human resource management lecture-45 today’s topics
TRANSCRIPT
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Human Resource Human Resource ManagementManagement
Lecture-45
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Today’s Topics
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Human Resource Management
Managerial function that tries to match an organization’s needs to the skills and
abilities of its employees.
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Managing Human Resources
Organization’s ability
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To attract
To Develop
To Motivate and
To Keep/Retain talented people
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Why is HRM Important?
Every manager manages human resources
Human resources- the primary source of lasting competitive advantage
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Traditional Sources of Competitive Advantage
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Financial or Economic Capabilities
Product Capabilities
Technological or Process Capability
Organizational Capability
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Strategies for Gaining Competitive
Advantage
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Cost leadership:Compete by lower costs
– Core workforce mindset: cost reduction & effectiveness
Product Differentiation/Innovation
– Core mindset: innovation & flexibility
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Focus: Best customer service or quality
– Core mindset: reward teamwork and quality successes that surpass customer needs
Speed to Market
– Core mindset: Work faster than competitors
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The Strategic Importance of
Managing Human Resources
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Competitive Advantage
–When all or part of the market prefers the firm’s products and/or services.
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Ways firms can use HRM to gain sustainable competitive advantage:
–Maximize the value added by employees
–Acquire rare employees
–Develop a culture that can’t be copied.
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Human Resource Roles
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Strategic Management RoleEnabler Consultant RoleMonitoring and Maintaining Role Change and Knowledge Facilitator Role
Innovator Role
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Strategic Management Role
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Linking the firm’s HR policies and practices to the broader, longer-term needs of the firm and its stakeholders
Includes:– Setting the direction– Crafting corporate- and business-level plans– Developing and implementing functional plans– Measuring, evaluating, revising and refocusing
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The fit between HR & business
strategy
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HR strategy Business strategy
External forces
Internal forces
Fit
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Enabler and Consultant Role
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Enabling line managers to make things happen
Includes–Training–Assisting with problem diagnosis–Developing solutions with managers–Being accessible and attuned to employee
needs and concerns
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Monitoring and Maintaining Role
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Monitoring compliance with legal regulations and effectiveness of HR activities
Includes
–Monitoring morale
–Providing support during change and uncertain times
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Innovator Role
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Improving productivity and quality of work life
Includes:– Adapting to an environment of uncertainty,
energy conservation, and international competition
– Justifying the benefits and costs of programs
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Change and Knowledge
Facilitator Role
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Facilitating organizational change and maintaining organizational flexibility
Includes
–Focusing on the future
–Guiding the flow of knowledge, information and learning throughout the organization
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The HR Triad
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All managers responsible for leading people
Employees share responsibility for human resource management
“Customerization” means:–Viewing people inside and outside
the organization as customers to be satisfied
– Involving customers in the design of products and services
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Achieving Sustainable Competitive
Advantage through Employees
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Characteristics of Employees’ Competencies
Characteristics of Employees’ Competencies
ValuableValuable RareRare
Difficult to ImitateDifficult to ImitateOrganizedOrganized
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High-performance Work System
(HPWS)
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A specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility.
Systems composed of many interrelated parts that complement one another to reach the goals of an organization, large or small.
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Developing High-Performance
Work Systems
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Linkages to
Strategy
Linkages to
Strategy
Principles of High
Involvement
Principles of High
Involvement
OUTCOMES•Organizational• Employee
OUTCOMES•Organizational• Employee
System Design• Work flow• HRM practices• Support technology
System Design• Work flow• HRM practices• Support technology
The Implementation
Process
The Implementation
Process
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Underlying Principles of Underlying Principles of
High-Performance High-Performance Work SystemsWork Systems
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Shared Information
Performance- Reward Linkage
Knowledge Development
Socialequality
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Complementary Human Resources
Policies and Practices
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StaffingStaffing
Training and DevelopmentTraining and Development
CompensationCompensation
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Ensuring Fit Internal fit
– The situation in which all the internal elements of the work system complement and reinforce one another.
External fit– The situation in which the work system
supports the organization’s goals and strategies.
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Benefits of HPWS Employee Benefits
– Have more involvement in the organization.– Experience growth and satisfaction, and
become more valuable as contributors. Organizational Benefits
– High productivity– Quality– Flexibility– Customer satisfaction.
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Expectations for HR Professionals
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Understand problems assignedStay competent and professional through study and research
Maintain high standards of personal honesty and integrity
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Consider the personal interests, welfare, and dignity of all employees affected by recommendations and actions
Ensure organizations maintain high regard for public interest and personal interests and dignity of employees
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Current HRM Challenges
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Managing Teams
Managing Diversity
Managing Globalization
Managing Change
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Organizational Ethics Problems Related to HRM
Organizational Ethics Problems Related to HRM
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Using favoritism rather than ability or job performance for managerial decisions regarding:
–employment
–promotion
–pay
–discipline
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HR Professionals’ Roles in Workplace
Ethics
HR Professionals’ Roles in Workplace
Ethics
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Monitor: ensure all individuals are treated fairly and ethically
Investigator: investigate complaints bearing on ethical issues
Spokesperson: defend company's actions when confronted by a regulatory agency or the media
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Code of Ethics for HR Professionals
Code of Ethics for HR Professionals
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Maintain the highest standards of professional and personal conduct.
Encourage employers to make fair and equitable treatment of all employees a primary concern.
Maintain loyalty to employers and pursue company objectives in ways consistent with the public interest.
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Uphold all laws and regulations relating to employer activities.
Maintain the confidentiality of privileged information.
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Code of Ethics forHuman Resource
Management
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“Practitioners must regard the obligation to implement public
objectives and protect the public interest as more
important than blind loyalty to an employer’s preferences.”
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Why Aren’t “Best HR Practices” Used
More Often?
Why Aren’t “Best HR Practices” Used
More Often?
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Resistance to change
Ignorance on the part of decision makers
Political considerations
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How Can You Gain Support for “Best
HR Practices?”
How Can You Gain Support for “Best
HR Practices?”
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Link the use of HR practices to the solution of real business problems, and to achieving tangible business goals.
Demonstrate how the benefits outweigh the costs of using “best HR practices.”
Speak the language of business people, i.e., money, not correlation coefficients!
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Future HR Trends
?
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Workplace Flexibility: collaborative work in a virtual office
Global Business: borderless business requires a global workforce
Work & Society: working to live, not living to work
Workforce Development: constant learning in a just-in-time format , learning organization & high skill utilization
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Definition of Jobs: jobs get bigger & broader
Strategic Role of HR: becoming leaders, not just partners
The Value of Predicting: having a vision & a way to achieve it
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Summary
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EfficiencyEfficiencyEfficiencyEfficiency EffectivenessEffectivenessEffectivenessEffectiveness
CompetitivenessCompetitivenessCompetitivenessCompetitiveness
The Key IssuesThe Key Issues
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How to achieve it?
Managing and retaining learning
Human Resources.. Who deliver….
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Think Globally Act Locally
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“Knowledge and experience are
available but often ignored”
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The EndThanks for your attention
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Human Resource Human Resource ManagementManagement
Lecture-45