Agenda/Topics to be Covered Welcome Course overview and procedures Lecture: Five factors influencing...
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![Page 1: Agenda/Topics to be Covered Welcome Course overview and procedures Lecture: Five factors influencing choice of HR policies and processes; the strategic.](https://reader036.fdocuments.net/reader036/viewer/2022062312/55177bae5503460e6e8b52ed/html5/thumbnails/1.jpg)
Agenda/Topics to be Covered Welcome Course overview and procedures Lecture: Five factors influencing choice of HR
policies and processes; the strategic role of HRM Reading: Producing sustainable competitive
advantage through the effective management of people.
Mini case: The northeast health center
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Tracy Zhou MW Rm 605 2241-5666 [email protected] Office hours: Tue 11:30-12:30,
Thur 11-12, or by appointments
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Course procedures
Prerequisites How class time will be used Deliverables
- 20% Group Case Presentation & Analysis
- 30% Group Project
- 30% End-of-Term Exam
- 20% Class Participation
http://www.fbe.hku.hk/Programme/Undergraduate/course_details.cfm?school=SoB&coursecode=BUSI0029A&yearheld=2010-2011
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Class Participation Assignment
Due Date: Tue. Jan 18th, 2011 4 x 6 index card with information Attach a picture
Dr. Xiaohua Zhou (Tracy)[email protected]
Ph.D. in ManagementFinancial Corporation My expectation for the course is …..
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Classroom Courtesy
Managers need to establish policies and enforce them
Mobile Phone Policy Foods and Drinks Please try to sit with your group members. Participation and learning atmosphere
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Central themes
Emphasis on general manager, not HR specialist
HR as source of strategic advantage “The whole is greater than the sum of the
parts” People are an investment HR and the bottom line
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Does the HR system fit?
Do the HR policies fit in the broader context of the organization (Alignment)?
To what extent are the individual pieces of the HR system internally complementary or consistent?
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The five factors
External environment: social, political, legal, and economic
Workforce: demographics, skill Organization’s culture Organization’s strategy Technology of production and organization of
work
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Legal environment
Pay Hiring Employee voice Firing International differences: US vs. Europe vs.
rest of world
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Economic environment
Primary source of production has shifted from physical to intellectual capital
Economic paradigm characterized by speed, innovation, short cycle times, quality, and customer satisfaction
Globalization and Increased competition Workers more educated Rising pay differences by skill Narrowing gender gap
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More women Education level Socially homogeneous or heterogeneous Diversity
Workforce
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Culture
Creativity vs. conformity Flat vs. hierarchy Co-operation vs. competition Family vs. contract labor
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Strategy
Source of competitive advantage
- Quality and service
- Cost
- Innovation Ability to maintain advantage Long-term objective
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Key technological factors
Privacy/proximity Training Effort-results correlation Interdependence of workers Task ambiguity and discretion
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Changes in jobs
Greater use of computers More work in engineering, R&D settings More teams, TQM Smart skills for what used to be manual jobs
An organization’s HR practices can be beautifully crafted to fit the broader context of one time and place, but fit less well as conditions shift.
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Key lessons
The five factors are not fixed and unalterable, an organization has some control over them.
They are neither infinitely adaptable Fit them to HR practices and HR practices to
them to the greatest extent feasible.
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The field of HRM
Recruiting Selection Promotion Training Job design Performance evaluation
It consists of various practices used to manage people in organization, and these practices commonly have been grouped into the subdisciplines such as:
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HR’s Strategic Challenges
Support corporate productivity and improve performance.
HR must be more involved in designing—not just executing—the company’s strategic plan How to match its internal strengths and
weaknesses with external opportunities and threats in order to maintain a competitive advantage.
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HR and Competitive Advantage
Competitive advantage Any factors that allow an organization to
differentiate its product or service from those of its competitors to increase market share.
Superior human resources are an important source of competitive advantage
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Strategic Management Process
Strategic management tasks
Step 1: Define the Business and Its Mission
Step 2: Perform External and Internal Audits
Step 3: Translate the Mission into Strategic Goals
Step 4: Formulate a Strategy to Achieve theStrategic Goals
Step 5: Implement the Strategy
Step 6: Evaluate Performance
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Overview of Strategic Management
Figure 3–1
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Strategies in Brief
Figure 3–3
Company Strategic Principle
Dell Be direct
eBay Focus on trading communities
General Electric Be number one or number two in every
industry in which we compete, or get out
Southwest Airlines Meet customers’ short-haul travel needs
at fares competitive with the cost of automobile travel
Vanguard Unmatchable value for the investor-owner
Wal-Mart Low prices, every day Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p. 74.
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Types of Strategic Planning
Corporate-level strategy Diversification strategy-- that the firm expands
by adding new product lines.
Vertical integration strategy-- the firm expands by, producing its own raw materials, or selling its products direct.
Consolidation strategy-- reduces the company’s size
Geographic expansion strategy-- takes the company abroad.
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Types of Strategic Planning
Business-level/competitive strategy Cost leadership: become the low-cost leader in
an industry.
Differentiation: seeks to be unique in its industry along dimensions valued by buyers.
Focus: seeks to carve out a market niche, and compete by providing a product or service customers can get in no other way.
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Types of Strategic Planning (cont’d) Functional strategies
Identify the basic courses of action that each department will pursue in order to help the business attain its competitive goals.
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Achieving Strategic Fit
Michael Porter Emphasizes the “fit” point of view that all of the
firm’s activities must be tailored to or fit its strategy, by ensuring that the firm’s functional strategies support its corporate and competitive strategies.
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Strategic Human Resource Management
Strategic Human Resource Management The pattern of planned human resource
deployment and activities intended to enable an organization to achieve its goals.
-- Vertically, the linking of HRM with strategic goals and objectives
-- Horizontally, the coordination or congruence among the various human resource management practices through a pattern of planned action.
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Linking Corporate and HR Strategies
Figure 3–6 Source: © 2003, Gary Dessler, Ph.D.
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Traditional HR Versus Strategic HR
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Basic Model of How to AlignHR Strategy and Actionswith Business Strategy
Figure 3–9
Translating Strategy into HR Policy and Practice
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Barriers to Strategic HR
Short-term mentality / focus on current performance
Inability of HR to think strategically Failure to understand general manager’s role
as an HR manager Difficulty in quantifying many HR outcomes Perception of human assets as high-risk
investments Resistance to change that might arise
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Reading: Effective HRM Practices
Mark the sentences or sections that you think are important or impress you most. Please explain why.
List these 13 HRM practices in terms of their importance to you from the most critical one to the least critical one.
Write down any extra practices that you think can be added to the list.
Write your commentary on this article. (If you disagree with the author on certain points please discuss.)