Creative thinking and synthesis.
One-Pager Assignment
Synthesis One-Pager: Given the topics, discussions, conferences, etc. throughout the course; identify what issues are important in human resources. This is different from a one-page written paper. It requires creative thinking and synthesis.
Directions: Create a One-Pager to synthesize our learning on issues in human resource topics. Your one-pager must have the following components
Give your one-pager a title -Put the title at the top of your one-pager. Be sure that it stands out reflects the essence of your page
Present at least 2 visual images of human resource topics.
Include 2 quotes from class readings.
Write 2 quotes from 2 other separate sources that connect with the concepts of your one-pager(these quotes can be from any 2 sources such as other readings or material from other classes, news, movies, the web, data bases, your own experiences, or real life. Include the sources of the quotes.
Include 2 original statements fromyou(discussion posts, conferences, etc.) ingreen font.
Include 2 questions regarding human resources you still havered font(your questions can be rhetorical, factual, convergent, divergent, or evaluative).
Include 2 or more paraphrased quotes related to issues in human resources management spoken by members of our class during discussions or conferences (include source).
We can attach our one-pager when we reply to the discussion thread.
For full credit, you are required toreview and respond to a minimum of two classmates. Your one-pager needs to be posted by Wednesday at midnight. Your responses can be in written format. Please begin your reply by addressing the student by name. Your responses must be completed by Friday at midnight.
CHAPTER 1
Human Resource Management
in Organizations
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand human resource management and define human capital
Identify how human resource management and employees can be core competencies for organizations
Name the seven categories of H R functions
Provide an overview of four challenges facing H R today
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (continued)
Explain how ethical issues in organizations affect H R management
Explain the key competencies needed by H R professionals and why certification is important
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Resource (H R) Management
Designing formal systems in an organization to manage human talent for accomplishing organizational goals
Roles
Selecting, training, rewarding, managing, and retaining employees
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Organizations Need H R Management
Assists organizations in achieving higher:
Profits
Stock price
Productivity
Assists organizations in adapting to:
A globalized workforce
Age diversity
Deals with government regulations
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Core Competency and Organizational Assets
Core competency: Unique capability that creates high value for a company
Organizational assets
Physical assets
Financial assets
Intellectual property assets
Human assets
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Capital
Human capital: The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizations workforce
Called intellectual capital to reflect employees contributions
Ability-motivation-opportunity (A M O) model
H R practices that lead to greater skill, greater motivation, and greater opportunity for workers to contribute to the organization
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Productivity
Productivity: Measure of the quantity and quality of work done, considering the cost of the resources used
Unit labor cost: Computed by dividing the average cost of workers by their average levels of output
Can be improved by organizational restructuring, redesigning work, aligning H R activities, and outsourcing analyses
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Customer Service, Quality, and Innovation
H R assists managers and employees in focusing on customers needs
Contributes significantly to achieving organizational goals and maintaining a competitive advantage
Innovation: Process whereby new ideas are generated that create value for an organization
Facilitated by selection of appropriate talent, training, and sharing of knowledge
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Culture
Shared values and beliefs that give members of an organization meaning and provide them with rules for behavior
Is constant and enduring
Comprises the organizational social environment within a firm
Affects service and quality, organizational productivity, and financial results
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Functions
Strategy and planning
Equal employment opportunity
Talent acquisition
Talent management
Total rewards
Risk management and worker protection
Employee and labor relations
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Roles for Human Resource Departments
Administrative
Focusing on clerical administration, recordkeeping, legal paperwork, and policy implementation
Operational and employee advocate
Managing H R activities based on the strategies and operations identified by management
Strategic
Helping define and implement business strategies
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Mix of Roles for H R Departments
Prioritization in the past
Strategic
Operational and employee advocate
Administrative
Prioritization in the future
Administrative
Operational and employee advocate
Strategic
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Management Challenges
Competition, cost pressures, and restructuring
Globalization
A changing workforce
Human resource and technology
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Competition, Cost Pressures, and Restructuring
Job shifts
Gig economy: Most work is performed by freelance workers rather than full-time employees
Skill shortages
