【正文】 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. 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. 1–19 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 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. 1–23 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. 1–25 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。 2022 SouthWestern. All rights reserved. 1–27 The Mission Statement 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。 2022 SouthWestern. All rights reserved. 1–30 Business Unit Strategies: Cost Leadership ? Increases in efficiency and cutting of costs。 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. 1–32 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. 1–34 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. 1–36 Reading : The Five P’s Model of SHRM ? Philosophy – Statements of how the anization values and treats employees。 2022 SouthWestern. All rights reserved. 1–37 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 Copyright 169。 2022 SouthWestern. All rights reserved. 1–41 Copyright 169。 2022 Sout