Sept 5 2002
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Sept 5, 2002. Meeting Human Resource Challenges. Learning Objectives for Chapter 1. Explain how a firm’s human resources influence its performance. Describe how firms can use HR initiatives to cope with workplace changes, business and societal trends

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Sept 5 2002

Sept 5, 2002

Meeting Human Resource Challenges


Learning objectives for chapter 1

Learning Objectives for Chapter 1

  • Explain how a firm’s human resources influence its performance.

  • Describe how firms can use HR initiatives to cope with workplace changes, business and societal trends

  • Identify HR strategies that fit corporate and business unit strategies.

  • Formulate and implement HR strategies that can help the firm achieve a sustained competitive advantage.

  • Distinguish between the role of the HR department and the role of the firm’s managers in human resources management.


Critical types of capital contributing to firm success

Critical Types of Capital Contributing to Firm Success

  • Financial capital (money, plants, and equipment)

  • Human capital (abilities and skills)

  • Intellectual capital (ideas and knowledge)

  • Social capital (resources from relationships)

  • Human Resource management contributes to the development and effective utilization of three of the four types of capital


Societal trends work place changes and human resource challenges

Societal Trends, Work Place Changes, and Human Resource Challenges

Societal trends

  • Rapid Change

  • Globalization

  • Rise of Internet

  • Legislation

  • Hyper competitiveness

  • Rise of the service sector

Work place changes

  • Competitive Position: Cost,

  • Quality, Distinctive Capabilities

  • Decentralization

  • Downsizing

  • Organizational Restructuring

  • Self-Managed Work Teams

  • Small Businesses

  • Organizational Culture

  • Technology

  • Outsourcing

Human Resource Challenges

  • Ethical Dilemmas and Social Responsibility

  • Staffing, Development, and Productivity

  • Job Design and Empowerment

  • Brain Drain and Talent Shortage

  • Safety Net and Job Insecurity


Human resource challenges in hk and china

Human Resource Challenges in HK and China

Hong Kong

  • Declining growth, a stagnant economy

  • Primarily service economy

  • Influx of talents from mainland

  • Unclear competitive edge in global market

  • Chinese mainland

    • Rapidly growth, especially private sector

    • Competitive skilled & professional labor markets

    • Evolving business and labor laws

    • WTO and increasing competitiveness

    • Business ethics


  • A hong kong company computime

    A Hong Kong Company: Computime

    • 28 years old

    • 30% annual sales growth in past 3 years

    • 5% profit margin

    • Production plant in Shenzhen

    • Administrative and HQ offices in HK

    • 7 divisions – 4 functions and 3 business units

    • About 500 staff employees and 3000 production workers

    • ISO objective but defective products due to rush


    Computime vmv

    Computime (VMV)

    Vision 目標

    透過忠誠及恪守商業道德的營商手法,建立持久的伙伴關係,使我們能晉身為設計、製造及分銷電子工業世界內的全球領導者。

    To become a global leader in electronics supply chain services through establishing long-term partnerships based on integrity and ethical business practices.

    Mission 使命

    透過全體員工的合作,組成一支具應變能力、富靈活性及勇於創新的團隊,並以敢於承擔和全身奉獻的精神,務求令我們的產品能超越顧客在品質、成本、物流和服務上的要求。

    We act as one responsive, flexible and innovative team with full commitment and dedication to exceed our customers’ expectations in quality, cost, delivery and service.

    Value 信念

    務求以客為本

    實現零的缺點

    追求不斷創新

    確立團隊精神

    堅守商業道德

    承擔社會責任

    Customer First

    Zero Defect

    Innovations

    One Team

    Business Ethics

    Social Responsibility


    Discussion questions

    Discussion Questions

    • What are the HR challenges facing Computime?

    • What information do we need to identify the HRM challenges of Computime?

    • How can Computime use HRM to stay competitive and sustain its rapid growth?


