Dessler Fund5 03

Fundamentals of Human Resource
Management
Fifth Edition
Chapter 3
Human Resource
Strategy and
Performance
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Writing Activity (p. 55)
•  HR in Action Case Incident 1: An Accusation of
Sexual Harassment in Pro Sports
•  Answer 2-17 to 2-18 in regards to the situation”
•  Send your answer to mariakasuncion@gmail.com
so you can be closer to earning your bonus mark
List five strategies for successfully
increasing diversity of the workforce
Diversity Management and Affirmative Action
•  Diversity (p. 50): means being varied, and at work
means having a workforce comprised of 2 or more
groups of employees with various racial, ethnic,
gender, cultural, national origin, handicap, age,
and religious backgrounds
•  Stereotyping (p. 50): means someone puts
specific behavioral traits to individuals based on
another person’s membership in a group
•  Prejudice (p. 50): bias toward prejudging someone
Diversity Management and Affirmative Action
•  Discrimination (p. 51): taking specific actions
toward or against the person based on the
person’s group; e.g., “glass ceiling” for women
•  Tokenism (p. 51): occurs when a company
appoints a small group of minorities to high-profile
positions rather than seeking full representation
•  Ethnocentrism (p. 51): tendency to view members
of other social groups less favourable than one’s
own
Managing Diversity (p. 51)
•  Managing diversity means that we take steps to
maximize diversity’s advantages by getting rid of
problems like prejudice and bias
•  The goal is to make employees more sensitive to
and better able to adapt to cultural differences
•  But some training programs fail; people don’t want
to attend or people falsely believe it’s fair
•  McDonald’s believes that it’s ongoing instead of
just a “program” and hires diversely
Affirmative Action (p. 52)
•  Affirmative action: making an extra effort to hire
and promote those in protected groups,
particularly when those groups are
underrepresented
– Issue a written policy showing that the
employer is for equal employment opportunity
– Appoint a top official to direct the program
– Survey present minority
– Develop specific recruitment and promotion
Reverse Discrimination (p. 52)
•  Reverse discrimination: discriminating against
nonminority applicants and employees
•  In 2017, an applicant sued Harvard University,
charging discrimination against Asians
Top-Down Diversity Management Programs
•  Provide strong leadership
•  Assess the situation with attitude surveys
•  Provide diversity training and education
•  Change culture and management systems
•  Evaluate the diversity management program
Writing Activity (p. 55)
•  HR in Action Case Incident 1: An Accusation of
Sexual Harassment in Pro Sports
•  Answer 2-17 to 2-18 in regards to the situation”
•  Send your answer to mariakasuncion@gmail.com
so you can be closer to earning your bonus mark
Fundamentals of Human Resource
Management
Fifth Edition
Chapter 3
Human Resource
Strategy and
Performance
Learning Objectives (1 of 2)
1.  Explain, with examples, each of the steps in the
strategic management process.
2.  Define strategic human resource management,
and give an example of strategic human
resource management in practice.
Introduction: Angelo’s Pizza Store (p. 59)
Angelo opened his first Angelo’s Pizza Store, with a
simple promise: “We offer only the best, at
reasonable prices.”
But soon, customers went on sites like Yelp, leaving
reviews that complained about the employees.
Angelo believes he has a
“personnel” problem but
isn’t sure what to do.
Shanghai’s Portman Hotel (p. 59-60)
Similarly, Ritz-Carlton Company took over managing
the Portman Hotel in Shanghai, China
They improved the hotel’s level of service. First,
they formulated new HRM policies, practices, and
plans for hiring, training and rewarding employees.
•  The goal was to offer superior customer services
•  So HRM made policies; e.g., “Our selection
focuses on talent and personal values”
Explain, with examples, each of the steps
in the strategic management process
The Strategic Management Process (p. 60)
•  Strategic Plan: the company’s for how it will match
its internal strengths and weaknesses with its
external opportunities and threats to maintain a
competitive position
•  In other words, a strategic plan involves HRM
studying a company’s strengths and weaknesses
within the company. It also takes into account
hiring people and considering competition outside
of the company. All of these contribute towards a
company’s potential success.
•  The Basic Management Planning Process
–  Goals
–  Forecasts
–  Courses of actions
–  Evaluating options
–  Implementing your plan
•  Policies: set broad guidelines to show how to
employees should proceed
•  Procedures: spell out what to do if a specific
situation arises; e.g., corrective action
Hierarchy of Goals (p. 60-61)
•  There is an order to a company’s goals (aka [also
known as] a hierarchy of goals)
1.  At the top, the president sets long-term or
“strategic” goals
2.  Then the vice presidents set flows from that goal
3.  After, their subordinates set their own goals, and
so on down the chain of command
Hierarchy of Goals
Strategic Planning (p. 62)
•  Strategy: a course of action the company can
pursue to achieve its strategic aims
•  Strategic Management: the process of identifying
and executing the organization’s strategic plan
•  Strategic Management Process (next slide)
•  Vision and Mission Statement: a general
statement of the firm’s intended direction that
shows what they want to become; e.g., PepsiCo
wanted to focus on health & sustainability
SWOT Matrix with Generic Example (p. 64)
Potential Strengths Potential Opportunities
•  Market leadership •  New overseas markets
•  Strong research and development •  Failing trade barriers
•  High-quality products •  Competitors failing
•  Cost advantages •  Diversification
•  Patents •  Economy rebounding
Potential Weaknesses Potential Threats

