Slide 1Slide 2Slide 3Dimensions of HR PractisesSlide 5Slide 6Slide 7Slide 8Slide 9Product Life Cycle and Operating StrategiesSlide 11IRWINCHAPTER 1 Human Resource Management:Gaining a Competitive Advantage©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997History of HumanResource Management PractisesHistory of HumanResource Management Practises19101910 Scientific Management - performance related to working conditions Scientific Management - performance related to working conditions1920-301920-30194019401980 - Now1980 - NowFirst personnel depts.Hawthorne studies First personnel depts.Hawthorne studies World War II- Selection testsWorld War II- Selection tests1960 -701960 -70Employee relations- comply with laws- reactive- stand aloneEmployee relations- comply with laws- reactive- stand aloneIntegration with Business operationsIntegration with Business operationsIRWIN©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997Human Resource ManagementWhat’s Next ?THE 21st CENTURY©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINDimensions ofHR Practises•Managing Internal & External Environment•Assessing Work & Work Outcomes•Acquiring HR•Developing HR•Rewarding HR©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINCOMPETITIVENESSExternal Challenges Facing OrganizationsExternal Challenges Facing OrganizationsCorporate CompetitivenessGlobalization TechnologySocial / CulturalDemographicEconomicLegalIRWIN©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997TechnologicalTechnologicalEconomicEconomicPolitical / LegalPolitical / LegalSocial-CulturalSocial-CulturalOrganizationCustomerCompetitorsSuppliersLaborMarketThe Organization and the EnvironmentThe Role of HR in Strategy FormulationThe Role of HR in Strategy FormulationAdministrativeLinkageOne-WayLinkageTwo-WayLinkageIntegrativeLinkageStrategicPlanningStrategicPlanningStrategicPlanningStrategicPlanningHRFunctionHRFunctionHRFunctionHRFunctionSOURCE: Adapted from K. Golden and V. Ramanujam, “Between a Dream and a Nightmare: On the Integration of the Human Resource Function and the Strategic Business Planning Process,” Human Resource Management 24 (1985): 429-451.©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINMission- reason for beingGoals- what it hopes to achieveStrategicChoiceExternalAnalysis- opportunities- threatsInternalAnalysis- strengths- weaknesses- ways to fulfill goals and missionHR InputStrategy FormulationStrategy FormulationStrategicChoiceFirmPerformance- productivity- quality- profitabilityHR Needs- skills- behaviors- cultureHR Capability- skills- abilities- knowledgeHR Actions- behaviors- resultsHR Practices- recruitment- training- performance management- labor relations- HR planning- job analysis- job design- selection- development- pay structure- incentives- benefits©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINEmergent StrategiesStrategic HR ManagementFormationGrowthMaturitySalesProduct Life Cycle andOperating StrategiesProduct Life Cycle andOperating StrategiesDifferentiationPorterPorterstrategiesstrategiesPorterPorterstrategiesstrategiesCost LeadershipHR needs in Strategy FormulationHR needs in Strategy Formulation©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINDifferentiationDifferentiationCost LeadershipCost LeadershipHR RoleHR RoleFocus of firm Employee roleTrainingStaffingCompensationPerformancemanagement- efficiency- specific & repetitive- specific/short-term skills- promote internally- internal pay equity- behavior-oriented - creative, risk-taking- broader tasks creative risk-takers- broad career paths- recruit more from outside- external pay equity-