Inadequate supply of workers with the skills needed to perform emerging jobs
Major improvements need to be made to educational systems in the United States
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Globalization
Globalization of businesses has shifted from trade and investment to the integration of:
Global operations
Management
Strategic alliances
Globalized firms face difficulties in certain areas
Strategy, people, complexity, and risk
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
A Changing Workforce
Racial and ethnic diversity
Racial and ethnic minorities account for a growing percentage of the overall labor force
Gender in the workforce
Women may be a majority in certain occupations in the U.S. workforce
Age considerations
Many employees may retire in the near future
Millennials may represent 75 percent of the workforce by 2025
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Benefits and Challenges of Technology
Helps in strategic H R planning
Improves administrative and operational efficiency of H R functions
Reduces costs
Supports recruitment, selection, and training
Challenge Overreliance may negatively impact learning
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Technology Trends
Mobile devices
A DP Mobile Individuals can view employee information and perform other H R functions
H R leaders should encourage the use of mobile devices with B Y O D policies
Social media: Online communities where users create and share content and participate in networking
Negative comments by employees may affect a firms reputation
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R and Organizational Ethics
Areas for potential ethical problems in H R
Compensation, development, staffing, performance management, E E O, and training
Ethical or unethical treatment of employees influences the following organizational parameters
Job satisfaction, turnover, absenteeism, commitment, job performance, and ethical decisions
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ethical Culture and Practices
Programs that emphasize ethical behavior
Written code of ethics
Ethical behavior training
Advice on ethical situations
Confidential reporting systems
Public recognition and recommendation for ethical behavior
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ethics and Global Differences
Differences in legal, political, and cultural values and practices in different countries exist
Global employers must comply with both their home-country laws as well as the laws of other countries
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Role of H R in Organizational Ethics
Legal question
Does the behavior or result meet all applicable laws, regulations, and government codes?
Ethical question
Does the behavior or result meet both organizational standards and professional standards of ethical behavior?
H R management plays a key role as the keeper and voice of organizational ethics
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Examples of H R-Related Ethical Misconduct
Compensation
Misrepresenting hours and time worked
Falsifying work and reports
Employee relations
Employees lying to supervisors and coworkers
Misusing or stealing organizational assets and supplies
Staffing and equal employment
Sexual harassment of other employees
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Management Competencies
H R professionals need to be:
Strategic positioners
Credible activists
Capacity builders
Change champions
Innovators and integrators
Technology proponents
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 1-10:
S H R M H R
Competency
Model
Applicable only to examinees testing within the United States
Source: www.shrm.org
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Management as a
Career Field
H R generalist: A person who has responsibility for performing a variety of H R activities
H R specialist: A person who has in-depth knowledge and expertise in a specific area of H R
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Resource Professionalism
and Certification
H R professionals require considerable knowledge about the legal and operational aspects of managing the human resources in an organization
Earning a certification is an important step in establishing proficiency and credibility
Continued education and recertification are equally important to effectively manage H R programs and practices
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Organizations
Society for Human Resource Management (S H R M)
International Personnel Management Association for Human Resources (I P M A H R)
World Federation of People Management Associations (W F P M A)
WorldatWork Association
Association for Talent Development (A T D)
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Certifications
H R C I certification
Professional in Human Resources (P H R)
Senior Professional in Human Resources (S P H R)
SHRM exams and certification
WorldatWork certifications
Certified Compensation Professional (C C P)
Master Certified Compensation Professional (M C C P)
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Certifications (continued)
Certified Benefits Professional (C B P)
Work-Life Certified Professional (W L C W)
Global Remuneration Professional (G R P)
Other certifications
Certified Recognition Professional (C R P)
Certified Employee Benefits Specialist Program (C E B S)
Certified Professional in Learning and Performance (C P L P)
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H U M A N R E S O U R C E
MANAGEMENT
VA L E N T I N E M E G L I C H M AT H I S J A C K S O N
SIXTEENTH EDIT ION CHAPTER 2
Human Resource Strategy
and Planning
2020 Cengage Learning . May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Summarize the organizations strategic planning process
Outline how H Rs strategies are merged with organizational strategies and give two examples
Discuss how to forecast the supply and demand of human resources
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
