【正文】 2022 SouthWestern. All rights reserved. 1–76 Design of Work Systems (cont’d) ? Job Enrichment – Increasing the amount of responsibility for quality and productivity that employees have for their own work. ? Vertical Loading – Is the reassignment of job responsibility formerly delegated to the supervisor to the employee. Copy。 2022 SouthWestern. All rights reserved. 1–74 Design of Work Systems Copyright 169。 2022 SouthWestern. All rights reserved. 1–72 Reading : Strategically Proactive HR ? Bees proactive by: – learning enough about other functional areas to allow HR to contribute to the business – expanding/enriching parameters of HR agendas through which strategic alternatives are define and created. ? Creates a culture of of creativity and innovation. ? Is involved in the full breadth of mergers and acquisition activities. ? Creates internal capabilities based on future external environmental requirements. CHAPTER 6 DESIGN AND REDESIGN OF WORK SYSTEMS PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved. 1–70 Reading : Creating a StrategyFocused Culture 1. Define the business unit for which the HR practices are being designed. 2. Specify the key trends in the external business environment. 3. Identify and prioritize the firm’s sources of petitive advantage 4. Define the required culture and technical knowledge and skill areas required to support the sources of petitive advantage. Copyright 169。 2022 SouthWestern. All rights reserved. 1–68 Reading : Reactive and Proactive HR ? Operationally Reactive HR – Focuses on implementing the daytoday demands for HR. ? Operationally Proactive HR – Improves upon the design and deliver of the existing HR basics before problems set in. ? Strategically Reactive HR – Focuses on supporting the successful implementation of the business strategy. ? Strategically Proactive HR – Focuses on creating strategic alternatives. Copyright 169。 2022 SouthWestern. All rights reserved. 1–66 Reading : Other Succession Design Issues ? A succession system must: – Make sense for and be usable by different business units, each having unique needs. – Have a process to focus and guide the development of executives to meet strategic purposes. – Be aligned with other HR processes also in transition. – Assure the the pool of potential leaders is being prepared for executive positions. – Be owned by the senior management. – Deal with diversity issues and changing demographics. – Measurably add value and contribute to business success. Copyright 169。 2022 SouthWestern. All rights reserved. 1–64 Succession Planning (cont’d) Copyright 169。 2022 SouthWestern. All rights reserved. 1–62 Balancing HR Supply and Demand Copyright 169。 2022 SouthWestern. All rights reserved. 1–60 Aggregate Planning: Forecasting Supply ? The level and quantities of abilities, skills and experiences can be determined using a Skills Inventory. ? A human resource information system (HRIS), especially puterized databases, updated at least annually, is a dynamic source of HR information. ? Markov analysis can be used to create a transition probability matrix that predicts the mobility of employees within an anization. Copyright 169。 2022 SouthWestern. All rights reserved. 1–58 Types of Planning ? Aggregate Planning – Anticipating the needs for groups of employees in specific, usually lower level jobs and the general skills employees will need to ensure sustained high performance. ? Succession Planning – Focuses on ensuring that key individual management positions in the anization remain filled with individuals who provide the best fit for these critical positions. Copyright 169。 2022 SouthWestern. All rights reserved. 1–56 Human Resource Planning (HRP) ? Is the first ponent of HRM strategy ? All other functional HR activities are derived from and flow out of the HRP process. ? Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities. ? Is proactive in anticipating and preparing flexible responses to changing HR requirements. ? Has both an internal and external focus. Copyright 169。 2022 SouthWestern. All rights reserved. 1–54 Reading : Analyzing Dysfunctional Cultures ? Which ponents of the culture are misaligned? ? What priorities should be assigned each of the gaps between what the culture is and what people feel that it should be? ? What resources are needed and how should they be used to change the culture? ? How should the change effort be managed and who does what? ? What role should HR strategy play in signaling, making and reinforcing the necessary changes? CHAPTER 5 HUMAN RESOURCE PLANNING PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved. 1–52 Reading : New Functional Role for HR ? HR must focus on business level outes rather than HR level inputs. ? HR must bee a strategic core petency rather than a market follower. ? Strategic petencies are more important than functional petencies. ? The most important missing element in the HR function expertise is a systems perspective. Copyright 169。 2022 SouthWestern. All rights reserved. 1–50 Reading : Four Changes for the Line ? How senior operating management can create an environment in which HR bees focused on outes instead of activities: – Communicate to the anization that the “soft stuff” matters. – Explicitly define the deliverables from HR, and hold HR accountable for results. – Invest in innovative HR practices. – Upgrade HR professionals. Copyright 169。 2022 SouthWestern. All rights reserved. 1–48 Reading : HR as Strategy Execution Partner ? HR is responsible for defining an anizational structure as the model for the pany’s way of doing business. ? 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