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Gambaran Umum Perkuliahan
HR - MIS
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Struktur Perkuliahan• Mata Kuliah : Human Resource–Management Information System (HR-MIS)• Bobot : 3 SKS• Frekuensi : (14 sesi kuliah tatap muka X 1 pekan sekali) + UTS + UAS• Penilaian :
• Tugas/Kuis 30%• UTS 30%• UAS 30%• Kehadiran 10%
• Buku Teks :1. Haag. S., Cummings, M.(2008). Management Information Systems for the
Information Age.7. McGraw-Hill International. New York.2. Turban, E,;Leidner, D.; Mc Lean, E.; & Wetherbe, J. (2007). Information
Technology for Management: Transforming Organizations in the Digital Economy.7. John Wiley & Sons. New York.
3. Laudon, K. C.; Laudon, J. P.(2007). Management Information Systems: Managing the Digital Firm.10. Pearson Prentice Hall. New Jersey. 4. McLeod, R. Jr.;Schell, G. P. (2007). Management Information Systems.10. Pearson Prentice Hall. New Jersey.
5. Baltzan, P.; Phillips, A. (2009). Business Driven Information Systems.2. McGraw-Hill International. New York.
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Struktur Perkuliahan ( Lanjutan )• Buku Teks :
6. Rainer Jr., R. K.; Turban, E. (2009). Introduction to Information Systems: Enabling and Transforming Business.2. John Wiley & Sons. New York.7. Martin, E. W. (2005). Managing Information Technology.5. Pearson Prentice Hall. New Jersey.8. Turban, E.; Aronson, J. E.; Liang, T. P. (2005). Decision Support Systems and Intelligent Systems. 7. Pearson Prentice Hall. New Jersey.
9.Meade, James G. (2003). The Human Resources Software Hanbook: Evaluating Technology Solutions for Your Organization. Pfeiffer. A Willey Imprint. SF.10.Noe, R. A.; Hollenbeck, J. R.; Gerhart, B.; Wright, P. M. (2008). Human Resource Management: Gaining a Competitive Advantage.6. McGraw-Hill International. New York.11.Dessler, G. (2008). Human Resource Management. 11. Pearson Prentice Hall. New Jersey.
* Hand-outs. *Proquest * Internet.
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Topik BahasanSesi Topik Bahasan1. -Pemahaman MSDM, Aktivitas, tanggung
jawab , peran, dan fungsi HRD, kompetensi, tantangan, perencanaan strategis, dan formulasi strategi untuk meraih Competitive Advantage.-Contoh, Diskusi, Tugas 1.-Penjelasan tugas presentasi kelompok (dijelaskan berulang pada setiap kesempatan perkuliahan tatap muka)
2. -Konsep Sistem, Informasi, knowledge, SI, Teknologi Informasi, Organisasi, Manajemen,SIM,Permodelan SIM,dan Sistem Pengolahan Transaksi pada divisi HRD-Contoh, Diskusi, Tugas 2.
3. -Investasi TI, Metode Perolehan Software, SDLC, RAD,Prototyping, Metode Implementasi Sistem.-Contoh, Diskusi, Review 1.
4. -Decision Making, Systems Approach, Jenis Keputusan, Peran TI, BPM dan aplikasinya pada Divisi HRD.- Contoh, Diskusi, Tugas 3
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Topik Bahasan (lanjutan)Sesi Topik Bahasan
5. -Business Intelligence, Artificial Intelligence, Office Automation, Decision Support Systems (DSS), Executive Information Systems (EIS), Expert Systems, dan Enterprice Resource Planning (ERP).-Contoh, Diskusi, Review 2.
6. -Database Management Systems (DBMS)-Knowledge Management (KM)- Contoh, Diskusi, Tugas 4.
7. -Sistem Informasi SDM-Competitive Advantage (Keunggulan Daya Saing)- Contoh, Diskusi, KUIS 1.
8. U T S
9. -Peran SDM dalam pelaksanaan E-Business, E-Commerce, E-Government, dan E-CRM (Electronic-Customer Relationship Management).-Contoh, Diskusi , Tugas 5.