Learning Objectives (continued)
List options for handling imbalances in the workforce
Explain the importance of human resource consideration during mergers and acquisitions
Identify how organizations can measure and analyze the effectiveness of H R management practices
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategy and Strategic Planning
Strategy: A plan an organization follows for how to compete successfully, survive, and grow
Strategic planning: Defining organizational strategy, or direction, and allocating resources toward its achievement
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Planning Process for the Organization
Organizational mission
SWOT analysis
Establish goals and objectives
Formulate organizational strategies
Formulate supporting functional strategies
Implement
Evaluate and reassess
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Planning
Guided by organizational mission, which is the core reason for the existence of the organization and what makes it unique
Planning cycle takes three to five years
Analyzes strengths, weaknesses, opportunities, and threats
Considers internal and external forces
Managers determine objectives and formulate strategies to meet objectives
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic H R Management
The appropriate use of H R management practices to gain or keep a competitive advantage
Provides input for strategic planning and develops specific H R initiatives to help achieve organizational goals
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic H R Management (continued)
H R can support organizational strategy by:
Hiring good employees
Placing employees in the right jobs
Rewarding employees fairly
Providing proper training
Fostering good employeremployee communication
Focusing employee efforts and rewards toward the companys bottom line
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 2-3: Positioning H R to Be a Strategic Partner
Source: Adapted from Torben Juul Anderson and Dana Minbaeva, The Role of Human Resource Management in Strategy Making, Human Resource Management 52 (2013), 809827.
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Contributions to Strategy
Provide perspective and expertise by:
Having a seat at the strategic table
Being knowledgeable about business operations
Focusing on the future
Prioritizing business goals
Understanding what to measure
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 2-4: H R Departments Contribution to Organizational Sustainability
Source: Adapted from Cathy L. Z. Dubois and David A. Dubois, Strategic HRM as Social Design for Environmental Sustainability in Organization, Human Resource Management 51 (2012), 799826.
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Strategies for Global Competitiveness
Multinational corporations need expertise to administer H R activities in a wide range of nations to compete on an international scale
Multinational corporation (M N C): An organization that has facilities and other assets in at least one country other than its home country
Organizations use offshoring, which is relocation of a business process or operation from one country to another, to respond to global labor conditions
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Resource Planning
Analyzes and identifies the need for and availability of people so that the organization can meet its strategic objectives
Ensures the right number of people with the right capabilities at the right times and in the right places
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 2-5: H R Planning Process
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Environmental Scanning
Assesses external and internal environmental conditions that affect the organization
External environment
Economic, political, and competitive forces
Internal environment
Quality and quantity of talent
Organizational culture
Talent pipeline and leadership bench strength
Helps identify strengths, weaknesses, opportunities, and threats
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Factors in the SWOT Analysis
Strengths
Intellectual capital
Loyal, committed employees
Innovative, adaptive employees
High-performance practices
Weaknesses
Lack of skilled employees
Lack of leadership pipeline
Outdated talent management practices
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Factors in the SWOT Analysis (continued)
Opportunities
Market position
Unexplored markets
Global expansion
Technology advances
Threats
Legal mandates and restrictions
Competitor power
Economic uncertainty
Talent shortage
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Succession Planning
Process of identifying a plan for the orderly replacement of key employees
Ensures high-quality talent will be available to carry out business strategies
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Factors Affecting External Workforce Availability
Economic and Governmental Factors
Government regulations affect labor supply
Tax legislation at local, state, and federal levels affects H R planning
Geographic and Competitive Evaluations
Net migration
Direct competitors
International competition
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Factors Affecting External Workforce Availability (continued)
Changing Workforce Considerations
Aging of the workforce
Growing diversity of workers
Female workers and worklife integration concerns
Availability of contingent workers
Outsourcing possibilities
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Factors Affecting Internal Workforce Availability
Current and Future Jobs Audit
Type of existing jobs
Number of individuals performing each job
Reporting relationships of jobs
Vital K S A s (knowledge, skills, abilities)
Jobs needed to implement future organizational strategies
Characteristics of anticipated jobs
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
Factors Affecting Internal Workforce Availability (continued)
