ch01 new copy
TRANSCRIPT
-
8/12/2019 Ch01 New Copy
1/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-1
Chapter 1
Human Resource Management
and Competitive Advantage
-
8/12/2019 Ch01 New Copy
2/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-2
Personnel Management
In the 60s: Personnel Management mainlyconcerned with people as hired hands
FirstJob Analysis / Job Evaluation
SecondStaffing requirements ThenRecruitment, Section & Placement After Hiring
Training (OJT)
Performance Appraisal TNA Promotion / Demotion Discipline Termination
Background
-
8/12/2019 Ch01 New Copy
3/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-3
Resources of an Organization
Land Capital
Equipment Labor
-
8/12/2019 Ch01 New Copy
4/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-4
The Employment Cycle
Pre-SelectionPhase
SelectionPhase
Post-SelectionPhase
-
8/12/2019 Ch01 New Copy
5/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-5
Pre-Selection Phase
Human Resource Planning
Job Analysis
-
8/12/2019 Ch01 New Copy
6/46
2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-6
Human Resource Planning
Strategic
PlanNumber of Employees
Types of Employees
DemandForecasting
Supply
Forecasting
-
8/12/2019 Ch01 New Copy
7/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-7
Job Analysis
Gathering job information
Analyzing job information
Documenting job information
-
8/12/2019 Ch01 New Copy
8/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-8
Job Analysis
Uses of Job
Analysis
Job Qualifications
Selection Techniques
Training ProgramsPerformance Appraisal
Pay Rates
Productivity Improvement
Programs
-
8/12/2019 Ch01 New Copy
9/46
-
8/12/2019 Ch01 New Copy
10/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-10
Recruitment Goals
Suitable pool of applicants
Timely
Cost efficient Legal
-
8/12/2019 Ch01 New Copy
11/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman
1-11
Selection Goals
Accurate hiring
Cost efficient
Legal
-
8/12/2019 Ch01 New Copy
12/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman1-12
Post-Selection Phase
Training and development
Performance appraisal
Compensation
Productivity improvement programs
-
8/12/2019 Ch01 New Copy
13/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman1-13
Training and Development
Training current jobs
Development future jobs
-
8/12/2019 Ch01 New Copy
14/46 2000 by South-Western College Publishing
Human Resource Management, 2/E, Lawrence S. Kleiman1-14
Training and Development Goals
Improve organizationalperformance
Enhance knowledge and skilllevels of employees
-
8/12/2019 Ch01 New Copy
15/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-15
Performance Appraisal
Job performance measurement
Communication
-
8/12/2019 Ch01 New Copy
16/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-16
Performance Appraisal Goals
Continue appropriatebehaviors.
Correct inappropriatebehaviors.
Make HRM-relateddecisions.
-
8/12/2019 Ch01 New Copy
17/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-17
Compensation
Pay
Wages
Salaries
Benefits
Health insurance
Employee discounts
Other
-
8/12/2019 Ch01 New Copy
18/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-18
Compensation Goals
Establish competent andloyal workforce.
Maintain competent andloyal workforce.
Control costs.
-
8/12/2019 Ch01 New Copy
19/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-19
Productivity Improvement Programs
Tie job behaviors to rewards
Rewards financial
non-financial
-
8/12/2019 Ch01 New Copy
20/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-20
Productivity Improvement Program
Goals
Motivate employees.
Improve productivity.
-
8/12/2019 Ch01 New Copy
21/46 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-21
External Influences on HRM
Legal & EnvironmentalWorkplace Justice
Unions
Safety & Health
HRM
International
-
8/12/2019 Ch01 New Copy
22/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-22
Social, Economic, and Technological
Influences on HRM Practices
Cultural diversity
Work and family
Part-time/temporaryemployees
Quality Teamwork
Mergers andtakeovers
Downsizing andlayoffs
Technology
Continuous qualityimprovement
Illiteracy
-
8/12/2019 Ch01 New Copy
23/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-23
Who is Responsible for HRM?