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Topik Bahasan (lanjutan)
Sesi Topik Bahasan
10. - Peran SDM dalam pelaksanaan proses bisnis E-SCM ( Supply Chain Management / Manajemen Rantai Pasokan).- Contoh, Diskusi.
11. - Pengenalan beberapa penyedia utama HR-Software: SAP, Oracle, Peoplesoft, J.D. Edwards, Lawson Software, SAS, BAAN, dsb.- Konsultansi.- Contoh, Diskusi, Tugas 6.
12. - Pengenalan beberapa produk HR-Software: !Track-It HR, People Track, Employease, iVantage, Genesys Enterprise Series, dsb.- Contoh, Diskusi, Review 3.
13. - Implikasi Etika dalam Teknologi Informasi dan Pengamanan Sistem Informasi.- Contoh, Diskusi, kuis 2.
14. - Presentasi Tugas Akhir Kelompok (Bagian I)
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Topik Bahasan (lanjutan)
Sesi Topik Bahasan
15.- Presentasi Tugas Akhir Kelompok (Bagian 2)- Review 4.
16. U A S
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Kesepakatan Aturan Perkuliahan• Jam Kuliah
• Kuliah Sabtu : 10.45 – 13.15• Kuliah Minggu : 14.00 - 16.30• Toleransi keterlambatan bagi dosen dan mahasiswa:
maksimum 15 menit.
• Tata tertib mhs dalam ruang kuliah: - Mengikuti perkuliahan dengan tertib - Tidak mengaktifkan Laptop - Bertanya dan berdiskusi - Mengejakan tugas dan presentasi sesuai instruksi.
• Maksimum ketidakhadiran dalam 1 semester: 4 kali perkuliahan dengan nilai minimal kehadiran hanya 65.
Human Resource ManagementHuman Resource ManagementGaining a Competitive AdvantageGaining a Competitive Advantage
Human Resource Management: Human Resource Management:
Gaining a Competitive AdvantageGaining a Competitive Advantage
Learning ObjectivesLearning Objectives
After reading this chapter, you should be able to:After reading this chapter, you should be able to: Discuss the roles and activities of a company’s human resource Discuss the roles and activities of a company’s human resource
management functionmanagement function Discuss the implications of the economy, the makeup of the labor Discuss the implications of the economy, the makeup of the labor
force, and ethics for company sustainabilityforce, and ethics for company sustainability Discuss how human resource management affects a company’s Discuss how human resource management affects a company’s
balanced scorecardbalanced scorecard Discuss what companies should do to compete in the global Discuss what companies should do to compete in the global
marketplacemarketplace Identify the characteristics of the workforce and how they Identify the characteristics of the workforce and how they
influence human resource managementinfluence human resource management Discuss human resource management practices that support Discuss human resource management practices that support
high-performance work systemshigh-performance work systems Provide a brief description of human resource management Provide a brief description of human resource management
practicespractices
IntroductionIntroduction
CompetitivenessCompetitiveness – a company’s – a company’s ability to maintain and gain market ability to maintain and gain market shareshare
Human resource managementHuman resource management – – the policies, practices, and systems the policies, practices, and systems that influence employees’ behavior, that influence employees’ behavior, attitudes, and performanceattitudes, and performance
Responsibilities of HR Responsibilities of HR Departments Departments Company Company PerformancePerformance
(P, O)(P, O)Employment Analysis, Design, and Employment Analysis, Design, and Planning Planning
(St)(St)Recruiting & SelectingRecruiting & Selecting (St)(St)Training and developmentTraining and development (St)(St)CompensationCompensation (St)(St)BenefitsBenefits (St)(St)Employee servicesEmployee services (St)(St)Employee and community relationsEmployee and community relations (St, Ld,Ctr)(St, Ld,Ctr)Personnel records / Performance Personnel records / Performance
Management Management (St)(St)Health and safetyHealth and safety (P)(P)Strategic planningStrategic planning
More Explanations:More Explanations: (1.Phys) Compensation(1.Phys) Compensation: : wage, salary, incentive wage, salary, incentive
pay, executive compensation, rewards.pay, executive compensation, rewards. (2.Safe&Secr)Benefits(2.Safe&Secr)Benefits: insurance, vacation leave, : insurance, vacation leave,
retirement plans, profit sharing.retirement plans, profit sharing. (2.Safe&Secr)Employee services(2.Safe&Secr)Employee services: Employee : Employee
assistance programs / counseling, relocation assistance programs / counseling, relocation services, outplacement services.services, outplacement services.
