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7/24/2019 Chap001 Human Resource Management Gaining a Competitive Advantage
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McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, ll !ights !eser"e#$
Human Resource ManagementGaining a Competitive Advantage
Chapter 1
Human Resource Management:
Gaining a Competitive Advantage
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Learning Objectives
After reading this chapter, you should be able to:• Discuss the roles and activities of a company’s human
resource management function• Discuss the implications of the economy, the makeup of
the labor force, and ethics for company sustainability
• Discuss how human resource management affects acompany’s balanced scorecard
• Discuss what companies should do to compete in theglobal marketplace
• Identify the characteristics of the workforce and how theyinfluence human resource management
• Discuss human resource management practices thatsupport high-performance work systems
• rovide a brief description of human resourcemanagement practices
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Introduction
• Competitiveness ! a company’s
ability to maintain and gain market
share
• Human resource management !
the policies, practices, and systems
that influence employees’ behavior,
attitudes, and performance
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Responsibilities o HR!epartments
• "mployment and recruiting
• #raining and development
• $ompensation
• %enefits• "mployee services
• "mployee and community
relations
• ersonnel records
• &ealth and safety
• 'trategic planning
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"hat Roles !oHR !epartments #erorm$
Administrative
Services and Transactions
Business
Partner Services
Strategic PartnerHumanResources
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"hat Competencies !o HR#roessionals %eed$
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Ho& is the HRM 'unctionChanging$
• #ime spent on administrative tasks is decreasingand its roles as a strategic business partner,change agent, and employee advocate areincreasing
• #his shift presents two important challenges: ! (el)service ! giving employees online access to
information about &( issues
! Outsourcing ! the practice of having anothercompany provide services
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Ho& is the HRM 'unctionChanging$
• As part of its strategic role, one of the keycontributions that &( can make is toengage in evidence-based &()
• *vidence)based HR ! demonstratingthat human resource practices have apositive influence on the company’sbottom line or key stakeholders)
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+he HRM #roession
• &( salaries vary depending on educationand e*perience as well as the type ofindustry
• #he primary professional organi+ation for&( is the 'ociety for &uman (esourceanagement '&(.
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Competitive ChallengesInluencing HRM
• #hree competitive challenges thatcompanies now face will increase the
importance of &( practices:
The Global
Challenge
The Challenge of
Sustainability
The Technology
Challenge
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+he (ustainabilit, Challenge
• (ustainabilit, refers to the ability of acompany to survive and succeed in adynamic competitive environment
• (ta-eholders refers to shareholders, thecommunity, customers, and all otherparties that have an interest in seeing thatthe company succeeds
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+he (ustainabilit, Challenge
• 'ustainability includes the ability to: !provide a return to shareholders !provide high-/uality products, services,
and work e*periences for employees !increase value placed on intangible
assets and human capital !social responsibility
! Adapting to changing characteristicsand e*pectations of the labor force !0egal and ethical issues !"ffectively use new work arrangements
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+he (ustainabilit, Challenge
• #he changing structure of the economy
• 'kill demands for 1obs are changing
• 2nowledge is becoming more valuable ! Intangible assets -- human capital, customercapital, social capital, and intellectual capital
! .no&ledge &or-ers ! employees whocontribute to the company through a
speciali+ed body of knowledge ! *mpo&erment ! giving employeesresponsibility and authority to make decisionsregarding all aspects of product developmentor customer service
• 0earning organi+ation
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+he (ustainabilit, Challenge
$hanges in "mployment "*pectations:
• s,chological contract
• Alternative &or- arrangements
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+he /alanced (corecard
• #he balanced scorecard gives managers the
opportunity to look at the company from the
perspective of internal and e*ternal customers,
employees and shareholders)
• #he balanced scorecard should be used to:
! 0ink human resource management activities to the
company’s business strategy)
! "valuate the e*tent to which the human resource
function is helping the company’s meet it’s
strategic ob1ectives)
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+he /alanced (corecard
• &ow do customers see us3
• 4hat must we e*cel at3
• $an we continue to improve and create
value3
• &ow do we look to shareholders3
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Customer (ervice and0ualit, *mphasis
• #otal 5uality anagement #5.
• $ore values of #5 include:
! designing methods and processes to meet the
needs of internal and e*ternal customers
! all employees receive training in /uality
! promotion of cooperation with vendors,
suppliers, and customers
! management gives feedback on progress
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Customer (ervice and0ualit, *mphasis
• Malcolm /aldrige %ational0ualit, A&ard
• I(O 222:3222
• (i4 (igma process
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Changing !emographics!iversit, o the "or-orce
• Internal labor orce is the labor force of
current employees
• *4ternal labor mar-et includes personsactively seeking employment
• #he 6)') workforce is aging rapidly
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Managing a !iverse "or-orce
• #o successfully manage a diverse workforce,
managers must develop a new set of skills,
including:
! $ommunicating effectively with employees from a
wide variety of cultural backgrounds ! $oaching and developing employees of different ages,
educational backgrounds, ethnicity, physical ability,
and race
! roviding performance feedback that is based on
ob1ective outcomes
! $reating a work environment that makes it
comfortable for employees of all backgrounds to be
creative and innovative
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Legal and *thical Issues
• 7ive main areas of the legal environment haveinfluenced &( over the past 89 years
! "/ual employment opportunity legislation
! "mployee safety and health
! "mployee pay and benefits ! "mployee privacy
! ob security
• 4omen and minorities still face the ;glass
ceiling<• (arbanes)O4le, Act o 3223
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Legal and *thical Issues
• "thical &( practices:
! &( practices must result in the
greatest good for the largest
number of people
! "mployment practices mustrespect basic human rights of
privacy, due process, consent,
and free speech
! anagers must treat employeesand customers e/uitably and
fairly
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+he Global Challenge
• #o survive companies must compete ininternational markets
• %e prepared to deal with the global
economy)• =ffshoring ! e*porting of 1obs from
developed countries to less developedcountries
• =nshoring ! e*porting 1obs to rural partsof the 6nited 'tates
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+he +echnolog, Challenge
!#he overall impact of the
Internet
!#he Internet has created a
new business model ! e-commerce ! in which
business transactions and
relationships can be
conducted electronically
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+he +echnolog, Challenge
• Advances in technology have: !changed how and where we work
!resulted in high)perormance &or-
s,stems !increased the use of teams to improve
customer service and product /uality
!changed skill re/uirements
!increased working partnerships
!led to changes in company structure andreporting relationships
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+he +echnolog, Challenge
• Advances in technology have:
!increased the use and availability ofHuman Resource Inormation
(,stems &(I'. !increased the use and availability of e)
HRM
!increased the competitiveness in high
performance work systems
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Meeting Competitive Challenges+hrough HRM #ractices
• &( practices that helpcompanies deal with the fourcompetitive challenges can begrouped into four dimensions ! #he human resource
environment
! Ac/uiring and preparing humanresources
! Assessment and development ofhuman resources
! $ompensating human resources
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Meeting Competitive Challenges+hrough HRM #ractices
• anaging internal and e*ternalenvironmental factors allows employeesto make the greatest possible contributionto company productivity andcompetitiveness
• $ustomer needs for new products orservices influence the number and type ofemployees businesses need to besuccessful
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Meeting Competitive Challenges+hrough HRM #ractices
• anagers need to ensure that employeeshave the necessary skills to performcurrent and future 1obs)
• %esides interesting work, pay andbenefits are the most important incentivesthat companies can offer employees ine*change for contributing to productivity,/uality, and customer service