    An hrm framework for analyzing hrm challenges of a company

    An HRM Framework for analyzing HRM challenges of a company

    Business

    Strategies

    Environment

    Consistency

    Fit

    Fit

    Improved

    Firm

    Performance

    HR Strategies

    And choices

    Consistency

    Consistency

    Fit

    Fit

    Organizational

    Characteristics

    Organizational

    Capabilities

    Consistency


    Influence of business strategies on hrm

    Influence of Business Strategies on HRM

    Common Organizational

    Characteristics

    Business

    Strategy

    HR Strategies

    • Explicit job descriptions

    • Detailed work planning

    • Emphasis on technical

    • qualifications and skills

    • Emphasis on job-specific

    • training

    • Emphasis on job-based pay

    • Sustained capital investment

    • Tight cost control

    • Low-cost distribution system

    • Structured organization

    • and responsibilities

    Overall

    cost

    leadership

    • Broad job classes

    • Loose work planning

    • External recruitment

    • Individual-based pay

    • performance appraisal as development tool

    • Product engineering

    • Strong capability in basic research

    • Reputation for quality or technological leadership

    Differ-

    entiation

    • Combination of HR

    • strategies above.

    Focus

    • Combination of business

    • strategies above.


    The importance of organizational characteristics on hrm

    The Importance of Organizational Characteristics on HRM

    Overall management philosophy

    Structure

    Culture


    Influence of environment on hrm

    Influence of Environment on HRM

    Environmental

    Dimension

    Low

    High

    Degree of

    Uncertainty

    Volatility

    • Detailed work planning

    • Job-specific training

    • Fixed pay

    • High dependence on superior

    • Control emphasis

    • Efficient production

    • Job-specific training

    • Fixed pay

    • Loose work planning

    • Generic training

    • Variable pay

    • Multiple inputs for appraisals

    • Flexibility

    • Innovation

    • Generic training

    • Variable pay


    Influence environment on hrm cont

    Influence Environment on HRM (cont.)

    Environmental

    Dimension

    Low

    High

    Magnitude

    of Change

    Complexity

    • Explicit job descriptions

    • Formal hiring and socialization of new employees

    • “make” skills

    • Uniform appraisal procedures

    • Control emphasis

    • Internal recruitment

    • Centralized pay decisions

    • High dependence on superior

    • Broad job classes

    • Informal hiring and socialization of new employees

    • “buy” skills

    • Customized appraisals

    • Flexibility

    • External recruitment

    • Decentralized pay decisions

    • Multiple inputs for appraisals


    Importance of organizational capabilities on hrm

    Importance of Organizational Capabilities on HRM

    Leadership – at all levels

    Technology – process and product

    Management Systems – information and control

    Quality – reliability and timeliness

    Distinctive competences?


    Human resource strategies and choices

    Human Resource Strategies and Choices

    • Determining HR needs– HR planning and job analysis (chapter 2)

    • Importing HR – recruiting and selection (chapter 5)

    • Preparing HR – socialization and training (chapter 8)

    • Compensating HR – setting compensation (chapter 10)

    • Evaluating HR – appraising and managing performance (chapter 7, 14)

    • Incentivise HR – rewarding performance (chapter 11)

    • Appreciating HR differences – managing diversity (chapter 4)

    • Developing HR – career development (chapter 9)

    • Protecting HR – designing and administering benefits (12)

    • Positive HR relations – developing employee relations (chapter 13)

    • HR in global companies – international HRM (chapter 17)

    • Exporting HR – separation, downsizing and outplacement (chapter 6)


    Questions to consider

    Questions to consider

    • How much responsibility does an organization have to shield its employees from the effects of rapid changes in the environment?

    • Does an employer have an ethical responsibility to train employees who lack basic literary and numerical skills? Why yes or why no?

    • In today’s increasing chaotic business and economic environment, does an employer have a responsibility to help employees prepare for these changes that may affect their jobs and careers?

    • All civil servants in HK will face a pay reduction of 1 to 5% this October. Is this fair to the employees? Why yes or why no?

    • Some European countries have laws barring organizations form using computer technology that invades employee privacy. Do you believe that similar laws should be developed in Hong Kong? Why yes or no?


    Hrm and the bottom line

    HRM and the Bottom Line

    • Research has shown consistently a clear link between progressive HR practices (e.g., High involvement HR systems) and

      • Sales

      • Productivity

      • Retention


    An exceptional company southwest airline

    An Exceptional Company: Southwest Airline

    • 31 years old

    • Post 9/11, SWA had no layoff, posted profits and

      did not reduce flights

    • What account for the success of SWA?

    • Can or how can SWA sustain its success?

    • Can other companies imitate SWA’s approach to HRM? If not, why not?

    • What can Computime learn from SWA?


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