(3.Love&Belonging)Employee & community (3.Love&Belonging)Employee & community relationsrelations: attitude surveys, labor relations, : attitude surveys, labor relations, publications, labor law compliance, discipline.publications, labor law compliance, discipline.
(4.Esteem&Recog)Personnel records(4.Esteem&Recog)Personnel records: HR-: HR-Information systems & Records.Information systems & Records.
(2.Safe&Secr)Health and safety(2.Safe&Secr)Health and safety: safety : safety inspection,drug testing,etcinspection,drug testing,etc
(5.Self Act)Strategic planning(5.Self Act)Strategic planning: forecasting, long-: forecasting, long-term planning, mergers and acquisitions, term planning, mergers and acquisitions, international human resources.international human resources.
What Roles Do What Roles Do HR Departments Perform?HR Departments Perform?
AdministrativeServices and Transactions:
Business Partner Services
Strategic Partner:HumanResources
*Hiring*Staffing*Compensation, etc
*Contributing to business strategy (Developing HR Practices)*Emphasizing HR Knowledge
*Helping implement business plan*Designing effective system to ensure competencies
What Competencies Do HR What Competencies Do HR Professionals Need?Professionals Need?
How is the HRM Function How is the HRM Function Changing?Changing?
Time spent on administrative tasks is decreasing Time spent on administrative tasks is decreasing and its roles as a strategic business partner, and its roles as a strategic business partner, change agent, and employee advocate are change agent, and employee advocate are increasingincreasing
This shift presents two important challenges:This shift presents two important challenges: Self-serviceSelf-service – giving employees online access to – giving employees online access to
information about HR issuesinformation about HR issues OutsourcingOutsourcing – the practice of having another – the practice of having another
company provide servicescompany provide services
How is the HRM Function How is the HRM Function Changing?Changing?
As part of its strategic role, one of the key As part of its strategic role, one of the key contributions that HR can make is to contributions that HR can make is to engage in evidence-based HR.engage in evidence-based HR.
Evidence-based HR Evidence-based HR – demonstrating – demonstrating that human resource practices have a that human resource practices have a positive influence on the company’s positive influence on the company’s bottom line or key stakeholders.bottom line or key stakeholders.
The HRM ProfessionThe HRM Profession
HR salaries vary depending on education HR salaries vary depending on education and experience as well as the type of and experience as well as the type of industryindustry
The primary professional organization for The primary professional organization for HRM is the Society for Human Resource HRM is the Society for Human Resource Management (SHRM)Management (SHRM)
Competitive Challenges Competitive Challenges Influencing HRMInfluencing HRM
Three competitive challengesThree competitive challenges that that companies now face will increase the companies now face will increase the importance of HRM practices:importance of HRM practices:
The Global Challenges: economic and societal/social
The Challenge ofSustainability
The TechnologyChallenge
The Sustainability ChallengeThe Sustainability Challenge
SustainabilitySustainability refers to the ability of a refers to the ability of a company to survive and succeed in a company to survive and succeed in a dynamic competitive environmentdynamic competitive environment
StakeholdersStakeholders refers to shareholders, the refers to shareholders, the community, customers, and all other community, customers, and all other parties that have an interest in seeing parties that have an interest in seeing that the company succeedsthat the company succeeds
The Sustainability ChallengeThe Sustainability Challenge
Sustainability includes the ability to: Sustainability includes the ability to: provide a return to shareholdersprovide a return to shareholders provide high-quality products, services, provide high-quality products, services,
and work experiences for employeesand work experiences for employees increase value placed on intangible increase value placed on intangible
