Challenges of hrm

Objectives After studying this chapter, you should be able to: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Objectives (cont’d) After studying this chapter, you should be able to: ,[object Object],[object Object],[object Object]

Competitive Advantage through People ,[object Object],[object Object],[object Object],[object Object]

Competitive Advantage through People ,[object Object],[object Object],[object Object],[object Object],[object Object]

Overall Framework for Human Resource Management Presentation Slide 1 – 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Figure 1.1

Competitive Challenges and Human Resources Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Going Global ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Going Global (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Embracing New Technology ,[object Object],[object Object]

Influence of Technology in HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Major Uses For HR Information Systems Source: HR and Technology Survey, Deloitte & Touche and Lawson Software, 1998. HRM 1

Impact of IT on HRM Transformational Impact Operational Impact Relational Impact HRM

HRM IT Investment Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Managing Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Managing Change through HR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing Human Capital ,[object Object],[object Object]

Human Capital and HRM ,[object Object],[object Object],[object Object]

Responding to the Market ,[object Object],[object Object],[object Object],[object Object]

Responding to the Market ,[object Object],[object Object],[object Object],[object Object],[object Object]

Containing Costs ,[object Object],[object Object]

Downsizing and Upsizing Percent of companies reporting that they: *All annual readings are for 12 months ending at midyear. Categories are not mutually exclusive. Source: Gene Koretz, “Hire Math: Fire 3, Add 5,” Business Week Online (March 13, 2000). Figure 1. 2

Containing Costs (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Containing Costs (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Containing Costs ,[object Object],[object Object],[object Object],[object Object]

Productivity Enhancements Figure 1.3 Presentation Slide 1 –2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Perf = f (A,M,E)

Demographic and Employee Concerns ,[object Object],HRM 4

Cultural Changes ,[object Object]

Cultural Changes ,[object Object],[object Object],[object Object]

Top Issues for Managers in Balancing Work and Home Executive recruiters say 75 percent of senior management candidates and 88 percent of middle managers raised concerns about balancing work and home. Top issues: Source: Association of Executive Search Consultants (member survey). Used with permission of the Association of Executive Search Consultants, http://www.aesc.org. Figure 1.8

Partnerships: Line Managers and Human Resources Managers ,[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic Human Resources Management ,[object Object],[object Object],[object Object],[object Object]

Strategic Human Resources Management ,[object Object],[object Object]

Human Resource Competency Model Source: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, “Lower Cost, Higher Value: Human Resource Function in Transformation.” Reprinted with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society, 317 Madison Avenue, Suite 1509, New York, NY 10017, Phone: (212) 490-6387, Fax: (212) 682-6851. Figure 1.9 Presentation Slide 1 –4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Challenges of hrm

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