HRProfessionals
LineManagers
-
8/12/2019 Ch01 New Copy
24/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-24
HR Professionals Responsibilities
Establish HRM procedures
Develop/choose HRM methods
Monitor/evaluate HRM practices
Advise/assist managers on HRM-
related activities
-
8/12/2019 Ch01 New Copy
25/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-25
Line Managers Responsibilities
Implement HRM practices
Provide input for HRM practices
-
8/12/2019 Ch01 New Copy
26/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-26
HRM Conducted by Line Managers
Interview jobapplicants
Provide orientation,
coaching, & OJT Evaluate job
performance
Recommend payincreases
Disciplineemployees
Investigate
accidents Settle grievance
issues
-
8/12/2019 Ch01 New Copy
27/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-27
Competitive Advantage
Superior marketplace position relativeto competition
-
8/12/2019 Ch01 New Copy
28/46
-
8/12/2019 Ch01 New Copy
29/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-29
Cost Leadership
Provide same services or products ascompetitors but at a lower cost.
-
8/12/2019 Ch01 New Copy
30/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-30
Cost Leadership
# of units produced
total cost of production
-
8/12/2019 Ch01 New Copy
31/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-31
Five Strategies to Improve Productivity
Increase output faster than inputs.
Increase output while holding inputstable.
Decrease inputs faster than output.
Maintain output with reduced inputs.
Increase output with reduced inputs.
Source: Personnel/Human Resource Management: A Diagnostic Approach(4th ed.) by G. T. Milkovich & W. F. Glueck (1985): BPI.
-
8/12/2019 Ch01 New Copy
32/46
-
8/12/2019 Ch01 New Copy
33/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-33
Four Ways to Achieve Product
Differentiation
Create a better quality product/service.
Provide innovative products/services.
Choose a superior location.
Promote uniqueness of product/service.
-
8/12/2019 Ch01 New Copy
34/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-34
HRM Practices and Competitive
Advantage
Direct path
(x------>z)
immediate impact on competitive
advantage
Indirect path
(x------>y------>z)
causes certain outcomes which createcompetitive advantage
-
8/12/2019 Ch01 New Copy
35/46
-
8/12/2019 Ch01 New Copy
36/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-36
Indirect Impact of HRM on Competitive
Advantage
HRMPractices
Employee-Centered
Outcomes
Organization-CenteredOutcomes
CompetitiveAdvantage
-
8/12/2019 Ch01 New Copy
37/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-37
Employee-Centered Outcomes
Competence knowledge, skills, and
abilities
Motivation willingness to exert effort
Work-related attitudes
job satisfaction organizational commitment
organizational citizenship
-
8/12/2019 Ch01 New Copy
38/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-38
Job Satisfaction
Favorableness of employee attitudestoward their job
-
8/12/2019 Ch01 New Copy
39/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-39
Organizational Commitment
Relative strength of an individuals
identification with and involvement in aparticular organization
-
8/12/2019 Ch01 New Copy
40/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-40
Organizational Citizenship
Willingness of employees to engage inbehaviors that help the organizationachieve its goals
-
8/12/2019 Ch01 New Copy
41/46
-
8/12/2019 Ch01 New Copy
42/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-42
HRM Practices that Affect Employee
Motivation
Employee
Motivation
Selection
ProductivityImprovement
Programs
-
8/12/2019 Ch01 New Copy
43/46
-
8/12/2019 Ch01 New Copy
44/46
-
8/12/2019 Ch01 New Copy
45/46
2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S. Kleiman
1-45
Why HRM is a Sustainable Competitive
Advantage
less visible --- more difficult to imitate
harder to imitate an HRMsystemthan
a single practice
-
8/12/2019 Ch01 New Copy
46/46
HR Planning
Job Analysis
Recruitment
Selection
Workplace Justice
Unions
Safety & Health
International
Competence
Motivation
Work Attitudes
Output
Retention
Legal Compliance
Company Image
Cost
Leadership
Product
Differentiation
Training/Develop.
Performance App.
Compensation
Productivity Imp.
HRM and Competitive Advantage