【正文】 k Relationships – Part time, consulting, and temporary employment flexibility – Outsourcing and entrepreneurial opportunities 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. 1–15 Technology Challenges for HRM Copyright 169。 2022 SouthWestern. All rights reserved. 1–13 Major Factors Affecting HRM Strategic HRM Technological Advancement Demographics and Diversity Globalization Copyright 169。 CrossTraining ? Symbolic Egalitarianism ? Wage Compression ? Promotion From Within ? Taking the Long View ? Measurement of Practice ? Overall Philosophy CHAPTER 2 TRENDS AFFECTING HUMAN RESOURCE MANAGEMENT PowerPoint Presentation by Charlie Cook Copyright 169。 Ownership ? SelfManaged Teams ? Training amp。 2022 SouthWestern. All rights reserved. 1–10 Reading : The SWA Value Cycle Value at Southwest Airlines is: 1. Created through satisfaction of employee needs. 2. Converted to customer and share holder value via anizational capabilities (the design of specific operating processes). 3. Captured by SWA as petitive advantage through lower costs and superior service (productivity) in relation to its petitors. 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。 2022 SouthWestern. All rights reserved. 1–6 Investment Orientation 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. 1–2 The Strategic View of Human Resources ? Employees are human assets that increase in value to the anization and the marketplace when investments of appropriate policies and programs are applied. ? Effective anizations recognize that their employees do have value, much as same as the anization’s physical and capital assets have value. ? Employees are a valuable source of sustainable petitive advantage. Copyright 169。CHAPTER 1 AN INVESTMENT PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved ： ； :； ： Copyright 169。 2022 SouthWestern. All rights reserved. 1–3 Copyright 169。 2022 SouthWestern. All rights reserved. 1–5 Valuation of Human Assets ? Implications for Individuals and Organizations – Determination of pensation ? Internal and external equity for employees in return for their contributions to the anization. ? Organization placement of resources and returns on employee development are aligned and wellmatched. – Advancement opportunities ? Developing current employees creates motivation and permits promotion from within. – Development of retention strategies ? Effective means of retaining valuable employees allows for the recapture of the invested costs of their development. Copyright 169。 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. 1–9 Investment Orientation Factors ? Utilitarian (“Bottom Line”) Mentality – An attempt is made to quantify employee worth to the anization through a costbenefit analysis. – The “soft” benefits of HR programs and polices are difficult to objectively quantify because they affect many different anizational areas and have 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。 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。 Development ? CrossUtilization amp。 2022 SouthWestern. All rights reserved Copyright 169。 2022 SouthWestern. All rights reserved. 1–14 Technology and HRM Copyright 169。 2022 SouthWestern. All rights reserved. 1–16 Workforce Demographic Changes ? The “Graying” of the Workforce ? Negative Aspects of Older Workers – Perceived resistance to change by