Sie sind auf Seite 1von 41


2003 Prentice Hall, Inc.

Chapter 1
The Strategic Role of Human Resource Management

Instructor presentation questions:


2003 Prentice Hall, Inc.

Outline of Chapter 1
I. The Managers Human Resource Management Jobs
Why is HR Management Important to All Managers? Line and Staff Aspects of HRM Cooperative Line and Staff HR Management: An Example


2003 Prentice Hall, Inc.

Outline of Chapter 1
II. Strategic Planning and Strategic Trends The Basics of Strategic Planning The Strategic Planning Process Basic Strategic Trends Managerial Consequences of the Basic Trends


2003 Prentice Hall, Inc.

Outline of Chapter 1
III. HRs Strategic Role
HRs Evolving Role Strategic Human Resource Management HRs Role as a Strategic Partner HR and Technology HR and Employee Performance and Commitment Is there a One Best HR Way? Research Insight


2003 Prentice Hall, Inc.

After Studying This Chapter, You Should Be Able To:

Explain what human resource management (HR)is and how it relates to the management process. Give at least eight examples of how HR management concepts and techniques can be of use to all managers. Illustrate the HR management responsibilities of line managers and staff (HR) managers.


2003 Prentice Hall, Inc.

The Management Process

Planning Organizing Staffing Leading Controlling


2003 Prentice Hall, Inc.

Management Process

Goals and standards Rules and procedures Plans and forecasting. Tasks Departments Delegating Authority and communication Coordinating



2003 Prentice Hall, Inc.

Management Process

Hiring Recruiting Selecting Performance standards Compensation Evaluating performance Counseling Training and developing


2003 Prentice Hall, Inc.

Management Process

Getting the job done Morale Motivation Setting standards Comparing actual performance to standards Corrective action



2003 Prentice Hall, Inc.

De fin i ti on

HRM Function

Human Resource Management is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns.


2003 Prentice Hall, Inc.

HRM People Functions Include:

Job analyses Labor needs Recruit Select candidates Orient and train Wages and salaries Incentives and benefits
Performance Communicate Train and develop Employee commitment Equal opportunity Health and safety Grievances/labor relations


2003 Prentice Hall, Inc.

HRM is Important to all Managers. Dont Let These Happen to You!

The wrong person High turnover Poor results Useless interviews Court actions Safety citations Salaries appear unfair Poor training Unfair labor practices


2003 Prentice Hall, Inc.

HRM Its All About Results

For many years it has been said that capital is the bottleneck for a developing industry. I dont think this any longer holds true. I think its the work force and a companys inability to recruit and maintain a good work force that does constitute the bottleneck. F. K. Foulkes


2003 Prentice Hall, Inc.

De f in iti on

Line and Staff Aspects of HRM

Making decisions Directing work Giving orders Accomplishing goals Assisting and advising line managers

Line Managers

Staff Managers


2003 Prentice Hall, Inc.

Line Managers HRM Jobs

The right person Orientation Training Performance Creativity Working relationships Policies and procedures Labor costs Development Morale Protecting


2003 Prentice Hall, Inc.

Staff Managers HRM Jobs

Line authority Implied authority Functional control Employee advocacy


2003 Prentice Hall, Inc.

HR Department Organizational Chart


2003 Prentice Hall, Inc.

D efi ni ti o n

Strategic Planning and Trends

Strategy is the companys long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.


2003 Prentice Hall, Inc.

Strategic Planning 101

There are three levels of strategic planning as shown below
Corporate Strategy

Business Strategy

Business Strategy

Business Strategy

Business Strategy

Functional Strategies


2003 Prentice Hall, Inc.

The Strategic Planning Process

SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats Best strategic plans balance a companys Strengths and Weaknesses with the Opportunities and Threats the firm faces Basic strategic trends Globalization Technological advances The nature of work The workforce


2003 Prentice Hall, Inc.


80 70 60 50 40 30 20 10 0 1920 1950 1970 2000 % fortune 500 with a global presence


