人力资源管理第十版英文版第二章笔记CHAPTER 2Strategic Human Resource Planning.docx
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人力资源管理第十版英文版第二章笔记CHAPTER2StrategicHumanResourcePlanning
CHAPTER2StrategicHumanResourcePlanning
Afteryouhavereadthischapter,youshouldbeableto:
●Discusswhyhumanresourcescanbeacorecompetencyfororganizations.
●Explainhoworganizationalcultureandindustrylife-cyclestagesaffectHRstrategiesandactivities.
●DefineHRplanningandoutlinetheHRplanningprocess.
●DiscusswhyexternalenvironmentalscanningisanimportantpartofHRplanningandwhatfactorsmustbeconsidered.
●ExplainhowaninternalassessmentofcurrentjobsandskillsisvitaltoHRplanning.
●Identifywhatahumanresourceinformationsystem(HRIS)isandwhyitisusefulwhendoingHRplanning.
●Identifyfactorstobeconsideredinforecastingthesupplyanddemandforhumanresourcesinanorganization.
●Discussseveralwaystomanageasurplusofhumanresources.
HRTRANSITIONS
WelfaretoWork
Employerswhoparticipateinwelfare-to-workprogramshavefoundthatmanywelfarerecipientswantedtoworkbuthadinadequateeducation,skills,orworkhabits.
Tofillmanyjobs,particularlythoserequiringlowerknowledge,skills,andabilities,HRmanagersincreasinglyarehavingtousepeoplewhoareoutofwork—thoseonwelfare—andmanysuccessstoriesarebeingtold.
ThetightlabormarkethasnotbeentheonlyfactormotivatingHRmanagerstohirewelfareworkers.AmajorimpetushasbeenthePersonalResponsibilityandWelfareReconciliationActof1996.ThisactrequiredthatbySeptember1997,25%ofindividualsreceivingwelfareassistancebeemployedorinworktrainingprograms.Thepercentageincreaseseachyearto50%bySeptember2002.Toattainthesetargets,manyemployersare“encouraged”tohirewelfarerecipientsthroughtaxincentivesandwage-subsidyprogramsduringtheearlytenureofworkersformerlyonwelfare.
Whatsomeemployersinitiallysawasa“socialresponsibility”hasevolvedintoasourceofworkerstofilljobs,enablingorganizationstoexpandtheirworkforcesinordertomeetbusinessobjectives.OnestudybytheWelfaretoWorkPartnership,composedofover5,000membercompanies,foundthatinoneyear135,000welfarerecipientshadbeenhiredbyU.S.companies.Thestudyalsoreportedthatoveronemillionwelfarerecipientshadstoppedreceivingwelfarebenefitsbecauseofgettingjobs,enteringworktrainingprograms,orbeingdroppedfromwelfare.
Employerswhoparticipateinwelfare-to-workprogramshavefoundthatmanywelfarerecipientswantedtoworkbuthadinadequateeducation,skills,orworkhabits.Consequently,bothgovernmentandemployersponsoredprogramshavebeenestablishedtoassistthewelfare-to-worktransition.InTulsa,Oklahoma,Zebco—aleadingmanufactureroffishingequipment—andtheMetropolitanTulsaChamberofCommercedevelopedaprogramtoteachwelfarerecipientsworkplaceskills.Duringthesix-monthprogram,individualsattendclassroomtrainingfourhoursdailytolearnbotheducationalskillsandhowtogetandholdjobs.Typicaltopicscoveredinthistrainingprogram,aswellasinprogramselsewhere,includetheimportanceofbeingontime,whattransportationarrangementsexist,howtofindchild-careproviders,howtodressforwork,andhowtointerview.
Interestingly,becauseanumberofwelfarerecipientsaresinglemothers,someprivate-sectorchild-careprovidershavehadsuccesshiringwomenonwelfareasday-careworkers.
Despitetherelativelylowwagespaidinthechild-careindustry,abouttwothirdsoftheformerwelfarerecipientsarestillemployedafteroneyear.
About80%ofthosewhocompletedtheTulsaprogramarestillworking.
Herearesomeothersuccessstories:
●SprintCorporation:
About85%oftheformerwelfarerecipientswerestillemployedastelephoneoperatorsaftersixmonths,comparedwithonly33%ofthenon-welfarerecipientshiredintothesamejobatthesametime.
●UnitedAirlines:
Over500ofthe760formerwelfarerecipientshiredwerestillwiththeairlineayearlater.
●GiantFoods:
Over100welfarerecipientshadbeenhiredascashiers,pharmacyclerks,baker’sassistants,andetc.,andabout80%werestillemployedafterthe90-dayintroductoryperiod.
●MarriottCorporation:
Aleaderinwelfare-to-workprograms,Marriotthashiredseveralthousandwelfarerecipients.Theirsuccessismeasuredbythefactthatalmost70%arestillwithMarriott.AlloftheseexamplesillustratethatadditionalsourcesforasufficientsupplyofhumanresourcesarebeingtappedbyemployersaspartofmeetingtheirHRplanningneeds.TheexamplesalsoillustratethatabroadrangeofHRactivities,butespeciallytraining,mustbeseenasintegraltoorganizationsinobtainingthehumanresourcesneededforthefuture.
