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BUS 381 (65)
Chapter 1

CHAPTER 1.docx

5 Pages
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Department
Business Administration
Course Code
BUS 381
Professor
Karen Ruckman

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CHAPTER ONE: The Strategic Role of Human Resources Management The Strategic Role of Human Resources Management - Human Resources Management: Management of people in organizations. - Responsible for ensuring organization attracts, retains, and engages diverse talent required to meet operational and performance commitments made to customers and shareholders - Ensures organization finds and hires best individuals available, develops their talent, creates a productive work environment, and continually builds and monitors these human assets - Involves formulating and implementing HRM systems (recruitment, performance appraisal, compensation) aligned with organization’s strategy to ensure workforce has competencies and behavior required to achieve organization strategic objectives.  Crucial that HR strategy is aligned with company’s strategic plan - Human Capital: the knowledge, education, training, skills, and expertise of an organization’s workforce Human Resource Management Responsibilities - 2 categories - Operational: HR professionals hire and maintain employees and then manage employee separations  HR staff needs to be administrative experts and employee champions - Strategic: focused on ensuring organization is staffed with most effective human capital to achieve strategic goal  HR staff needs to be strategic partners and change agents - Operational Responsibilities - Line managers have responsibilities related to employees as they move through the stage of human-capital life cycle:  selection and assimilation into organization, development of capabilities while working in organization, and transition out of the organization - Responsibilities: analyzing jobs, planning future workforce requirements, selecting employees, orienting and training employees, managing compensation and reward plans, communicating with employees (counseling, disciplining), ensuring fair treatment, appraising performance, ensuring employee health and safety, managing labour relations and relationships with unions, handling complaints and grievances, and ensuring compliance with legislation affecting workplace - Outsourcing operational HR activities common, so that HR staff in organization can focus on strategic HRM - Strategic Responsibilities - Strategy: company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain competitive advantage - One of today’s most critical strategic business and HR challenge: building leadership pipeline Role in Formulating Strategy - Environmental scanning: identifying and analyzing external opportunities and threats that may be crucial to the organization’s success - HR professionals add value to strategy formulation process by supplying information regarding company’s internal strengths and weaknesses Role in Executing Strategy - Strategy execution is the area where HR makes the biggest strategic contribution - Making enterprise more responsive to product/service innovations and technological change is objective of many management strategies - Ways that HRM can help organization respond quickly to customers’ needs and competitors’ challenges: flattening the pyramid, empowering employees, and organizing around teams - Play a role in lowering labour costs  strategies to reduce turnover, absenteeism, rate of incidence of occupational illnesses and injuries - Engaged employees drive desired organizational outcomes; strong positive relationship between engagement and organizational performance Measuring the Value of HR: Metrics - Metrics: statistics used to measure activities and results - Traditional operational measures: amount of activitiy and costs of the HR function (number of job candidates interviews per month, cost per hire) - Today’s measures reflect quality of people, effectiveness of HRM initiatives that build workforce capability - Balanced scorecard: measurement system that translates an organization’s strategy into a comprehensive set of performance measures  Includes financial measures that tell results of actions already taken  Complements financial measures with operational measures of organizational, business unit, department success that will drive future performance  Balances long-term and short-term actions and balances measures of success relating to financial results, customers, internal business process, human capital managemen Environmental Influences on HRM - External and internal environmental influences that are driving the strategic focus of HRM External Environment Influences - 5 major influences: economic conditions, labour market issues, government, technology, globalization - Economic Conditions - Affect supply and demand for products and services - Productivity : ratio of an organizations outputs (good and services) to its inputs (people, capital, energy, and materials) - Primary sector: Agriculture, fishing and trapping, forestry, mining  4% - Secondary sector: Manufacturing and construction 19% - Tertiary or service sector: Public administration, personal and business services, finance, trade, public utilities, and transportation/communications  77% - Workforce Issues - Increasing workforce diversity  Diversity: attributes including demographic factors, values, cultural norms, sexual orientation, etc - Generational differences:  Traditionalists: born before 1946, grew up during WWII and Great Depression. Tend to be quiet, loyal, self-sacrificing  Baby Boomers: born between 1946 & 1964, largest group in workforce. Grew up in time of major optimism and change (moon landing, women’s movement). Tend to be career-focused workaholics who experienced a lot of competition in workplace, driven to succeed. Now aging and approaching retirement
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