assets and human capitalassets and human capital social responsibilitysocial responsibility Adapting to changing characteristics Adapting to changing characteristics
and expectations of the labor forceand expectations of the labor force Legal and ethical issuesLegal and ethical issues Effectively use new work arrangementsEffectively use new work arrangements
The Sustainability ChallengeThe Sustainability Challenge
The changing structure of the economyThe changing structure of the economy
Skill demands for jobs are changingSkill demands for jobs are changing
Knowledge is becoming more valuableKnowledge is becoming more valuable Intangible assetsIntangible assets -- human capital, customer -- human capital, customer
capital, social capital, and intellectual capitalcapital, social capital, and intellectual capital Knowledge workersKnowledge workers – employees who – employees who
contribute to the company through a contribute to the company through a specialized body of knowledgespecialized body of knowledge
EmpowermentEmpowerment – giving employees – giving employees responsibility and authority to make decisions responsibility and authority to make decisions regarding all aspects of product development regarding all aspects of product development or customer serviceor customer service
Learning organization Learning organization
Examples of Intangible Examples of Intangible AssetsAssets
Human CapitalHuman Capital: Tacit knowledge, : Tacit knowledge, Education, Work-related knowhow & Education, Work-related knowhow & competence.competence.
Customer CapitalCustomer Capital: Customer relationships, : Customer relationships, Brands, Customer loyalty, Distribution Brands, Customer loyalty, Distribution channels.channels.
Social CapitalSocial Capital: Corporate culture, : Corporate culture, Management practices, Informal Management practices, Informal networking systems, Coaching/mentoring networking systems, Coaching/mentoring relationship.relationship.
Intellectual CapitalIntellectual Capital: Patents, Copyrights, : Patents, Copyrights, Trade secrets, Intellectual property.Trade secrets, Intellectual property.
The Sustainability ChallengeThe Sustainability Challenge
Changes in Employment Expectations:Changes in Employment Expectations:
PPsychological contract sychological contract : : what the what the company will provide in return.company will provide in return.
Alternative work arrangementsAlternative work arrangements:: Independent contractors, on-call workers, Independent contractors, on-call workers, temporary workers, part-time workers.temporary workers, part-time workers.
The Balanced ScorecardThe Balanced Scorecard
The The balanced scorecardbalanced scorecard gives managers the gives managers the opportunity to look at the company from the opportunity to look at the company from the perspective of internal and external customers, perspective of internal and external customers, employees and shareholders.employees and shareholders.
The The balanced scorecardbalanced scorecard should be used to: should be used to: Link human resource management activities to the Link human resource management activities to the
company’s business strategy.company’s business strategy. Evaluate the extent to which the human resource Evaluate the extent to which the human resource
function is helping the company meet it’s strategic function is helping the company meet it’s strategic objectives.objectives.
The Balanced ScorecardThe Balanced Scorecard
How do customers see us?How do customers see us? What must we excel at?What must we excel at? Can we continue to improve and create value?Can we continue to improve and create value? How do we look to shareholders?How do we look to shareholders?
The 10-Step HR The 10-Step HR Scorecards ProcessScorecards Process
1.1. Define the business strategies.Define the business strategies.
2.2. Outline the company’s value chain activities.Outline the company’s value chain activities.
3.3. Outline a strategy map.Outline a strategy map.
4.4. Identify the strategically required organizational Identify the strategically required organizational outcomes.outcomes.
5.5. Identify the required workforce behaviors.Identify the required workforce behaviors.
6.6. Identify the strategically relevant HR System Identify the strategically relevant HR System policies and activities, such as training and policies and activities, such as training and grievance systems.grievance systems.
