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Chapter 1

Chapter 1 The strategic role of human resources management.docx

3 Pages
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Department
Business Administration
Course Code
BUS 381
Professor
Natalie Zhao

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Chapter 1 The strategic role of human resources management The strategic role of human resources management Human Resources Management (HRM): The management of people in organizations to drive successful organizational performance and achievement of the organization’s strategic goals. Human capital: The knowledge, education, training, skills, and expertise of an organization’s workforce. - Their job is to ensure that the organization finds and hires the best individuals available, develops their talent, creates a productive work environment, and continually builds and monitors these human assets. They have the primary responsibility for managing the workforce that drives organizational performance and achievement of the organization’s strategic goals. Human resource management responsibilities Human resource management responsibilities and activities fall into two categories. The first is the tradition operational (administrative) category, where HP professionals hire and maintain employees and then manage employee separations. This role requires HR staff to be administrative experts and employee champions. The second is the more recent strategic category, where HR is focused on ensuring that the organization is staffed with the most effective human capital to achieve its strategic goals. This role requires HR staff to be strategic partners and change agents.  Operational responsibilities HR services include: analyzing jobs, planning future workforce requirement, selecting employees, orienting and training employees, managing compensation and reward plans, and communicating with employees (including counseling and disciplining). - In recent years, there has been a trend to outsourcing much of the operational HR activities, so that HR staff in the organization can focus on strategic HRM.  Strategic responsibilities Strategy: the company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage.  Role in Formulating strategy Environmental scanning: identifying and analyzing external opportunities and threats that may be crucial to the organization’s success.  Role in executing strategy: - Strategy execution is typically the area where HR makes the biggest strategic contribution. For example, HR professionals are heavily involved in the execution of downsizing and restructuring strategies through establishing training and retraining programs, arranging for outplacement services, instituting pay-for-performance plans, and helping to redesign jobs. - HR specialists are expected to be change agents who lead the organization and its employees through organizational change. Environmental influences on HRM External environmental influences: Five major environmental influences on HRM will be discussed: economic conditions, labour market issues, government, technology, and globalization.  Economic conditions Productivity: the ratio of an organization’s outputs (goods and services) to its inputs (people, capital, energy, and materials). Primary sector: agriculture, fishing and trapping, forestry, and mining. Secondary sector: manufacturing and construction. Tertiary or service sector: public administration, personal and business services, finance, trade, public utilities, and transportation/communications. - since all jobs in the service sector involve the provision of service by employees to individual customers, effectively managing and motivating human resources in critical.  Workforce Issues  Increasing workforce diversity Traditionalists/silent generation: individuals born before 1946. Baby Boomers: individuals born between 1946 and 1964. Sandwich generation: individuals with responsibility
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