【正文】 e differential effects on individual employees. ? Availability of Outsourcing – If costeffective outsourcing is available, investments will be made only in HR activities producing the highest returns and largest sustainable petitive advantages. Copyright 169。 Development ? CrossUtilization amp。 2022 SouthWestern. All rights reserved. 1–14 Technology and HRM Copyright 169。 2022 SouthWestern. All rights reserved. 1–18 New Employee/Workplace Dynamics ? Emphasis on the Management of Professionals – Establishment of separate career tracks ? Technical/Professional, Managerial /Administrative – Use of project teams ? Less Employee Loyalty, More Loyal to Self – Staying with employers for shorter periods。 2022 SouthWestern. All rights reserved. 1–21 Reading : Workplace Diversity ? Issues Affecting Diversity Policymaking – Why diversity is internally and externally important to the anization? – How is diversity related to the current and future mission and strategic objectives of the anization? – How is diversity to be defined in its inclusion and exclusion of the extent, position, and recognition of “differences”? – Should the anization make special efforts to attract a diverse workforce? and for what purposes? – How do existing employees and constituents feel about diversity? – What specific types of diversity initiatives will be undertaken? and to meet what objectives? CHAPTER 3 STRATEGIC PLANNING PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved. 1–25 Models of Strategy (cont’d) ? ResourceBased View (RBV) –An anization’s resources and capabilities, not external environmental conditions, should be the basis for strategic decisions. – Competitive advantage is gained through the acquisition and value of anizational resources. – Organizations can identify, locate and acquire key valuable resources. – Resources are not highly mobile across anizations and once acquired are retained. – Valuable resources are costly to imitate and nonsubstitutable. Copyright 169。 vis industry petitors – Providing opportunities for employee professional development and advancement ? HR Issues – Planning for new hiring – Alerting current employees – Ensuring quality and performance standards are maintained ? Internal Methods – Peration of existing markets – Developing new markets – Developing new products or services for existing or new markets ? External Methods – Acquiring other anizations – Vertical integration ? HR Issues – Merging anizations – Dismissing redundant employees Copyright 169。 small change in price will cause large increase in demand. ? Assumes that customers are more price sensitive than brand loyal. ? HR strategy focuses on shortterm performance measures of results and promoting efficiency through job specialization and crosstraining. Copyright 169。 2022 SouthWestern. All rights reserved. 1–34 EXHIBIT 33: DYER AND HOLDER’S TYPOLOGY OF STRATEGIES (cont’d) Business Unit Strategies: Logics of Control (cont’d) Copyright 169。 2022 SouthWestern. All rights reserved. 1–37 Reading : The Five P’s Model of SHRM ? Practices – HR practices that motivate behaviors that allow individuals to assume roles consistent with the anization’s strategic objectives. ? Processes – The continuum of participation by all employees in the specific activities of to facilitate the formulation and implementation of other activities. Copyright 169。 2022 SouthWestern. All rights reserved. 1–41 Copyright 169。 2022 SouthWestern. All rights reserved. 1–45 Copyright 169。 2022 SouthWestern. All rights reserved. 1–49 Reading : HR and Organizational Culture ? HR can help bring about a cultural change by: – Defining and clarifying the concept of cultural change. – Articulating why cultural change is central to business success. – Defining a process for assessing the current culture and the desired new culture, as well as measuring the gap between the two. – Identifying alternative approaches to creating culture change. Copyright 169。 2022 SouthWestern. All rights reserved. 1–53 Reading : Organization Culture Questionnaire ? Topics to be included in the questionnaire: – How is performance defined, measured and rewarded in the anization? – How are information and resources allocated and managed in the anization? – What is the operational philosophy of the anization with regard to risktaking, leadership, and concern for overall results? – Does the anization regard its human resources as costs or assets? Copyright 169。 2022 SouthWestern. All rights reserved. 1–57 Five Major Objectives of HRP Copyright 169。 2022 SouthWestern. All rights reserved. 1–61 Copyright 169。 2022 SouthWestern. All rights reserved. 1–65 Reading : Succession Planning Design Shifts ? Key design shifts for succession systems: – Identify core strategic capabilities/petencies related to key positions and develop a leadership model. – Place initiative and responsibility for individual development in the hands of candidate employees. – Have a development process that aligns mastery of petencies with the firm’s strategic goals and mission. – Create a succession process that is more open and less exclusive and secretive. – Design the succession process for ongoing and frequent (quarterly rather than annual) review. Copyright 169。 2022 SouthWestern. All rights reserved. 1–69 Reading : Strategically Reactive HR ? HR bees strategically reactive in business strategy implementation through: – Supporting the execution of tactics that drive the longterm strategies. – Developing the cultural and technical capabilities necessary for longterm success. – By providing change management support for tactical activities. Copyright 169。 2022 SouthWestern. All rights reserved Copyright