人力资源管理练习题 Human Resource Management1.pdf

HRM CHAPTER 1 Gaining a Competitive Advantage Discuss the roles and activities of a company s human resource management function Discuss the implications of the economy the makeup of the labor force and ethics for company sustainability Discuss how human resource management affects a company s balanced scorecard Discuss what companies should do to compete in the global marketplace Identify the characteristics of the workforce and how they influence human resource management Discuss human resource management practices that support high performance work systems Provide a brief description of human resource management practices Introduction Competitiveness refers to a company s ability to maintain and gain market share in its industry It is related to company effectiveness Human resource management refers to the policies practices and systems that influence employees behavior attitudes and performance Many companies refer to HRM as involving people practices Responsibilities of HR Departments Employment and recruiting Training and development Compensation Benefits Employee Services Employee and community relations Personnel records Health and safety Strategic planning What Roles Do HR Departments Perform How is the HRM Function Changing The amount of time that the HRM function devotes to administrative tasks is decreasing and its roles as a strategic business partner change agent and employee advocate are increasing In shifting the focus from current operations to strategies for the future and preparing non HR managers to develop and implement HR practices HR managers face two important challenges Self service refers to giving employees online access to information about HR issues Outsourcing refers to the practice of having another company provide services The HRM Profession HR salaries vary depending on education and experience as well as the type of industry HR specialists HR generalists College degrees are held by the vast majority of HRM professionals Professional certification is less common than membership in professional associations The primary professional organization for HRM is the Society for Human Resource Management SHRM Competitive Challenges Influencing HRM Three competitive challenges that companies now face will increase the importance of HRM practices The Sustainability Challenge Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment Stakeholders refers to shareholders the community customers and all other parties that have an interest in seeing that the company succeeds Sustainability includes the ability to deal with economic and social changes engage in responsible and ethical business practices provide high quality products and services put in place methods to determine if the company is meeting stakeholders needs The changing structure of the economy Impact of September 11 2001 The competition for labor Skill demands for jobs are changing Knowledge is becoming more valuable Intellectual capital refers to the creativity productivity and service provided by employees Knowledge workers are employees who contribute to the company not through manual labor but through a specialized body of knowledge Empowerment means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service A learning organization embraces a culture of lifelong learning enabling all employees to continually acquire and share knowledge The psychological contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions Alternative work arrangements include independent contractors on call workers temporary workers and contract company workers The Balanced Scorecard The balanced scorecard gives managers the opportunity to look at the company from the perspective of internal and external customers employees and shareholders The balanced scorecard should be used to Link human resource management activities to the company s business strategy Evaluate the extent to which the human resource function is helping the company s meet it s strategic objectives Measures of human resource practices primarily relate to productivity people and processes Customer Service and Quality Emphasis Total Quality Management TQM is a company wide effort to continuously improve the ways peoples machines and systems accomplish work Core values of TQM include designing methods and processes to meet the needs of internal and external customers all employees receive training in quality promotion of cooperation with vendors suppliers and customers management gives feedback on progress Malcolm Baldrige National Quality Award established in 1987 to promote quality awareness to recognize quality achievements and to publicize successful quality strategies ISO 9000 2000 quality standards adopted worldwide Six Sigma process system of measuring analyzing improving and controlling processes once they meet quality standards Changing Demographics Diversity of the Workforce Internal labor force is the labor force of current employees External labor market includes persons actively seeking employment The U S workforce is becoming increasingly diverse Women Minorities Disabled workers Immigrants Managing a Diverse Workforce To successfully manage a diverse workforce managers must develop a new set of skills including Communicating effectively with employees from a wide variety of cultural backgrounds Coaching and developing employees of different ages educational backgrounds ethnicity physical ability and race Providing performance feedback that is based on objective outcomes Creating a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative Legal and Ethical Issues Five main areas of the legal environment have influenced HRM over the past 25 years Equal employment opportunity legislation Employee safety and health Employee pay and benefits