1.

HR INVESTMENT CONSIDERATIONS
o MANAGEMENT VALUES
o RISK AND RETURN ON INVESTMENT
o INVEST IN TRAINING
o OURSOURCING
2. CURRENT PRACTICES IN TRAINING INVESTMENTS
o ON THE JOB TRAINING
o INVESTMENT IN MANAGEMENT DEVELOPMENT
o PREVENTION IN SKILL OBSOLESCENCE
o REDUCTION IN CAREER PLATEAUING
3. INVESTMENT PRACTICES FOR IMPROVED RETENTION
o ORG. CULTURE EMPHASIZING INTERPERSONAL RELATIONSHIP VALUES
o COMPENSATION AND BENEFITS
o EFFECTIVE SELECTION PROCEDURES
o JOB ENRICHMENT AND JOB SATISFACTION
o PRACTICES PROVIDING WORK LIFE BALANCE
4.
o ORGANIZATIONAL DIRECTION CREATING CONFIDENCE IN THE FUTURE.
o RETENTION OF TECHNICAL EMPLOYEES
5. INVESTMENT IN JOB SECURE WORKFORCES
o RECOGNITION OF THE COST OF DOWNSIZING AND LAYOFFS
o AVOID BUSINESS CYCLE BASED LAYOFFS
o ALTERNATIVES TO LAYOFFS
o EMPLOYMENT GUARANTEES
o THE WORK EFFORT AND JOB SECURE RELATIONSHIP
6. NON TRADITIONAL INVESTMENT APPROACHES
o INVESTMENT IN DISABLED EMPLOYEES
o INVESTMENT IN EMPLOYEES HEALTH
o COUTERCYCLING HIRING
7. THE HR ENVIRONMENT
o FOR MAKING STRATEGIC DECISIONS ABOUT HR, MANAGERS NEED TO
SCAN THE ENVIRONMENT BEFORE FORMULATING STRATEGY.
8. TECHNOLOGY AND ORGANIZATIONAL STRUCTURE
o BROAD INFLUENCES OF TECHNOLOGY
o INFLUENCES OF HRIS
o REDLOYMENT OF HR STAFF TO OPERATING UNITS
o NEW ORGANIZATIONAL STRUCTURE
9. ORGANIZATIONAL STRUCTURE
o UNBUNDLED CORPORATIONS
o NETWORK ORGANIZATIONS OR VIRTUAL CORPORATIONS
o RESPONDENT ORGANIZATION
10. MANAGEMENT TRENDS
o MANAGEMENT DIVERSITY
o WORK TEAMS
o VIRTUAL TEAMS
o HR OUTSOURCINGOPEN BOOK MANAGEMENT
o TQM
o INTEGARTED MANUFACTURING
o REENGINEERING MANAGEMNT OF PROFFESSIONALS
o MANAGING IN THE AFTERMATH OF MERGERS & ACQUISITIONS
11. DEMOGRAPHIC TRENDS
o AN AGING WORKFORCE
o THE BOOMER AGE BULGE
o LABOR SHORTAGES
o GREATER RACIAL DIVERSITY
o CHANGING OCCUPATIONAL DISTRIBUTIONS FOR WOMEN
o DUAL CAREER COUPLES
12. TRENDS IN THE UTILIZATION OF HR
o TELECOMMUTING
o RELOCATION OF WORK
o GROWING USE OF TEMPORARY AND CONTINGENT WORKERS
o EMPLOYEE LEASING
13. INTERNATIONAL DEVELOPMENTS
o GLOBAL COMPETITION
o GLOBAL SOURCING OF LABOR
o NAFTA
o EC
14. IMPORTANCE OF HR TO STRATEGY
o PROVIDES COMPETITIVE ADVANTAGE
o THAT CAN BE GAINED THROUGH HIGH QUALITY WORK FORCE, WHICH
ENABLES THE ORGANIZATIONS TO COMPETE ON THE BASIS OF MARKET
RESPONSIVENESS, PRODUCT & SERVICE QULAITY, DIFFERENTIATED PRODUCTS &
TECNOLOGICAL INNOVATION, INSTEAD OF RELIANCE ON LOW COSTS.
15.
o CONTROLLING LABOR COST
o PEOPLE AND PRACTICES ALLIGNED WITH THE FUTURE STRATEGIC
NEEDS.
16. GOAL OF STRATEGIC HRM
o EFFECTIVE APPLICATION OF SUCH RESOURCES TO MEET
ORGANIZATIONS STRATEGIC REQUIREMENTS AND OBJECTIVES
17. STRATEGY
o IT DEALS WITH PROVIDING DIRECTION, COORDINATING AND PROVIDING A
DECISIONAL FRAMEWORK , ALLOCATION OF RESOURCES
18. STRATEGIC PLANNING
o 1. DEVELOPMENT OF ORGANIZATIONAL PHILOSOPHY AND MISSION
STATEMENT
o 2.ENVIRONMENT SCANNING
o 3. SWOT ANALYSIS
o 4. FORMULATION OF STRATEGIC OBJECTIVES
o 5.GENERATION OF ALTERNATIVES FOR ACHIEVING OBJECTIVES
o 6.EVALUATION AND SELECTION OF STRATEGIES
19. HR CONTRIBUTIONS TO STRATEGY
o IT CAN MAKE CONTRIBUTIONS IN NO. OF WAYS:
o PERFORMANCE APPRAISAL, STAFFING, TRAINING AND DEVELOPMENT,
COMPENSATION ENABLES MANAGER TO IMPLEMENT THE STARTEGIC PLANS.
20.
o ENVIRONMENTAL SCANNING AND COMPETITIVE INTELLIGENCE
o IMPLEMENTATION OF RESOURCE REALLOCATION DECISIONS
o LEAD TIME FOR DEALING WITH LABOR SHORTAGES
21. STRATEGY DRIVEN ROLES BEHAVIOR AND PRACTICES
o INNOVATION
o QULAITY ENHANCEMENT
o COST REDUCTION
22. CLASSIFYING HR TYPES
o BASEBALL TEAM:
o INNOVATION STRATEGY
o NEW PRODUCTS
o INVESTMENT BANKING, BROADCASTING COMPANIES, BIOLOGICAL
RESEARCH COM.
o BUY STRATEGY
o RESULT ORIENTED PERFORMANCE APPRAISAL
23.
o CLUB: LOW COST PRODUCER
o INCREASE EFFECIENCY IN CONTROLLING COSTS, MAINTAINING QUALITY
AND POVIDING CUSTOMER SERVICE
o AIRLINES, GOVERNMENTAL AGENCIES, BANKS ETC.
o MAKE STRATEGY
24.
o ACADEMY: HYBRID
o BOTH PRODUCT INNOVATOR AND LOW COST
o PHARMACEUTICALS, CONSUMER PRODUCTS AUTOMOBILES
o BOTH MAKE & BUY STRATEGY
25.
o FORTRESS:
o ENVIRONMENT DEPENDENT
o HOTELS, RETAILING, PUBLISHING, TEXTILES
26. STRATEGY AND HR PLANNING
o ADMINISTRATIVE LINKAGE
o ONE WAY LINKAGE
o TWO WAY LINKAGE
o INTEGRATIVE LINKAGE
27. HRP
o DEVELOPMENTAL PLANNING FOR STRATEGIC LEADERSHIP
o SUCCESSION PLANNING