Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-1 Managing Human Resources Managing Human Resources Bohlander.

Presentasi berjudul: "Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-1 Managing Human Resources Managing Human Resources Bohlander."— Transcript presentasi:

1 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-1 Managing Human Resources Managing Human Resources Bohlander  Snell  Sherman Chapter 1 The Challenge of Human Resources Management

2 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-2 Chapter 1 Learning Objectives  Identify how firms gain sustainable competitive advantage through people.  Explain how globalization is influencing human resources management.  Describe the impact of information technology on managing people.  Identify the importance of change management.  State HR’s role in developing intellectual capital.

3 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-3 Learning Objectives, cont.  Differentiate how TQM and reengineering influence HR systems.  Discuss the impact of cost pressures on hr policies.  Discuss the primary demographic and employee concerns pertaining to HRM.  Provide examples of the roles and competencies of today’s HR managers.

4 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-4 Criteria for Competitive Advantage through People Combining Core Competencies Through People to Create Competitive Advantage Combining Core Competencies Through People to Create Competitive Advantage VALUE RARE ORGANIZED DIFFICULT TO IMITATE

5 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-5 Core Competencies Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

6 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-6 Presentation Slide 1-1 Overall Framework for HRM COMPETITIVE CHALLENGES globalization technology managing change human capital responsiveness cost containment EMPLOYEE CONCERNS b ackground diversity age distribution gender issues educational levels employee rights privacy issues work attitudes family concerns HUMAN RESOURCES planning recruitment staffing job design training/development appraisal communications compensation benefits labor relations

7 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-7 Competitive Challenges for HRM Globalization Managing Change Developing Human Capital Cost Containment Market Responsiveness Technology

8 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-8 Globalization Trend toward opening up foreign markets to international trade and investment

9 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-9 Knowledge Workers Workers whose responsibilities extend beyond the physical execution of work to include decision making, problem solving, and trouble shooting

10 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-10 Human Resources Information System (HRIS) Computerized system that provides current and accurate data for purposes of control and decision making

11 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-11 Reactive Change Change that occurs after external forces have already affected performance

12 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-12 Proactive Change Change initiated to take advantage of targeted opportunities

13 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-13 Human Capital The knowledge, skills, and abilities of individuals that have economic value to an organization

14 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-14 Total Quality Management (TQM) A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement

15 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-15 Reengineering Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

16 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-16 Downsizing The planned elimination of jobs

17 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-17 Outsourcing Contracting outside the organization to have work done that formerly was done by internal employees

18 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-18 Employee Leasing Employees who are hired away by a vendor firm but continue to work in their original jobs

19 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-19 Top HR Issues for Increasing Employee Productivity Training Controlling Benefits Costs Employee Recruitment and Selection Performance Evaluation Employee Communications Incentive Pay

20 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-20 Environment empowerment teams leader support culture Environment empowerment teams leader support culture Perf=f(A,M,E) Presentation Slide 1-2 Productivity Enhancements Ability recruitment selection training development Motivation job enrichment promotions coaching feedback rewards

21 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-21 Managing Diversity Being aware of characteristics common to employees, while also managing employees as individuals

22 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-22 Social Concerns in HRM Changing Demographics Attitudes toward Work and Family Employer/ Employee Rights

23 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-23 Value of Higher Education Annual Earnings

24 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-24 Presentation Slide 1-3 Diversity Rational Poll The primary business reasons for diversity management include… u Better utilization of talent u Increased marketplace understanding u Breadth of understanding in leadership positions u Enhanced creativity u Increased quality of team problem-solving Source: Survey data from Gail Robinson and Kathleen Dechant, “Building a business case for diversity,” The Academy of Management Executive, 11 no3 (Aug 1997): 21-31

25 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-25 Responsibilities of the HR Manager Advice and Counsel Service Employee Advocacy Policy Formulation and Implementation

26 Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-26 Presentation Slide 1-4 Framework for HRM Competencies HR Functional Expertise Managing Change Knowledge of Business Personal Credibility