Employee and Organizational Capabilities Inventory
Employee demographics
Individual competencies (K S A s)
Career progression
Performance data
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Forecasting
Uses information from the past and present to predict future conditions
Subject to error and to changing conditions
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Forecasting Methods
Qualitative Methods (Subjective)
Estimates
The rule of thumb
The Delphi technique
Nominal groups
Quantitative Methods (Mathematical)
Statistical regression analysis
Simulation models
Productivity ratios
Staffing ratios
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Forecasting Planning Periods
Short-range: forecasts for the immediate H R needs of an organization
Intermediate-range: plans projecting one to three years into the future
Long-range: plans extending beyond three years
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Forecasting External Supply of Employees
Factors to be considered while ascertaining external supply
Net migration into and out of the area
Individuals entering and leaving the workforce
Individuals graduating from schools and colleges
Changing workforce composition and patterns
Economic forecasts for the next few years
Technological developments and shifts
Actions of competing employers
Government regulations and pressures
Circumstances affecting persons entering and leaving the workforce
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 2-8: Estimating Internal Labor Supply for a Given Unit
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Talent Supply Imbalances
Managing a Talent Surplus
Reduce employee work hours or compensation
Attrition
Hiring freezes
Voluntary separation programs
Workforce downsizing/reduction in force (R I F)
Managing a Talent Shortage
Increase employee work hours through overtime
Outsource to a third party
Implement alternative work arrangements
Use contingent workers (temporaries, independent contractors)
Reduce employee turnover
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Best Practices to Carry Out Layoffs
Identify the work that is core to sustaining a profitable business
Identify the knowledge, skills, and competencies needed to execute the business strategy
Protect the bottom line and the corporate brand
Constantly communicate with employees
Pay attention to the survivors
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Severance Benefits and Outplacement Services
Severance benefits: Temporary payments made to laid-off employees to ease the financial burden of unemployment
Outplacement services: give displaced employees support and assistance
Personal career counseling
Rsum-preparation services
Interviewing workshops
Referral assistance
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Legal Considerations for
Workforce Reductions
Selection Criteria for Laying Off
Title 7 of the Civil Rights Act
Age Discrimination in Employment Act
Americans with Disabilities Act
Other Regulations
Consolidated Omnibus Budget Reconciliation Act (C O B R A)
Older Workers Benefit Protection Act (O W B P A)
Worker Adjustment and Retraining Notification (W A R N) Act
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ways to Manage a Talent Shortage
The following are in a common order of usage:
First Use overtime
Second Outsource work
Third Try alternative work arrangements
Fourth Bring back recent retirees
Fifth Increase contingent workers
Sixth Reduce turnover
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing a Talent Shortage
Outsourcing: Transferring the management and performance of a business function to an external service provider
Alternate Work Arrangements: Nontraditional schedules that provide flexibility to employees
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Ac tivities during Mergers and Acquisitions
Before the Deal
Conduct due diligence
Assess risks
Identify possible conflicts
During Integration
Address key H R processes
Retain key talent
Recognize cultural differences
Post-Integration
Optimize workforce
Identify and establish new culture
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Due Diligence
Due diligence: Comprehensive assessment of all aspects of the business being acquired
Is complex when merger and acquisition involves companies in different countries
H R professionals review issues related to:
Legal compliance
Labor contract obligations
H R policies used in the firm
Available talent and culture
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Changing the Organizational Culture
Culture
Define the desired behaviors
Deploy role models
Provide meaningful incentives
Provide clear and consistent messages
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Measuring Effectiveness of Human Resources and Human Capital
Effectiveness: Ability of a program, project, or task to produce a specific desired effect or result that can be measured
Efficiency: Degree to which operations are carried out in an economical manner
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
H R Metrics and Analytics
H R metrics: Specific measures of H R practices
H R analytics: An evidence-based approach to making H R decisions on the basis of quantitative tools and models
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key H R Metrics
H R Staff and Expenses
H R-to-employee ratio
Total H R staff
H R expenses per F T E
Staffing
Number of positions filled
Time to fill
Cost per hire
Annual turnover rate
Compensation
Annual wage and salary increases
Payroll as a percentage of operating expenses
Benefit costs as a percentage of payroll
2020 Cengage Learning. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key H R Metrics (continued)
Training
Hours of training per employee
Total costs for training
Percentage of employees participating in tuition reimburse-ment program
Retention and Quality
Average tenure of employees
Percentage of new hires retained for 90 days
Performance quality of employees in first yea