•  Large inventories •  Market saturation
•  Excess capacity for market •  Threat of takeover
•  Management turnover •  Low-cost foreign competition
•  Weak market image •  Slower market growth
•  Lack of management depth •  Growing government regulation
Types of Strategies (p. 64)
•  Companywide à Competitive à Functional
•  Company à Business Units à Departments
•  Corporate-Level Strategy: identifies the portfolio of
businesses that in total comprise the company and how
these businesses relate to each other
•  Concentration (single-business) e.g., WD-40
•  Diversification (expanding to new products) e.g., Pepsi
•  Vertical integration (selling direct prducts) e.g., Apple
•  Consolidation (company size reduction) e.g., State Street
•  Geographic expansion (company size expansion)
Type of Strategy at Each Company Level
Competitive Strategy & Advantage (p. 65)
•  Competitive strategy: identifies how to build and
strengthen the business’s competitive position in the
marketplace
•  Examples: “How should Pizza Pizza compete with
Pizza Nova?” or “How should Food Basics compete
with Sobey’s?”
•  Competitive advantage: any factors that allow a
company to differentiate its product or service
•  Example: GE has teams of highly trained workers in
charge of technology use and assembly lines
Managers’ 3 Standard Competitive Strategies (p. 65)
1.  Cost leadership: low-cost leader in an industry

2.  Differentiation: seek to be unique in its industry
3.  Focusers: carve out a market niche
Define strategic human resource
management, and give an example of
strategic human resource management in
practice
What Is Strategic Human Resource
Management?
•  Formulate strategic plans
•  Ensure employee competencies and behaviors
•  HR strategies, policies, and practices
The HR Strategy Model
Sustainability & Strategic HRM (p. 69)
•  Sustainability: important consequences for human
resource management; involves considering the well-
being of society and environment
•  Strategic HRM: having human resource policies and
practices that produce employee skills and behaviors
that are necessary to achieve the company’s
strategic goals, including sustainability goals
•  PepsiCo: workforce planning (“green” jobs); flexible
work arrangements and incentive systems
Three Important Strategic HR Tools
•  Strategy Map
–  Graphical tool that summarizes the chain of activities that contribute
to a company’s success, and so shows employees the “big picture” of
how their performance contributes to achieving the company’s overall
strategic goals.
•  HR Scorecard
–  A process for assigning financial and nonfinancial goals or metrics to
the human resource management–related chain of activities required
for achieving the company’s strategic aims and for monitoring results.
•  Digital Dashboard
–  Presents the manager with desktop graphs and charts, so he or she
gets a picture of where the company has been and where it’s going,
in terms of each activity in the strategy map.
Example (p. 70)
•  Strategy Map
Strategic Human Resource Management
Tools
•  HR Scorecard
•  Digital Dashboard
Writing Activity (p. 84-85) - Part 1
•  Siemens Builds a Strategy-Oriented HR System
•  For now, since we have yet to completely finish
Ch. 3, answer 3-18.
•  3-18: provide a brief illustrative outline of a
strategy map for Siemens
•  You can be as creative as you want, or you can
make it as simple as possible
•  Example is in businesscacc.weebly.com
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Fundamentals of Human Resource

Potential Weaknesses Potential Threats

1.  Cost leadership: low-cost leader in an industry

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Dessler Fund5 03

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Fundamentals of Human Resource

Potential Weaknesses Potential Threats

1. Cost leadership: low-cost leader in an industry

Vous aimerez peut-être aussi

1.  Cost leadership: low-cost leader in an industry