【正文】 stern. All rights reserved. 1–16 Workforce Demographic Changes ? The “Graying” of the Workforce ? Negative Aspects of Older Workers – Perceived resistance to change by older workers. – Increased healthcare costs for senior workers – Blocking advancement opportunities for younger workers – Higher wage and salary costs for senior workers ? Positive Aspects of Older Workers – As productive or more productive than younger workers – Have more anizational loyalty than younger workers – Possess broader industry knowledge and professional works Copyright 169。 2022 SouthWestern. All rights reserved Copyright 169。 2022 SouthWestern. All rights reserved. 1–11 Reading : Effective HRM Practices ? Employment Security ? Selectivity in Recruiting ? High Wages ? Incentive pay ? Employee Ownership ? Information Sharing ? Participation amp。 2022 SouthWestern. All rights reserved. 1–7 The InvestmentOriented Organization ? Organizational Characteristics – Sees people as central to its mission/strategy. – Has a mission statement and strategic objectives that espouse the value of human assets in achieving goals. – Has a management philosophy that encourages the development and retention of human assets and does not treat or regard human assets in the same ways as physical assets. Copyright 169。 2022 SouthWestern. All rights reserved. 1–3 Copyright 169。CHAPTER 1 AN INVESTMENT PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved. 1–4 Sources of Employee Value ? Technical Knowledge – Markets, Processes, Customers, Environment ? Ability to Learn and Grow – Openness to new ideas – Acquisition of knowledge and skills ? Decision Making Capabilities ? Motivation ? Commitment ? Teamwork – Interpersonal skills, Leadership ability Copyright 169。 2022 SouthWestern. All rights reserved. 1–8 Investment Orientation Factors ? Senior Management Values and Actions – An anization’s willingness to invest in its human resources is determined by the “investment orientation” of its managers. ? Attitude Toward Risk – Investment in human resources is inherently riskier due to lack of absolute “ownership” of the asset. ? Nature of Skills Needed by Employees – The more likely that skills developed by employees are marketable outside the firm, the more risky the firm’s investment in the development of those skills. Copyright 169。 Ownership ? SelfManaged Teams ? Training amp。 2022 SouthWestern. All rights reserved. 1–13 Major Factors Affecting HRM Strategic HRM Technological Advancement Demographics and Diversity Globalization Copyright 169。 2022 SouthWestern. All rights reserved. 1–17 Workforce Demographic Changes ? Baby Boomers (1945–1962) – In excess supply in middle management ranks – HR challenge is to manage “plateaued” workers ? Baby Busters (1963–mid1970s) – Are career bottlenecked by the Boomers – Who have skills in high demand are doing and will do well ? Generation “X”ers (late 1970s–early 1980s) – Have lifelong exposure to technology and constant change – Seek selfcontrol, independence, personal growth, creativity – Are not focused on job security or longterm employment. Copyright 169。 2022 SouthWestern. All rights reserved. 1–20 Reading : Telemuting ? Benefits – Reduced work muting time – Employee retention – Increased geographic recruiting flexibility – Reduced costs of doing business (reduced office space) – Significant productivity gains ?Obstacles – Difficulty in measuring performance – Determining eligible jobs – Individual employee characteristics – Assumption of home office expenses/liabilities – Managerial resistance to telemuting – Increased working cost Copyright 169。 2022 SouthWestern. All rights reserved. 1–24 Models of Strategy ? Industrial Organization (O/I) Model – The external environment is the primary determinant of anizational strategy rather than the internal decisions of its managers. – The environment presents threats and opportunities. – All peting anizations control or have equal access to resources. – Resources are highly mobile between firms. – Organizational success is achieved by offering goods and services at lower costs than petitors or by differentiating products such that they bring premium prices. Copyright 169。 2022 SouthWestern. All rights reserved. 1–28 Corporate Strategies: Growth ? Benefits – Gaining economies of scale in operations and functions – Enhancing petitive position vis224。 then passing the savings to the consumer. ? Assumes price elasticity in demand for products or services is high。 2022 SouthWestern. All rights reserved. 1–33 Business Unit Strategies: Logics of Control Copyright 169。 essentially the culture of the anization. ? Policies – Expressions of shared values and guidelines for action on employeerelated business issues. ? Programs – Coordinated and strategized approaches to initiate, disseminate, and sustain strategic anizational change efforts necessitated by strategic business needs. Copyright 169。 2022 SouthWestern. All rights reserved. 1–40 Strategic Human Resource Management ? Involves the development of a consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the anization’s strategic objectives. ? Requires abandoning the mindset and practices of “personnel management” and focusing on strategic issues than operational issues. ? Integration of all HR programs within a larger framework, facilitating the anization’s mission and its objectives. Copyright 169。 2022 SouthWestern. All rights reserved. 1–44 Copyright 169。 2022 SouthWestern. All rights reserved. 1–48 Reading : HR as Strategy Execution Partner ? HR is responsible for defi