PlanAhead:
itwasn’trainingwhenNoahbuilttheark.RICHARDC
Thischapterdealswithplanningforthehumanresourcesthattheorganizationwillneedinthefuture.Theopeningdiscussionofusingwelfare-to-workprogramsasafuturesourceofhumanresourcesisonemeans.ButanydescriptionofHRplanningmustbeginonalevelonestephigher—withtheoverallstrategicplanoftheorganization.Strategicplanningcanbedefinedastheprocessofidentifyingorganizationalobjectivesandtheactionsneededtoachievethoseobjectives.Itinvolvesanalyzingsuchareasasfinance,marketing,andhumanresourcestodeterminethecapacitiesoftheorganizationtomeetitsobjectives.
Theprocessofstrategicplanningcanbethoughtofascircularinnature.AsFigure2—1shows,theprocessbeginswithidentifyingandrecognizingthephilosophyandmissionoftheorganization.Thisfirststepaddressesthemostfundamentalquestionsabouttheorganization:
●Whydoestheorganizationexist?
●Whatuniquecontributiondoesitmake?
●Whataretheunderlyingvaluesandmotivationsofownersandkeymanagers?
Oncethephilosophyandmissionoftheorganizationareidentified,thenextrequirementistoscantheenvironment.Thisscanningisespeciallyimportantwhenrapidchangesareoccurring,suchasinthelastseveralyears.HRmanagersalsoneedtheresultsofenvironmentalscanning.Forexample,somequestionsmightbe:
Whatrecruitingapproachesarecompetitorscurrentlyusingtoattract
scarcespecialties?
Howarecompetitorsusingwelfare-to-workprograms?
Willanewproductunderdevelopmentrequireaproductionprocessusinganexpandednumberofworkerswithdifferentknowledgeandskills?
AnswerstothesequestionsillustratethatHRmanagersmustbeabletopredictwhatcapabilitiesemployeeswillhavetoimplementthebusinessstrategy.Workforcepatternsandconditions,socialvaluesandlifestyles,andtechnologicaldevelopmentsaresomeexternalfactorstoconsider.
Afterexternalforcesareexamined,aninternalassessmentismadeofwhattheorganizationcandobeforeadecisionisreachedonwhatitshoulddo.Internalstrengthsandweaknessesmustbeidentifiedinlightofthephilosophyandcultureoftheorganization.Factorssuchascurrentworkforceskills,retirementpatterns,anddemographicprofilesofcurrentemployeesareitemsthatrelatetohumanresourcecapabilities.Nextcomesforecastingorganizationalcapabilitiesandfutureopportunitiesintheenvironmenttomatchorganizationalobjectivesandstrategies.
ThedevelopmentofstrategiesandobjectivesoftenisbasedonaSWOTanalysis,whichexaminesthestrengthsandweaknessesoftheorganizationsinternallyandtheopportunitiesandthreatsexternally.ThepurposeoftheSWOTanalysisistodevelopstrategiesthatalignorganizationalstrengthswithopportunitiesexternally,toidentifyinternalweaknessestobeaddressed,andtoacknowledgethreatsthatcouldaffectorganizationalsuccess.
Finally,specificplansaredevelopedtoidentifyhowstrategieswillbeimplemented.Detailsoftheplansbecomethebasisforimplementationandlateradjustments.Likeallplans,theymustbemonitored,adjusted,andupdatedcontinually.Thestrategicplanningprocessiscircular,sincetheenvironmentisalwayschangingandaspecificstepintheprocessmustberepeatedcontinually.
OrganizationalStrategyandHumanResources
Thedevelopmentofspecificbusinessstrategiesmustbebasedontheareasofstrengththatanorganizationhas.ReferredtoascorecompetenciesbyHamelandPrahalad,theyarethefoundationforcreatingthecompetitiveadvantageforanorganization.Acorecompetencyisauniquecapabilityintheorganizationthatcreateshighvalueandthatdifferentiatestheorganizationfromitscompetition.
HumanResourcesasaCoreCompetencyCertainly,manyorganizationshavevoicedtheideathattheirhumanresourcesdifferentiatethemfromtheircompetitors.OrganizationsaswidelydiverseasFederalExpress,Nordstrom’sDepartmentStores,andGatewayComputershavefocusedonhumanresourcesashavingspecialstrategicvaluefortheorganization.Thesignificanceofhumanresourcesasacorecompetencywasconfirmedinastudyof293U.S.firms.ThestudyfoundthatHRmanagementeffectivenesspositivelyaffectedorganizationalproductivity,financialperformance,andstockmarketvalue.
Somewaysthathumanresourcesbecomeacorecompetencyarethroughattractingandretainingemployeeswithuniqueprofessionalandtechnicalcapabilities,investingintraininganddevelopmentofthoseemployees,andcompensatingtheminwaysthatkeepthemcompetitivewiththeircounterpartsinotherorganizations.Thevalueofhumanresourceswasdemonstratedseveralyearsago,whenUnitedParcelServiceworkerswentonstrike.Inofficesaroundthecountry,customershadconcernsthatthebrown-shirtedUPSdrivers,whomcustomersoftenknewbytheirfirstnames,werenotworking.FortunatelyforUPS,itsdrivers,andtheircustomers,thestrikewassettled