7.7. Create HR Scorecard.Create HR Scorecard.
8.8. Design the HR Scorecard measurement system.Design the HR Scorecard measurement system.
9.9. Summarize the Scorecard measures in digital Summarize the Scorecard measures in digital dashboard.dashboard.
10.10. Periodically re-evaluate the measurement system.Periodically re-evaluate the measurement system.
The HR ScorecardThe HR Scorecard
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PERSPECTIVE QUESTIONS ANSWERED EXAMPLES OF CRITICAL EXAMPLES OF CRITICAL BUSINESS INDICATOR HR INDICATORS
Customer How do customers see us? Time, quality, performance, *Employee satisfaction with service, cost HR department services
*Employee perceptions of the company as an employer
Internal What must we excel at? *Processes that influence *Training cost per employee
customer satisfaction *Turnover rates *Availability of information *Time to fill open positions
on service and/or manufacturing processes
Innovation Can we continue to *Improve operating efficiency *Employee/skills
and to improve and create *Launch new products competency levels
learning value? *Continuous improvement *Engagement survey results
*Empowering of workforce *Change management *Employee satisfaction capabilityFinancial How do we look to *Profitability *Compensation & benefits
shareholders? *Growth per employee *Shareholder value *turnover costs
*Profits per employee *Revenues per employee
Example of The Value Chain for a hotelExample of The Value Chain for a hotel
Marketing &Sales
•Advertising
•Salesclerktraining
•Marketresearch
GuestReservation
•Take callsby 3rd ring
•Professionalhandling ofquestions
*3-min faxed reservation
Inbound GuestServices
•Airport pickup
•Front door welcome &Unloading
*Quik front-deskservice
In-Room Services
•Clean rooms
•24-hour roomServive
*200-channel TV
Amenities
*5-star food &Service
•Expert personalTrainer
•24-hour pool
Outbound GuestServices
*In-room TVCheckout
*Fast front-deskCheckout
*Airport VansEvery 10 min
*Bellboy service
Human Resource ManagementRecruitment, Selection, Training, Appraisal, and compensation.
General AdministrationGeneral Management, Accounting, Safety, and Maintenance
TechnologyComputer Systems, Phone and Internet Systems, and TV Services
SupportActivities:
Example of a Strategy Map for X AirlinesExample of a Strategy Map for X AirlinesShareholdervalue
Profit & returnOn assets
Attract & keepcustomers
Fast planeturnarounds
CommittedGround & Flightcrews
Grow revenues
On-timeflights
Fewer planes
Low prices
Customer aims
Internaloperations
EmployeeConsiderations
Financial aims
Customer Service and Customer Service and Quality EmphasisQuality Emphasis
Total Quality Management (TQM)Total Quality Management (TQM): a : a cooperative form between labor and cooperative form between labor and management to improve quality and management to improve quality and productivity.productivity.
Core values of TQM include:Core values of TQM include: designing methods and processes to meet the designing methods and processes to meet the
needs of customersneeds of customers all employees receive training in qualityall employees receive training in quality promotion of cooperation with vendors, promotion of cooperation with vendors,
suppliers, and customerssuppliers, and customers management gives feedback on progressmanagement gives feedback on progress
Customer Service and Customer Service and Quality EmphasisQuality Emphasis Malcolm Baldrige National Quality Malcolm Baldrige National Quality
AwardAward: An award established in 1987to : An award established in 1987to promote quality awareness and promote quality awareness and achievements: achievements: 300-1000-hour exam, 300-1000-hour exam, Leadership Leadership 120, KM 90, Strat Plan 85, Workforce focus 85, Process 120, KM 90, Strat Plan 85, Workforce focus 85, Process Managt 85, Bus result 450, Custmr&Market Focus 85 = Managt 85, Bus result 450, Custmr&Market Focus 85 = total of 1000 points.total of 1000 points.
ISO 9000:2000 ISO 9000:2000 : Certificate of : Certificate of Quality Quality standards adopted worldwide.standards adopted worldwide.
ISO: International Organization for ISO: International Organization for Standardization. Standardization.
Six Sigma processSix Sigma process: System of : System of measuring, analyzing, improving, and measuring, analyzing, improving, and controlling processes to meet quality controlling processes to meet quality standards.standards.