Employee privacy Job security Women and minorities still face the glass ceiling Human resource managers must satisfy three basic standards for their practices to be considered ethical HRM practices must result in the greatest good for the largest number of people Employment practices must respect basic human rights of privacy due process consent and free speech Managers must treat employees equitably and fairly The Global Challenge Companies are finding that to survive they must compete in international markets as well as fend off foreign corporations attempts to gain ground in the U S Every business must be prepared to deal with the global economy This is made easier by technology Offshoring refers to the exporting of jobs from developed countries to less developed countries Many companies are entering international markets by exporting their products overseas building manufacturing facilities in other countries entering into alliances with foreign companies and engaging in e commerce The Technology Challenge Technology has reshaped the way we play plan our lives and where we work The overall impact of the Internet The Internet has created a new business model e commerce in which business transactions and relationships can be conducted electronically changed how and where we work resulted in high performance models of work systems increased the use of teams to improve customer service and product quality changed skill requirements increased working partnerships led to changes in company structure and reporting relationships increased the availability of Human Resource Information Systems HRIS which are used to acquire store manipulate analyze retrieve and distribute HR information increased the availability of e HRM which is the processing and transmission of digitalized information used in HRM increased the competitiveness of high performance work systems Meeting Competitive Challenges Through HRM Practices HRM practices that help companies deal with the three competitive challenges can be grouped into four dimensions The human resource environment Acquiring and preparing human resources Assessment and development of human resources Compensating human resources Managing internal and external environmental factors allows employees to make the greatest possible contribution to company productivity and competitiveness Customer needs for new products or services influence the number and type of employees businesses need to be successful Besides interesting work pay and benefits are the most important incentives that companies can offer employees in exchange for contributing to productivity quality and customer service Human resource management practices of both managers and the human resource function must be aligned and contribute to the company s strategic goals CHAPTER 2 Strategic Human Resource Management After reading this chapter you should be able to Describe the differences between strategy formulation and strategy implementation List the components of the strategic management process Discuss the role of the HR function in strategy formulation Describe the linkages between HR and strategy formulation Discuss the more popular typologies of generic strategies and the various HR practices associated with each Describe the different HR issues and practices associated with various directional strategies List the competencies the HR executive needs to become a strategic partner in the company Introduction The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage Human resource managers should have input into the strategic plan have specific knowledge of the organization s strategic goals know what types of employee skills behaviors and attitudes are needed to support the strategic plan develop programs to ensure that employees have those skills behaviors and attitudes What is Strategic Management Strategic Management is a process for analyzing a company s competitive situation developing the company s strategic goals and devising a plan of action and allocation of resources that will help a company achieve its goals Strategic human resource management is the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals Components of the Strategic Management Process Strategy Formulation Strategic planning groups decide on a strategic direction by defining the company s mission and goals its external opportunities and threats and its internal strengths and weaknesses Strategy Implementation The organization follows through on the strategy that has been chosen This includes structuring the organization allocating resources ensuring that the firm has skilled employees in place and developing reward systems that align employee behavior with the strategic goals Model of the Strategic Management Process The Role of HRM in Strategy Formulation Administrative Linkage Lowest level of integration HRM function s attention is focused on day to day activities No input from the HRM function to the company s strategic plan is given One Way Linkage The strategic business planning function develops the plan and then informs the HRM function of the plan HRM then helps in the implementation Two Way Linkage Allows for consideration of human resource issues during the strategy formulation process The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option Integrative Linkage Is based on continuing rather than sequential interaction The HR executive is an integral member of the strategic planning team Strategy Formulation Five components of the strategic management process A mission is a statement of the organization s reasons for being Goals are what the organization hopes to achieve in the medium to long term future External analysis consists of examining the organization s operating environment to identify strategic opportunities