© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill 1 Chapter Human Resource Management: Gaining a Competitive Advantage Objectives • Discuss the roles and activities of a company’
Trang 1This is the title
Trang 2© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
1 Chapter
Human Resource Management: Gaining a Competitive Advantage
Objectives
• Discuss the roles and activities of a company’s activities
of a company’s human resource function.
• Discuss the competitive challenges influencing U.S companies
• Discuss how human resource practices affect a company’s balanced scorecard.
• Discuss what companies should do to be competitive in the global marketplace
• Identify the characteristics of the work force and how they influence human resource management practices.
• Discuss human resource practices that support high-performance work systems.
• Provide a brief description of human resource management practices.
Trang 3Competitiveness and HRM
Competitiveness- refers to the company’s ability to
maintain and gain market share in its industry
HRM- refers to policies, practices and systems that
influence employees behaviors, attitudes and
performance
affects
1-2
Trang 4© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
HR Function in Transition
Administrative Strategic
Partner
1-3
Trang 5Standard Slide Sample 1-4
Corporate Competitiveness Corporate Competitiveness
Technology
Social /
Demographic
Economic Legal
Globalization
Trang 6© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Competitive Challenges
Influencing HRM
The Global Challenge
The Challenge of Meeting Stakeholders’ Needs
The High Performance Work System Challenge
1-5
Trang 7Competing Through
Globalization
Expand into foreign markets
Prepare employees to work in foreign locations
1-6
Trang 8© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Competing by Meeting Stakeholders’ Needs 1-7
S to c k h o ld e rs C u s to m e rs E m p lo y e e s C o m m u n ity
S ta k e h o ld e rs
Trang 9Principles of Total Quality
Management 1-8
1 Customer Focus
Trang 10© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Principles of Total Quality
Management 1-9
1 Customer focus
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
Trang 11Principles of Total Quality
Management 1-10
1 Customer Focus
4 employee’s
expertise
4 employee’s
expertise
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
Trang 12© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Principles of Total Quality
Management 1-11
1 Customer Focus
6 FEEDBACK
5 Fact-based
decision-making5 Fact-based
decision-making
4 employee’s
expertise
4 employee’s
expertise
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
TRANSFORMATION
PROCESS
2 focus on process
3 prevention vs inspection
Trang 13Categories and Point Values:
Malcolm Baldrige Award 1-12
Business Results - 450 points
Customer Focus - 80 points
& Market Focus
Process Management - 100 points
HRD & Management - 100 points
Leadership - 110 points Information Analysis - 80 points Strategic Planning - 80 points
Total points = 1000
Trang 14© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Competing by Meeting Stakeholders’ Need
The balanced scorecard
Meeting customer needs for quality
Labor force of economy
Skill deficiencies
Changes in employment contract
Employee values
Legislation and litigation
Ethical considerations
1-13
Trang 15HIGH-PERFORMANCE Work System Challenge
Change in work roles & skills
Use of teams
Change in nature of managerial work
Change in company structures
Availability of information on people
Increased competitiveness
1-14
Trang 16© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Dimensions of
HR Practices
Managing the HR Environment
Acquiring and Preparing HR
Assessing and Developing HR
Compensating HR
COMPETITIVENESS
1-15