Changing DemographicsChanging DemographicsDiversity of the WorkforceDiversity of the Workforce
Internal labor forceInternal labor force is the labor force of is the labor force of current employeescurrent employees
External labor marketExternal labor market includes persons includes persons actively seeking employmentactively seeking employment
The U.S. workforce is aging rapidlyThe U.S. workforce is aging rapidly
Managing a Diverse WorkforceManaging a Diverse Workforce
To successfully manage a diverse To successfully manage a diverse workforce, managers must develop a new workforce, managers must develop a new set of skills, including:set of skills, including:
Communicating effectively with employees from a Communicating effectively with employees from a wide variety of cultural backgroundswide variety of cultural backgrounds
Coaching and developing employees of different Coaching and developing employees of different ages, educational backgrounds, ethnicity, physical ages, educational backgrounds, ethnicity, physical ability, and raceability, and race
Providing performance feedback that is based on Providing performance feedback that is based on objective outcomesobjective outcomes
Creating a work environment that makes it Creating a work environment that makes it comfortable for employees of all backgrounds to comfortable for employees of all backgrounds to be creative and innovativebe creative and innovative
Legal and Ethical IssuesLegal and Ethical Issues Five main areas of the legal environment have Five main areas of the legal environment have
influenced HRM over the past 25 yearsinfluenced HRM over the past 25 years Equal employment opportunity legislationEqual employment opportunity legislation Employee safety and healthEmployee safety and health Employee pay and benefitsEmployee pay and benefits Employee privacyEmployee privacy Job securityJob security
Women and minorities still face the “glass Women and minorities still face the “glass ceiling”ceiling”
Sarbanes-Oxley Act of 2002Sarbanes-Oxley Act of 2002: : a congressional act a congressional act passed in response to illegal and unethical passed in response to illegal and unethical behavior by managers and executives.behavior by managers and executives.
Legal and Ethical IssuesLegal and Ethical Issues
Ethical HR practices:Ethical HR practices: HRM practices must result in HRM practices must result in
the greatest good for the largest the greatest good for the largest number of peoplenumber of people
Employment practices must Employment practices must respect basic human rights of respect basic human rights of privacy, due process, consent, privacy, due process, consent, and free speechand free speech
Managers must treat Managers must treat employees and customers employees and customers equitably and fairlyequitably and fairly
The Global ChallengeThe Global Challenge
To survive companies must compete in To survive companies must compete in international marketsinternational markets
Be prepared to deal with the global Be prepared to deal with the global economy. economy.
Offshoring – exporting of jobs from Offshoring – exporting of jobs from developed countries to less developed developed countries to less developed countriescountries
Onshoring – exporting jobs to rural parts Onshoring – exporting jobs to rural parts of the United Statesof the United States
The Technology ChallengeThe Technology Challenge
The overall impact of the The overall impact of the InternetInternet
The Internet has created a The Internet has created a new business model – e-new business model – e-commerce – in which commerce – in which business transactions and business transactions and relationships can be relationships can be conducted electronicallyconducted electronically
The Technology ChallengeThe Technology Challenge
Advances in technology have:Advances in technology have: changed how and where we workchanged how and where we work resulted in resulted in high-performance work high-performance work
systemssystems increased the use of teams to improve increased the use of teams to improve
customer service and product qualitycustomer service and product quality changed skill requirementschanged skill requirements increased working partnershipsincreased working partnerships led to changes in company structure led to changes in company structure
and reporting relationshipsand reporting relationships
The Technology ChallengeThe Technology Challenge Advances in technology have:Advances in technology have:
increased the use and availability of increased the use and availability of Human Resource Information Human Resource Information SystemsSystems (HRIS) (HRIS)
increased the use and availability of increased the use and availability of e-e-HRM: HRM: **audio/video learning programaudio/video learning program
*online job application,training,*online job application,training, compensation and benefitscompensation and benefits.. increased the competitiveness in high increased the competitiveness in high
performance work systems:performance work systems: * peer interview* peer interview *team-based performance pay*team-based performance pay
Meeting Competitive Challenges Meeting Competitive Challenges Through HRM PracticesThrough HRM Practices
HRM practices that help companies deal with HRM practices that help companies deal with the three competitive challenges the three competitive challenges ((sustainability, global, and technologysustainability, global, and technology) can be ) can be grouped into four dimensions:grouped into four dimensions: The human resource environment The human resource environment : : linking HRM linking HRM
practices to the company’s business objectives, practices to the company’s business objectives, complying with laws, motivating & satisfying the complying with laws, motivating & satisfying the employees, maximizing customer service, quality, employees, maximizing customer service, quality, and productivity.and productivity.
