Managing Human Resources 15e人力资源管理的

1、 2010 South-Western, a part of Cengage LearningAll rights reserved. 2010 South-Western, a part of Cengage Learning. All rights reserved.22Identify the advantages of integrating human resources planning and strategic planning.Understand how an organizations competitive environment influences its stra

2、tegic planning.Understand why it is important for an organization to do an internal resource analysis.Describe the basic tools used for human resources forecasting.Explain the linkages between competitive strategies and HR.Chapter ObjectivesAfter studying this chapter, you should be able to 2010 Sou

3、th-Western, a part of Cengage Learning. All rights reserved.23Understand what is required for a firm to successfully implement a strategy.Recognize the methods for assessing and measuring the effectiveness of a firms strategy.Chapter Objectives (contd)After studying this chapter, you should be able

4、to 2010 South-Western, a part of Cengage Learning. All rights reserved.24Strategic Planning and Human ResourcesStrategic PlanningProcedures for making decisions about the organizations long-term goals and strategiesHuman Resources Planning (HRP)Process of anticipating and making provision for the mo

5、vement (flow) of people into, within, and out of an organization. 2010 South-Western, a part of Cengage Learning. All rights reserved.25Strategic Planning and HR PlanningStrategic Human Resources Management (SHRM)The pattern of human resources deployments and activities that enable an organization t

6、o achieve its strategic goalsStrategy formulationproviding input as to what is possible given the types and numbers of people available.Strategy implementationmaking primary resource allocation decisions about structure, processes, and human resources. 2010 South-Western, a part of Cengage Learning.

7、 All rights reserved.26Linking Strategic Planning and HRPStrategic Analysis What human resources are needed and what are available?Strategic FormulationWhat is required and necessary in support of human resources?Strategic ImplementationHow will the human resources be allocated?Human Resources Plann

8、ingStrategicPlanning 2010 South-Western, a part of Cengage Learning. All rights reserved.27FIGURE2.1Linking Strategic Planning and Human Resources 2010 South-Western, a part of Cengage Learning. All rights reserved.28Step One: Mission, Vision, and ValuesMissionThe basic purpose of the organization a

9、s well as its scope of operationsStrategic VisionA statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intentCore ValuesThe strong and enduring beliefs and principles that the company uses as a foundation

10、 for its decisions 2010 South-Western, a part of Cengage Learning. All rights reserved.29Step Two: Environmental ScanningEnvironmental ScanningThe systematic monitoring of the major external forces influencing the organization.Economic factors: general, regional, and global conditionsIndustry and co

11、mpetitive trends: new processes, services, and innovationsTechnological changes: robotics and office automation Government and legislative issues: laws and administrative rulings Social concerns: child care and educational priorities Demographic and labor market trends: age, composition, literacy, a

12、nd immigration 2010 South-Western, a part of Cengage Learning. All rights reserved.210FIGURE2.2Five Forces Framework 2010 South-Western, a part of Cengage Learning. All rights reserved.211Step Three: Internal AnalysisCultureCompositionCapabilitiesInternal Analysis 2010 South-Western, a part of Cenga

13、ge Learning. All rights reserved.212Culture: Auditing Values, Beliefs, and AttitudesCultural AuditsAudits of the culture and quality of work life in an organization.How do employees spend their time? How do they interact with each other? Are employees empowered?What is the predominant leadership sty

14、le of managers?How do employees advance within the organization? 2010 South-Western, a part of Cengage Learning. All rights reserved.213Capabilities: People as a Strategic ResourceCore CapabilitiesIntegrated knowledge sets within an organization that distinguish it from its competitors and deliver v

15、alue to customers.Sustained competitive advantage through people is achieved if these human resources:Are valuable.Are rare and unavailable to competitors.Are difficult to imitate.Are organized for teamwork and cooperation. 2010 South-Western, a part of Cengage Learning. All rights reserved.214Compo

16、sition: The Human Capital ArchitectureStrategic Knowledge WorkersEmployees who have unique skills that are directly linked to the companys strategy.Example: R&D scientistsCore EmployeesEmployees with skills to perform a predefined job that are quite valuable to a company, but not particularly unique

17、 or difficult to replace.Example: salespeople 2010 South-Western, a part of Cengage Learning. All rights reserved.215Composition: The Human Capital Architecture (contd)Supporting LaborEmployees whose skills are of less strategic value and generally available in the labor market.Example: clerical wor

18、kersAlliance PartnersIndividuals and groups with unique skills, but those skills are not directly related to a companys core strategy.Example: consultants 2010 South-Western, a part of Cengage Learning. All rights reserved.216FIGURE2.3Mapping Human Capital 2010 South-Western, a part of Cengage Learn