2003 Prentice Hall, Inc.

Technological Advances and the Nature of Work

Technology mandates and enables companies to be more competitive Knowledge intensive jobs in industries such as aerospace, computers, telecommunications, and biotechnology are replacing factory jobs in steel, auto, rubber and textiles


2003 Prentice Hall, Inc.

The Workforce Itself is Diverse

Asian Black Hispanic Men Women

US Department of Labor website


2003 Prentice Hall, Inc.

Consequences of these basic trends

Global expansion Technology Strengths and Weaknesses Improved competition Uncertainty, Turbulence, Rapid Change, Changing power bases Companies must be Fast, Responsive, and Costeffective


2003 Prentice Hall, Inc.

HRs evolving role

Protector and Screener

Change Agent

Strategic Partner


2003 Prentice Hall, Inc.

De fin i ti on

Strategic HRM
Clarify the business strategy Realign the HR functions and key people practices Create needed competencies and behaviors Realization of business strategies and results Evaluate and refine

Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.


2003 Prentice Hall, Inc.

HRs evolving role as strategic partner

Corporate strategy Corporate strategy HR operations HR operations Corporate strategy Corporate strategy HR programs HR programs

Corporate strategy HR programs



2003 Prentice Hall, Inc.

How HR helps strategy execution

Functional strategies should support competitive strategies Value chain analysis Outsourcing Strategy Formulation


2003 Prentice Hall, Inc.

How HR helps form strategy

Formation of a companys strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses Environmental scanning


2003 Prentice Hall, Inc.

The Value Chain Approach


2003 Prentice Hall, Inc.

Technology can be the Human Resources engine of change


2003 Prentice Hall, Inc.

HR and technology
Basic HR systems demand paperwork

70% of HRs employees time = paperwork Off the shelf forms from Office Depot/Officemax Online forms

Human Resource Information Systems (HRIS) HR on the Internet


2003 Prentice Hall, Inc.

HR portals
Employees can answer their own questions HR moves from reactive to proactive


2003 Prentice Hall, Inc.

HR means performance
Can HR have a measurable impact on a companys bottom line? Better HRM translates into improved employee attitudes and motivation (e.g., working at home) Well run HR programs drive employee commitment



2003 Prentice Hall, Inc.

A Case Study
Dells dual HR roles OPERATIONS Deals with staff - benefits - compensation - call center MANAGEMENT Deals with management - education - recruitment - planning - training - personnel needs


2003 Prentice Hall, Inc.

Is There a One Best HR Way?

Follow a companys operating and strategic initiatives All companies can benefit from

Profit sharing programs Results oriented appraisals Employment security Foster informal relationships- promote worldwide communications Develop global executives


2003 Prentice Hall, Inc.

Things to Remember as We Move into Chapter 2

HR management: the responsibility of every manager HR practices today must address several basic issues including

Improving competitiveness Globalizing Technology and internet-based advances Contributing to strategic success


2003 Prentice Hall, Inc.

Plan for the Rest of the Book

Chapter 2: Equal Opportunity and the Law. Part II: Recruitment and Placement

Chapter 3: Job Analysis Chapter 4: Personnel Planning and Recruiting Chapter 5: Employee Testing and Selection Chapter 6: Interviewing Job Candidates


2003 Prentice Hall, Inc.

Plan for the Rest of the Book

Part III: Training and Development

Chapter 7: Training and Development Chapter 8: Managing Organizational Renewal Chapter 9: Appraising Performance Chapter 10: Managing Careers and Fair Treatment


2003 Prentice Hall, Inc.

Plan for the Rest of the Book

Part IV: Compensation

Chapter 11: Establishing Pay Plans Chapter 12: Pay-for-Performance and Financial Incentives Chapter 13: Benefits and Services


2003 Prentice Hall, Inc.

Plan for the Rest of the Book

Part V: Employee Security and Safety

Chapter 14: Labor Relations and Collective Bargaining Chapter 15: Employee Safety and Health Chapter 16: Managing Human Resources in an International Business.

Part VI: International HRM