Acquiring and preparing human resourcesAcquiring and preparing human resources: : Employment analysis, design, and planning, Employment analysis, design, and planning, recruiting ,selecting. Educating, and training.recruiting ,selecting. Educating, and training.
Assessment and development of human resourcesAssessment and development of human resources:: measuring employees’ performance, preparing for measuring employees’ performance, preparing for
future work roles, and promoting. future work roles, and promoting. Compensating human resources:Compensating human resources: Creating pay Creating pay
systems, Rewarding contributions, giving systems, Rewarding contributions, giving benefits,etc.benefits,etc.
Meeting Competitive Challenges Meeting Competitive Challenges Through HRM PracticesThrough HRM Practices
Managing internal and external Managing internal and external environmental factors allows employees environmental factors allows employees to make the greatest possible contribution to make the greatest possible contribution to company productivity and to company productivity and competitivenesscompetitiveness
Customer needs for new products or Customer needs for new products or services influence the number and type of services influence the number and type of employees businesses need to be employees businesses need to be successfulsuccessful
Meeting Competitive Meeting Competitive Challenges Through HRM Challenges Through HRM PracticesPractices
Managers need to ensure that employees Managers need to ensure that employees have the necessary skills to perform have the necessary skills to perform current and future jobs.current and future jobs.
Besides interesting work, pay and Besides interesting work, pay and benefits are the most important incentives benefits are the most important incentives that companies can offer employees in that companies can offer employees in exchange for contributing to productivity, exchange for contributing to productivity, quality, and customer servicequality, and customer service
Human Resource ManagementHuman Resource ManagementGaining a Competitive Gaining a Competitive AdvantageAdvantage
Strategic Human Resource Strategic Human Resource ManagementManagement
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.
Learning ObjectivesLearning ObjectivesAfter reading this chapter, you should be able to:After reading this chapter, you should be able to: Describe the differences between strategy formulation and Describe the differences between strategy formulation and
strategy implementation.strategy implementation. List the components of the strategic management process.List the components of the strategic management process. Discuss the role of the HRM function in strategy formulation.Discuss the role of the HRM function in strategy formulation. Describe the linkages between HRM and strategy formulation.Describe the linkages between HRM and strategy formulation. Discuss the more popular typologies of generic strategies and Discuss the more popular typologies of generic strategies and
the various HRM practices associated with each.the various HRM practices associated with each. Describe the different HR issues and practices associated with Describe the different HR issues and practices associated with
various directional strategies.various directional strategies.
IntroductionIntroduction
Goal of strategic managementGoal of strategic management – To deploy – To deploy and allocate resources in a way that gives and allocate resources in a way that gives organization a competitive advantage.organization a competitive advantage.
HRM function must be integrally involved in the HRM function must be integrally involved in the company’s strategic management process.company’s strategic management process.
What is Strategic What is Strategic Management?Management?
Strategic ManagementStrategic Management is a is a process, an approach to addressing process, an approach to addressing the competitive challenges an the competitive challenges an organization faces.organization faces.
Strategic human Strategic human resource managementresource management is is the pattern of planned human the pattern of planned human resource deployments and activities resource deployments and activities intended to enable an organization intended to enable an organization to achieve its goals.to achieve its goals.
