【正文】 hWestern. All rights reserved. 1–43 Barriers to Strategic HR Copyright 169。 2022 SouthWestern. All rights reserved. 1–45 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. 1–49 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. 1–51 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. 1–53 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 Copyright 169。 2022 SouthWestern. All rights reserved. 1–57 Five Major Objectives of HRP 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. 1–61 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. 1–65 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. 1–67 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. 1–69 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. 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 Copyright 169。 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