1 / 13

Strategic Human Resource Management

Strategic Human Resource Management. Dr. George S. Benson benson@uta.edu http://management.uta.edu/Benson/default.htm. Human Resource Management. Who performs the HR function?. Companies need around 100 employees to have dedicated HR staff

pascal
Télécharger la présentation

Strategic Human Resource Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Strategic Human Resource Management Dr. George S. Benson benson@uta.edu http://management.uta.edu/Benson/default.htm

  2. Human Resource Management

  3. Who performs the HR function? • Companies need around 100 employees to have dedicated HR staff • HR to staff ratio around 1 to 100 for larger businesses • Supervisors perform many HR functions • Professionalism of HR staff • 75% of HR Executives have backgrounds in HR • Specialization within fields Compensation and Benefits Training and Development HR Information Systems Organizational Development

  4. “We want to have more people selling instead of watching people sell and fewer human resource people watching – God only knows that they watch.” Bob Lipp -- Citigroup Cost Cutter Fortune Magazine January 11, 1999

  5. Bathroom Breaks at Jim Beam “Workers on the bottling line are fuming about being limited to four breaks per 8 1/2 hour shift, only one of which can be unscheduled.” "Our policy is fair and reasonable and it does respect the real needs that our employees have," said Jack Allen, human resources director at the Clermont plant. CNN Aug 28, 2002

  6. Changing Views of HR • Business strategies require specific skills and behaviors to be successful. • HR practices can be crafted to develop certain types of skills and encourage behaviors. • HR practices should support the “core competencies” and strategy of the organization.

  7. Strategic View of Human Resources • Employees are human assets that increase in value when appropriate policies and programs are applied. • Effective organizations recognize that their employees do have value, much as same as the organization’s physical and capital assets have value. • Employees are a source of sustainable competitive advantage.

  8. Sources of Employee Value • Technical Knowledge • Markets, Processes, Customers, Environment • Ability to Learn and Grow • Openness to new ideas • Acquisition of knowledge and skills • Decision Making Capabilities • Motivation • Commitment • Teamwork • Interpersonal skills, Leadership ability

  9. Implications for Organizations • Job and work design • Training and employee development • Determination of compensation • Integrated performance management • Advancement opportunities • Development of retention strategies • Measuring the impact of HR

  10. The Investment-Oriented Organization • Organizational Characteristics • Sees people as central to its mission/strategy. • Has a mission statement and strategic objectives that espouse the value of human assets in achieving goals. • Has a management philosophy that encourages the development and retention of human assets and does not treat or regard human assets in the same ways as physical assets.

  11. Investment Orientation Factors • Senior Management Values and Actions • An organization’s willingness to invest in its human resources is determined by the “investment orientation” of its managers. • Attitude Toward Risk • Investment in human resources is inherently riskier due to lack of absolute “ownership” of the asset. • Nature of Skills Needed by Employees • The more likely that skills developed by employees are marketable outside the firm, the more risky the firm’s investment in the development of those skills.

  12. Investment Orientation Factors • Utilitarian (“Bottom Line”) Mentality • An attempt is made to quantify employee worth to the organization through a cost-benefit analysis. • The “soft” benefits of HR programs and polices are difficult to objectively quantify because they affect many different organizational areas and have differential effects on individual employees. • Availability of Outsourcing • If cost-effective outsourcing is available, investments will be made only in HR activities producing the highest returns and largest sustainable competitive advantages.

  13. The Strategic Importance of HRM • Competitive Advantage • When all or part of the market prefers the firm’s products and/or services. • Ways firms can use HRM to gain sustainable competitive advantage: • Maximize the value added by employees • Acquire rare employees • Develop a culture that can’t be copied. • Performance requires HR practices that: • Match the business strategy • Are internally consistent • Fit with organizational values and beliefs

More Related