Components of the Strategic Components of the Strategic Management ProcessManagement Process
Strategy FormulationStrategy Formulation
Strategy ImplementationStrategy Implementation
Model of the Strategic Model of the Strategic Management ProcessManagement Process
Strategy Formulation Strategy ImplementationHR PracticesRecruiting, Training,Performance management, Labor relations, Employee relations, Job analysisJob design, Selection,Development, Pay structure, Incentives,Benefits
FirmPerformanceProductivity,Quality,Profitability
HumanResourceActionsBehaviors,Results
HumanResourceCapabilitySkills,Abilities,Knowledge
HumanResourceNeedsSkillsBehaviorCulture
StrategicChoice
GoalsMission
ExternalAnalysisOpportunitiesThreats
InternalAnalysisStrengthsWeaknesses
Forecasts of Labor Demand
The Role of HRM in The Role of HRM in Strategy FormulationStrategy Formulation
Strategy FormulationStrategy FormulationExternalanalysisOpportunitiesThreats
StrategicChoice
Goals
InternalanalysisStrengthsWeaknesses
Mission
Strategy FormulationStrategy Formulation
Five components of the strategic management Five components of the strategic management process:process: A missionA mission is a statement of the organization's reasons is a statement of the organization's reasons
for being.for being. GoalsGoals are what the organization hopes to achieve in the are what the organization hopes to achieve in the
medium-to long-term futuremedium-to long-term future External analysisExternal analysis consists of examining the consists of examining the
organization's operating environment to identify strategic organization's operating environment to identify strategic opportunities and threats.opportunities and threats.
Internal analysisInternal analysis attempts to identify the organization's attempts to identify the organization's strengths and weaknesses.strengths and weaknesses.
Strategic choiceStrategic choice is the organization's strategy, which is the organization's strategy, which describes the ways the organization will attempt to fulfill describes the ways the organization will attempt to fulfill its mission and achieve its long term goals.its mission and achieve its long term goals.
Strategy ImplementationStrategy Implementation
Productmarketstrategy
Rewardsystems
Selection,training, anddevelopmentof people
Types ofInformation
Organizationalstructure
Task Design
Performance
HRM PracticesHRM Practices• Job Analysis - the process of
getting detailed information about jobs.
• Recruitment - the process through which the organization seeks applicants.
• Training - a planned effort to facilitate learning of job-related knowledge, skills, and behavior.
• Job design - making decisions about what tasks should be grouped into a particular job.
• Selection - identifying the applicants with the appropriate knowledge, skills, and ability.
• Development - the acquisition of knowledge, skills, and behavior that improves employees' ability to meet the challenges of future jobs.
• Performance management - helps ensure that employees’ activities and outcomes are congruent with the organization’s objectives.
• Pay structure, incentives, and benefits.• Labor and employee relations.
Strategic TypesStrategic Types
Porter's Generic StrategiesPorter's Generic Strategies overall cost leadershipoverall cost leadership DifferentiationDifferentiation FocusFocus
HRM Needs in Strategic TypesHRM Needs in Strategic Types
Different strategies require different types of Different strategies require different types of employees. employees.
Role BehaviorsRole Behaviors:: Cost strategy firms seek efficiency and therefore Cost strategy firms seek efficiency and therefore
carefully define the skills they need in employees carefully define the skills they need in employees and use worker participation to seek cost-saving and use worker participation to seek cost-saving ideas.ideas.
Differentiation firms need creative risk takers.Differentiation firms need creative risk takers.
Directional StrategiesDirectional Strategies
Downsizing
External GrowthStrategy
ConcentrationStrategy
Internal GrowthStrategy: new market, differentiation, International Expansion.
Mergers and Acquisitions
The Role of HR in Providing The Role of HR in Providing a Competitive Advantagea Competitive Advantage
Emergent Strategies Emergent Strategies - Those that evolve - Those that evolve from the grass roots of the organization: from the grass roots of the organization: the company facilitates communication the company facilitates communication throughout the organization.throughout the organization.
Enhancing Firm Competitiveness Enhancing Firm Competitiveness : : Continually learning organizations.Continually learning organizations.
THE ENDTHE END
