Bài giảng Human Resource Management - Chapter 16 Strategically Managing the HRM Function

Chapter 16Strategically Managing the HRM FunctionCopyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.IntroductionHRM practices can help companies gain a competitive advantage.Virtually every HR function in top companies is going through a transformation process to play a new strategic role while fulfilling its other roles.For HR to become truly strategic in its orientation, it must view itself as a separate business entity.Customer orientation is one of the most important changes in HR's attempt to become strategic.Products of HR must be identified.Technologies through which HR meets customer needs vary depending on the need being satisfied.16-* Categories of HRM Activities Transformational Knowledge ManagementCultural ChangeStrategic Redirection & RenewalManagement DevelopmentTraditionalRecruitment and SelectionTrainingPerformance ManagementCompensationEmployee RelationsTransactionalBenefits AdministrationRecord KeepingEmployee ServicesFigure 16.116-*Customer-Oriented PerspectiveFigure 16.216-*Basic Process for HR StrategyIdentifystrategicbusinessissues Figure 16.416-*Types of Cost–Benefit AnalysesHR Accountingcapitalization of salarynet present value of expected wage paymentsreturns on human assets and human investmentsUtility Analysisturnover costsabsenteeism and sick leave costsgains from selection and training programsimpact of positive employee attitudesRestructuring to Improve HRM16-*Outsourcing Outsourcing - Contracting with an outside vendor to provide a product or service to the firm.Outsourcing partner can provide the service more cheaply, efficiently and effectively.Firms primarily outsource transactional activities and services of HR such as payroll, pension and benefits administration.16-*Reengineering is a complete review of critical work processes and redesign to make them more efficient and able to deliver higher quality. 4 Steps of The Reengineering Process :Identifyprocess to bereengineeredReengineering16-*When Evaluating A Process, Consider: 1. What is the value of the process? 2. Can employees be given more autonomy? 3. Can jobs be combined? 4. Can decision making and control be built into the process by streamlining it? 5. Are all the steps and tasks in the process necessary? 6. Are data redundancy, unnecessary checks, and controls built into the process? 7. How many special cases and exceptions have to be dealt with? 8. Are the steps in the process arranged in their natural order? 9. Are all of the tasks necessary? 10. What is the desired outcome? SummaryHRM functions have transformed from solely transactional activities to strategic activities.HRM roles include administrative expert, employee advocate, change agent, and strategic partner to deliver transactional, traditional, and transformational services and activities efficiently and effectively. HRM must develop measures of HRM performance through customer surveys and analytical methods to improve performance.Reengineering and information technology, and outsourcing can improve HRM performance.HR professionals need knowledge of four competencies: business, change process, integration competence and people’s role in competitive advantage. HR professionals need to understand social and ethical issues, tools, management of change and other processes and HR technologies, policies, programs and practices such as staffing, development, rewards, communication and organizational design. 16-*