Types of U.S. Jobs Estimated to Move Offshore between 2010 and 2015



•Employee LeasingEmployee Leasing The process of dismissing employees who are The process of dismissing employees who are

then hired by a leasing company (which then hired by a leasing company (which handles all HR-related activities) and handles all HR-related activities) and contracting with that company to lease back contracting with that company to lease back the employees.the employees.


FIGURE

1.3Productivity Enhancements


Demographic and Employee ConcernsDemographic and Employee Concerns

•Demographic ChangesDemographic Changes More diverse workforceMore diverse workforce

Ethnic and cultural challengesEthnic and cultural challenges

Aging workforceAging workforce More educated workforceMore educated workforce

Necessity of basic skills Necessity of basic skills trainingtraining

•Managing DiversityManaging Diversity Being aware of Being aware of

characteristics common to characteristics common to employees, while also employees, while also managing employees as managing employees as individualsindividuals


3Social Issues in HRM

Changing Demographics: The coming decades will bring a more diverse and aging workforce to developed countries such as the United States. This has major implications for all aspects of HRM because it alters traditional experience and expectations regarding the labor pool. Among the issues in this area are:

• Globalization • Diversity strategies• Shrinking pool of skilled entry-level workers • Social Security and retirement issues• Rising health care costs for employees • Continual skills development and retraining• Outsourcing, offshoring, and the use of temporary and part-time employees

Employer/Employee Rights: This area reflects the shift toward organizations and individuals attempting to define rights, obligations, and responsibilities. Among the issues here are:

• Relationship employment versus transactional-based employment• Concern for the privacy of employees • Whistle-blowing • Comparable worth• Employer-employee ethics • Legal compliance • Mandated benefits

Attitudes toward Work and Family: Because of the increase of working women as well as employee mobility and a growing concern about family issues, there is demand for recognizing and supporting family-related concerns. Among the issues are:

• Day care and elder care • Parental leave • Flextime • Telecommuting• Alternative work schedules • Job sharing • Job rotation


FIGURE

1.4Composition of U.S. Population


FIGURE

1.5Labor Force and Gender Distributions


FIGURE

1.6Education Pays


FIGURE

1.7Model of Diversity Management Strategy


4Why Diversity?

The primary business reasons for diversity management include . . .


Jobs and Organizations

Jobs and Organizations

Employee Rights

Employee Rights

Concern for Privacy

Concern for Privacy

Attitudes towards Work

Attitudes towards Work

Balancing Work and Family

Balancing Work and Family

Impact of Cultural ChangesImpact of Cultural Changes


Qualities of HR ManagersQualities of HR Managers

• ResponsibilitiesResponsibilities1.1. Advice and counselAdvice and counsel

2.2. ServiceService

3.3. Policy formulation Policy formulation and and implementationimplementation

4.4. Employee advocacyEmployee advocacy

• CompetenciesCompetencies1.1. Business masteryBusiness mastery

2.2. HR masteryHR mastery

3.3. Change masteryChange mastery

4.4. Personal credibilityPersonal credibility


FIGURE

1.8Human Resource Competency Model


5SHRM Code of Ethical and Professional Standards in Human Resource Management

Society for Human Resource Management

CODE PROVISIONS

Professional ResponsibilityCore PrincipleAs HR professionals, we are responsible for adding value to the organizations we serve and contributing to the ethical success of those organizations. We accept professional responsibility for our individual decisions and actions. We are also advocates for the profession by engaging in activities that enhance its credibility and value.

Intent• To build respect, credibility and strategic importance for the HR profession within our

organizations, the business community, and the communities in which we work.• To assist the organizations we serve in achieving their objectives and goals.• To inform and educate current and future practitioners, the organizations we serve, and the

general • public about principles and practices that help the profession.• To positively influence workplace and recruitment practices.• To encourage professional decision-making and responsibility.• To encourage social responsibility.


corporate social responsibility

downsizing

employee leasing

globalization

human capital

human resources information system (HRIS)

human resources management (HRM)

knowledge workers

managing diversity

offshoring

outsourcing

proactive change

reactive change

reengineering

Six Sigma

total quality management (TQM)