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Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall 1-1 Chapter 1 Meeting Present and Emerging Strategic Human Resource Challenges
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Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall 1-1
Chapter 1
Meeting Present and Emerging
Strategic Human
Resource Challenges
Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall 1-2
Challenges Facing HR Management Planning and Implementing Strategic HR Policies
Selecting HR Strategies to Increase Firm Performance
HR Department and Managers: An Important Partnership
Chapter OverviewChapter Overview
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Manager Line Employee Staff Employee Senior Employee Junior Employee Exempt Employees Nonexempt Employees
Types of EmployeesTypes of Employees
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Key HR Challenges for ManagersKey HR Challenges for Managers
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Key HR Challenges: Key HR Challenges: EnvironmentalEnvironmental
Rapid Change The Internet Revolution Workforce Diversity Globalization Legislation Evolving Work and Family Roles Skill Shortages Rise of the Service Sector Natural Disasters
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Competitive Position Decentralization Downsizing Organizational Restructuring Self-Managed Work Teams The Growth of Small Businesses Organizational Culture Technology Internal and Data Security Outsourcing Product Integrity
Key HR Challenges: OrganizationalKey HR Challenges: Organizational
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Matching People and Organizations
Ethics and Social Responsibility
Productivity Empowerment Brain Drain Job Insecurity
Key HR Challenges: IndividualKey HR Challenges: Individual
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Strategic HR Policies: BenefitsStrategic HR Policies: Benefits
Encouraging Proactive Behavior Communicating Company Goals Stimulating Critical Thinking and
Ongoing Examination of Assumptions Identifying Gaps Between Current
Situation and Future Vision Encouraging Line Managers’
Participation Identifying HR Constraints and
Opportunities Creating Common Bonds
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Strategic HR Policies: ChallengesStrategic HR Policies: Challenges
Maintaining a Competitive Advantage Reinforcing Overall Business Strategy Avoiding Excessive Concentration on
Day-to-Day Problems Develop HR Strategies Suited to Unique
Organizational Features Coping with the Environment Securing Management Commitment Translating the Strategic Plan into
Action Combining Intended and Emergent
Strategies Accommodating Change
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Strategic HR: ChoicesStrategic HR: Choices
Work Flows Staffing Employee Separations Performance Appraisal Training and Career Development Compensation Employee Rights Employee and Labor Relations International Management
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To increase firm performance HR strategies should fit with other
aspects of the organization
Selecting HR StrategiesSelecting HR Strategies
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Corporate Strategies Evolutionary Steady State
HR Strategies: Fit with HR Strategies: Fit with Organizational StrategiesOrganizational Strategies
Porter’s Business Unit Strategies Cost leadership Differentiation Focus
Miles and Snow’s Business Strategies
Defender Prospector
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Degree of Uncertainty Magnitude of Change Complexity Volatility
HR Strategies: Fit with HR Strategies: Fit with EnvironmentEnvironment
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Production Process Firm’s Market Posture Firm’s Overall Managerial Philosophy Firm’s Organizational Structure Firm’s Organizational Culture
HR Strategies: Fit with Organizational HR Strategies: Fit with Organizational CharacteristicsCharacteristics
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Distinctive Competencies Give firm competitive edge
HR Strategies: Fit with Org. HR Strategies: Fit with Org. CapabilitiesCapabilities
HR Strategies should Help firm exploit its competencies Assist the firm to help use its HR skills
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as Prentice Hall 1-16
HR and Managers: A PartnershipHR and Managers: A Partnership
Role of HR Dept: To support manager’s HR responsibilities
HR Audit: Conduct Periodically Evaluates how effective firm is at using human resources
Often evaluates HR too
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as Prentice Hall 1-17
Summary and ConclusionsSummary and Conclusions
Are many challenges in HRM Plan and Implement HR Strategic
Policies and procedures should be congruent
Select strategies that increase performance
HR department and management are an important partnership
