【正文】 2022 SouthWestern. All rights reserved. 1–75 Design of Work Systems ? Job Specialization – Creates jobs with very narrow task (activity) assignments. – Resulted in high efficiency, quickly achieved job petency, low training costs, but also created monotonous jobs. ? Job Enlargement – An increase in task variety in an attempt to relieve boredom. ? Job Rotation – Employees are moved across different specialized positions. Copyright 169。 2022 SouthWestern. All rights reserved. 1–71 Reading : Creating a StrategyFocused Culture 5. Identify cultural characteristics that the firm should reduce or eliminate if it is to optimize petitive advantage. 6. Design HR practices that will have greatest impact on creating the desired culture. 7. With these decisions made, the firm should establish action plans for detailed design of the HR processes. 8. The final step specifies the means by which effectiveness of the entire process is measured. Copyright 169。 2022 SouthWestern. All rights reserved. 1–67 Reading : Strategic Levels of HR ? Longterm – Is the active conceptualized as longterm as opposed to shortterm value? ? Comprehensive – Does it cover the entire anization or isolated ponents? ? Planned – Is it thought out ahead of time and is it well documented or does it occur on an ad hoc basis? ? Integrated – Does it provide a basis for integrating multifaceted activities that might otherwise be fragmented and disconnected? ? High valueadded – Does it focus on issues that are critical for business success or does it focus on thing that must be done but are not critical to financial and market success? Copyright 169。 2022 SouthWestern. All rights reserved. 1–63 Succession Planning ? Involves identifying key management positions the anization cannot afford to have vacant. ? Purposes of Succession Planning – Facilitates transition when an employee leaves. – Identifies the development needs of highpotential employees and assists in their career planning. ? In actual practice, many anizations fail to implement succession planning effectively. – Qualified successors may seek external career advancement opportunities if succession is not forthing. Copyright 169。 2022 SouthWestern. All rights reserved. 1–59 Aggregate Planning: Forecasting Demand ? Forecasting the demand for employees – Considers the firm’s strategic plan’s effects on increases or decreases in the demand for the firm’s products or services. – Assumptions on which the forecast is predicated should be written down and revisited when conditions change. – Unit forecasting (bottomup planning) involves “point of contact” estimation of the future demand for employees. – Topdown forecasting involves senior managers allocating a fixed payroll budget across the anizational hierarchy. – The demand for employee skills requirements must also be considered. Copyright 169。 2022 SouthWestern. All rights reserved Copyright 169。 2022 SouthWestern. All rights reserved. 1–51 Reading : Human Capital Management ? To bee effective human capital managers, HR mangers must develop petencies in: – Knowledge of the business. – Human resource functional expertise. – The management of change. Copyright 169。 2022 SouthWestern. All rights reserved. 1–47 Reading : Five Critical Business Challenges Globalization Profitability through Growth Technology Intellectual Capital Change, Change, and More Change Copyright 169。 2022 SouthWestern. All rights reserved. 1–43 Barriers to Strategic HR Copyright 169。 2022 SouthWestern. All rights reserved Copyright 169。 2022 SouthWestern. All rights reserved. 1–36 Reading : The Five P’s Model of SHRM ? Philosophy – Statements of how the anization values and treats employees。 2022 SouthWestern. All rights reserved. 1–32 Business Unit Strategies: Focus ? Business attempts to satisfy the needs of only a particular group or narrow segment of the market. ? Strategic intent is to gain consumer loyalty of neglected groups of consumers. ? Strategic HR issue is ensuring employee awareness of uniqueness of market segment. – Thorough employee training and a focus on customer satisfaction are critical factors. – Hiring members of the target segment who are empathetic to customer in the target segment. Copyright 169。 2022 SouthWestern. All rights reserved. 1–30 Business Unit Strategies: Cost Leadership ? Increases in efficiency and cutting of costs。 2022 SouthWestern. All rights reserved. 1–27 The Mission Statement Copyright 169。 2022 SouthWestern. All rights reserved. 1–23 Strategic Management ? Strategic Human Resource Management – Involves aligning initiatives involving how people are managed with the anizational mission and objectives. ? Strategic Management Process – Determining what needs to be done (how) to achieve corporate objectives over a three to five year time span. – Examining the anization and the petitive environment. – Establishing a strategic (optimal) “fit” between the anization and its environment that engenders success. – Reviewing and revising the strategic plan as necessary. Copyright 169。 2022 SouthWestern. All rights reserved. 1–19 Managing Workplace Diversity ? Understanding and Appreciating Diversity – Is critical to effectively marketing to ethnic and minority groups – Is promoted by having a diverse workforce at all anization levels – Helps ensure that hiring and promotion decisions are unbiased by person differences ? Diversity Management Programs/Initiatives – Must be integrated with anization’s mission and objectives – Help key decision makers identify diversity’s benefits to the anization – Make critical decisions about implementing the optimal program/initiative contingent on the anization and its people, mission and culture. Copyright 169。 2022 SouthWe