19、ing. All rights reserved.217Forecasting: A Critical Element of PlanningForecasting involves:forecasting the demand for laborforecasting the supply of laborbalancing supply and demand considerations. 2010 South-Western, a part of Cengage Learning. All rights reserved.218FIGURE2.4Model of HR Forecasti

20、ng 2010 South-Western, a part of Cengage Learning. All rights reserved.219Forecasting Demand for EmployeesQuantitative MethodsQualitative MethodsForecasting Demand 2010 South-Western, a part of Cengage Learning. All rights reserved.220Quantitative Approach: Trend AnalysisForecasting labor demand bas

21、ed on an organizational index such as sales:Select a business factor that best predicts human resources needs.Plot the business factor in relation to the number of employees to determine the labor productivity ratio.Compute the productivity ratio for the past five years.Calculate human resources dem

22、and by multiplying the business factor by the productivity ratio.Project human resources demand out to the target year(s). 2010 South-Western, a part of Cengage Learning. All rights reserved.221FIGURE2.5Example of Trend Analysis of HR Demand 2010 South-Western, a part of Cengage Learning. All rights

23、 reserved.222Qualitative ApproachesManagement ForecastsThe opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs.Delphi TechniqueAn attempt to decrease the subjectivity of forecasts by soliciting and summarizing the

24、 judgments of a preselected group of individuals.The final forecast represents a composite group judgment. 2010 South-Western, a part of Cengage Learning. All rights reserved.2231HR Planning and Strategy Questions to Ask Business ManagersWhat are your mission, vision, and values?What are your curren

25、t pressing business issues?What are our organizational strengths?Who are our competitors organizational strengths? How do we compare?What core capabilities do we need to win in our markets?What are the required knowledge, skills, and abilities we need to execute the winning strategy?What are the bar

26、riers to optimally achieving the strategy?What types of skills and positions will be required or no longer required?Which skills should we have internally versus contract with outside providers?What actions need to be taken to align our resources with strategy priorities?What recognition and rewards

27、 are needed to attract, motivate, and retain the employees we need?How will we know if we are effectively executing our workforce plan and staying on track?Workforce planning requires that HR leaders periodically interview their managers to gauge future workforce needs. Here are some sample question

28、s to ask. 2010 South-Western, a part of Cengage Learning. All rights reserved.224Forecasting the Supply of Employees: Internal Labor SupplyStaffing TablesMarkov AnalysisSkill InventoriesReplacement ChartsSuccession Planning 2010 South-Western, a part of Cengage Learning. All rights reserved.225Forec

29、asting Internal Labor SupplyStaffing TablesGraphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.Markov AnalysisA method for tracking the pattern of employee movements through vari

30、ous jobs. 2010 South-Western, a part of Cengage Learning. All rights reserved.226FIGURE2.6Hypothetical Markov Analysis for a Retail Company 2010 South-Western, a part of Cengage Learning. All rights reserved.227Internal Demand Forecasting ToolsSkill InventoriesFiles of personnel education, experienc

31、e, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds.Replacement ChartsListings of current jobholders and persons who are potential replacements if an opening occurs.Succession PlanningThe process of identifying, developing, and tracking key individ

32、uals for executive positions. 2010 South-Western, a part of Cengage Learning. All rights reserved.228FIGURE2.7An Executive Replacement Chart 2010 South-Western, a part of Cengage Learning. All rights reserved.2292Succession-Planning ChecklistRATE THE SUCCESS OF YOUR SUCCESSION PLANNINGFor each chara

33、cteristic of a best-practice succession-planning and management program appearing in the left column below, enter a number to the right to indicate how well you believe your organization manages that characteristic. Ask other decision makers in your organization to complete this form individually, c

34、ompile the scores, and compare notes. 2010 South-Western, a part of Cengage Learning. All rights reserved.230FIGURE2.8Assessing a Firms Human Capital 2010 South-Western, a part of Cengage Learning. All rights reserved.231Step Four: Formulating StrategyStrategy FormulationMoving from simple analysis

35、to devising a coherent course of action.SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes. Use the strengths of the organization to capitalize on opportunities, counteract threats, and alleviate internal weaknesses. 2010 South-Western,

36、a part of Cengage Learning. All rights reserved.232FIGURE2.9An Example of a SWOT AnalysisValero Energy Corporation (Valero) is one of the largest refiners in North America. Its core activities include refining and marketing of petroleum products. With a combined throughput capacity of approximately

37、3.3 million bpd, Valero is the 15th largest company on the Fortune 500 list. Valeros large refining capacity gives it a significant competitive advantage. However, rising material and labor costs could affect the companys margins.Strengths WeaknessesLarge refining systemLeader in conversion capacity

