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Human Resources Management
HRM 2600
Ron Alexandrowich

ADMS 2600 CH. 1 Human Resources Management (HRM) - The process of managing human resources (human capital and intellectual assets) to achieve an organization’s objectives. Core Competencies - Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. - Sustained competitive advantage through people is achieved if these human resources: -Have value. -Are rare and unavailable to competitors. -Are difficult to imitate. -Are organized for synergy. Competitive Challenges 1. Going global 2. Embracing new technology 3. Managing change 4. Managing talent or human capital 5. Responding to the market 6. Containing costs Challenge 1: Competing, Recruiting and Staffing Globally Globalization - The trend towards opening up foreign markets to international trade and investment. - Impact of Globalization - “Anything, anywhere, anytime” markets. - Partnerships with foreign firms. - Lower trade and tariff barriers Corporate Social Responsibility - The responsibility of the firm to act in the best interests of the people and communities affected by its activities. - Impact on HRM - Different geographies, cultures, laws, and business practices Issues: - Identifying capable managers and workers. - Developing foreign culture and work practice training programs. - Adjusting compensation plans for overseas work. Challenge 2: Embracing New Technology - Knowledge Workers: - Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving. - Knowledge-Based Training - Online instruction. - “Just-in-time” learning via the Internet on company intranets. Human Resources Information System (HRIS) - A computerized system that provides current and accurate data for the purposes of control and decision making. - Benefits: - Store and retrieve of large quantities of data. - Combine and reconfigure data to create new information. - Institutionalization of organizational knowledge. - Easier communications. - Lower administrative costs, increased productivity and response times. Challenge 3: Managing Change  Types of Change - Reactive change: Change that occurs after external forces have already affected performance. - Proactive change: Change initiated to take advantage of targeted opportunities. - Managing Change through HR: Formal change management programs help to keep employees focused on the success of the business Why Change Efforts Fail: - Not establishing a sense of urgency. - Not creating a powerful coalition to guide the effort. - Lacking leaders who have a vision. - Lacking leaders who communicate the vision. - Not removing obstacles to the new vision. - Not systematically planning for and creating short-term “wins.” - Declaring victory too soon. - Not anchoring chan
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