and threats Internal analysis attempts to identify the organization s strengths and weaknesses Strategic choice is the organization s strategy which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals Strategy Implementation HRM Practices Job Analysis the process of getting detailed information about jobs Recruitment the process through which the organization seeks applicants Training a planned effort to facilitate learning of job related knowledge skills and behavior Job design making decisions about what tasks should be grouped into a particular job Selection identifying the applicants with the appropriate knowledge skills and ability Development the acquisition of knowledge skills and behavior that improves employees ability to meet the challenges of future jobs Strategic Types Porter s Generic Strategies Michael Porter has hypothesized that competitive advantage comes from creating value by reducing costs overall cost leadership or charging a premium price for a differentiated product or service differentiation HRM Needs in Strategic Types Different strategies require different types of employees Role behaviors are the behaviors required of an individual in his or her role as a jobholder in a social work environment Cost strategy firms seek efficiency and therefore carefully define the skills they need in employees and use worker participation to seek cost saving ideas Differentiation firms need creative risk takers Directional Strategies The Role of HR in Providing a Competitive Advantage Emergent Strategies Those that evolve from the grass roots of the organization What actually is done versus what is planned HR plays an important role in facilitating the communication of emergent strategies between levels in the hierarchy Enhancing Firm Competitiveness By developing a rich pool of talent HR can assure the company s ability to adapt to a dynamic environment Strategic Human Resource Executives Four basic competencies Business Competencies Understanding the company s economic and financial capabilities Professional Technical Knowledge In HR practices such as selection techniques and compensation systems Change Processes or Organizational Development Techniques The ability to diagnose the need for change and develop and implement the appropriate intervention Integration Competencies A generalist perspective with the skills of a specialist in the above three areas CHAPTER 3 The Analysis and Design of Work After reading this chapter you should be able to Analyze the work flow process identifying the output activities and inputs in the production of a product or service Understand the importance of job analysis in strategic and human resource management Choose the right job analysis technique for a variety of human resource activities Identify the tasks performed and the skills required in a given job Understand the different approaches to job design Comprehend the trade offs among the various approaches to designing jobs Work flow Analysis Work flow analysis is useful because it provides a means for the managers to understand all the tasks required to produce a high quality product as well as the skills necessary to perform those tasks Work flow analysis includes analyzing work outputs analyzing work processes analyzing work inputs Developing a Work Flow Analysis Organizational Structure Organization structure provides a cross sectional overview of the static relationship between individuals and units that create the outputs Two of the most important dimensions of structure are centralization and departmentalization 1 Centralization is the degree to which authority resides at the top of the organizational chart 2 Departmentalization refers to the degree to which work units are grouped based upon functional similarity or similarity of workflow Structural Configuration Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products regions and clients Divisional workflow departmentalization low level of centralization semi autonomous flexible and innovative sensitive to subtle differences across products regions and clients low efficiency The Importance of Job Analysis to HR Managers The Importance of Job Analysis to Line Managers Managers must have detailed information about all the jobs in their work group to understand the work flow process Managers need to understand the job requirements to make intelligent hiring decisions Since the manager is responsible for ensuring that each individual is performing his or her job satisfactorily the manager must clearly understand the tasks required in every job Job Analysis Information Job Description a list of tasks duties and responsibilities TDRs Job Specification a list of knowledge skills abilities and other characteristics KSAOs Sample Job Description Job Title Maintenance Mechanic General Description of Job General maintenance and repair of all equipment used in the operations of a particular district Includes the servicing of company used vehicles shop equipment and machinery used on job sites 1 Essential duty 40 Maintenance of Equipment 2 Essential duty 40 Repair of Equipment 3 Essential duty 10 Testing and Approval 4 Essential duty 10 Maintain Stock Nonessential functions Other duties assigned Job Analysis Methods Position Analysis Questionnaire PAQ Task Analysis Inventory Fleishman Job Analysis System FJAS Occupational Information Network O NET Job Dimensions and Job Tasks of a University Professor Job Design Job design is the process of defining the way work will be performed and the tasks that will be required in a given job Job redesign refers to changing the tasks or the way work is performed in an existing job The four approaches used in job design are mechanistic approach motivational approach biological approach perceptual motor approach Mechanistic Approach