38、 and feedstock flexibilityStrong revenue growth and capital expenditureWeak performance in CanadaLitigationsHigh dependence on the United StatesOpportunitiesThreatsGrowing diesel demandStrategic refocusRising petrochemical capacity in the Middle EastMaterial and labor costStringent regulations 2010

39、South-Western, a part of Cengage Learning. All rights reserved.233Corporate StrategyStrategic Alliances and Joint VenturesGrowth and DiversificationMergers and AcquisitionsCorporate Strategy 2010 South-Western, a part of Cengage Learning. All rights reserved.234Business StrategyValue CreationWhat th

40、e firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or service once the costs of making it are subtracted (value = benefits costs).Low-cost strategy: competing on productivity and efficiencyKeeping costs low to offer an attractive price to custo

41、mers (relative to competitors).Differentiation strategy: compete on added valueInvolves providing something unique and distinctive to customers that they value. 2010 South-Western, a part of Cengage Learning. All rights reserved.2353Key HR Activities Associated with Merger or Acquisition Phases 2010

42、 South-Western, a part of Cengage Learning. All rights reserved.2363Key HR Activities Associated with Merger or Acquisition Phases (contd) 2010 South-Western, a part of Cengage Learning. All rights reserved.237Business Strategy (contd)Functional Strategy: Ensuring AlignmentExternal Fit/AlignmentFocu

43、ses on the connection between the business objectives and the major initiatives in HR.Internal Fit/AlignmentAligning HR practices with one another to establish a configuration that is mutually reinforcing. 2010 South-Western, a part of Cengage Learning. All rights reserved.238Step Five: Strategy Imp

44、lementationTaking Action: Reconciling Supply and DemandBalancing demand and supply considerationsForecasting business activities (trends)Locating applicantsOrganizational downsizing, outsourcing, offshoringReducing “headcount”Making layoff decisionsSeniority or performance?Labor agreements 2010 Sout

45、h-Western, a part of Cengage Learning. All rights reserved.239FIGURE2.10The 7-S Model 2010 South-Western, a part of Cengage Learning. All rights reserved.240Step Six: Evaluation and AssessmentEvaluation and Assessment IssuesBenchmarking: The process of comparing the organizations processes and pract

46、ices with those of other companiesHuman capital metricsAssess aspects of the workforceHR metricsAssess the performance of the HR function itself 2010 South-Western, a part of Cengage Learning. All rights reserved.2414Ten Measures of Human CapitalYour most important issuesHuman capital value addedHum

47、an capital ROISeparation costVoluntary separation rateTotal labor-cost/revenue percentageTotal compensation/revenue percentageTraining investment factorTime to startRevenue factor 2010 South-Western, a part of Cengage Learning. All rights reserved.242Measuring a Firms Strategic AlignmentStrategy Map

48、ping and the Balanced ScorecardBalanced Scorecard (BSC)A measurement framework that helps managers translate strategic goals into operational objectivesfinancialcustomerprocesseslearning 2010 South-Western, a part of Cengage Learning. All rights reserved.243FIGURE2.11Building the Metrics Model 2010

49、South-Western, a part of Cengage Learning. All rights reserved.244FIGURE2.12Assessing Internal Fit5 = Strongly supports the priority, 0= Neutral, 5 = Strongly counterproductive 2010 South-Western, a part of Cengage Learning. All rights reserved.245Ensuring Strategic Flexibility for the FutureOrganiz

50、ational CapabilityCapacity of the organization to act and change in pursuit of sustainable competitive advantage.Coordination flexibilityThe ability to rapidly reallocate resources to new or changing needs.Resource flexibilityHaving human resources who can do many different things in different ways.

51、 2010 South-Western, a part of Cengage Learning. All rights reserved.246Balanced Scorecard (BSC)benchmarkingcore capabilitiescore valuescultural auditsenvironmental scanninghuman capital readinesshuman resources planning (HRP)management forecastsMarkov analysismissionorganizational capabilityreplace

52、ment chartsskill inventoriesstaffing tablesstrategic human resources management (SHRM)strategic planningstrategic visionsuccession planningSWOT analysistrend analysisvalue creation 2010 South-Western, a part of Cengage Learning. All rights reserved.247 2010 South-Western, a part of Cengage Learning.

53、 All rights reserved.248Employee Turnover RatesComputing Turnover Rates:The U.S. Department of Labor suggests the following formula for computing turnover rates:Thus, if there were 25 separations during a month and the total number of employees at mid month was 500, the turnover rate would be: 2010 South-Western, a part of Cengage Learning. All rights reserved.249Employee Turnover Rates (contd)Computing Turnover Rates (contd):Another method of computing the turnover rate is one that reflects only the avoidable separa