人力资源管理练习题 Human Resource Management1

HRM

CHAPTER 1

Gaining a Competitive Advantage

Discuss the roles and activities of a company’s human resource management function

Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability

Discuss how human resource management affects a company’s balanced scorecard

Discuss what companies should do to compete in the global marketplace

Identify the characteristics of the workforce and how they influence human resource management

Discuss human resource management practices that support high-performance work systems

Provide a brief description of human resource management practices

Introduction

Competitiveness refers to a company’s ability to maintain and gain market share in its industry

I t is related to company effectiveness

Human resource management refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance M any companies refer to HRM as involving “people practices"

Responsibilities of HR Departments

E mployment and recruiting

T raining and development

C ompensation

B enefits

E mployee Services

E mployee and community relations

P ersonnel records

H ealth and safety

S trategic planning

What Roles Do HR Departments Perform?

How is the HRM Function Changing?

T he amount of time that the HRM function devotes to administrative tasks is decreasing and its roles as a strategic business partner, change agent, and employee advocate are increasing

I n shifting the focus from current operations to strategies for the future and preparing non-HR managers to develop and implement HR practices, HR managers face two important challenges:

Self-service refers to giving employees online access to information about HR issues

Outsourcing refers to the practice of having another company provide services

The HRM Profession

H R salaries vary depending on education and experience as well as the type of industry

HR specialists

HR generalists

College degrees are held by the vast majority of HRM professionals

Professional certification is less common than membership in professional associations

T he primary professional organization for HRM is the Society for Human Resource Management (SHRM)

Competitive Challenges Influencing HRM

T hree competitive challenges that companies now face will increase the importance of HRM practices:

The Sustainability Challenge

Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment

Stakeholders refers to shareholders, the community, customers, and all other parties that have an interest in seeing that the company succeeds

Sustainability includes the ability to:

deal with economic and social changes,

engage in responsible and ethical business practices,

provide high quality products and services,

put in place methods to determine if the company is meeting stakeholders’ needs

T he changing structure of the economy

Impact of September 11, 2001

The competition for labor

S kill demands for jobs are changing

K nowledge is becoming more valuable

Intellectual capital refers to the creativity, productivity, and service provided by employees

Knowledge workers are employees who contribute to the company not through manual labor but

through a specialized body of knowledge

Empowerment means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service

A learning organization embraces a culture of lifelong learning, enabling all employees to continually acquire and share knowledge

T he psychological contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions

A lternative work arrangements include independent contractors, on-call workers, temporary workers, and contract company workers

The Balanced Scorecard

T he balanced scorecard gives managers the opportunity to look at the company from the perspective of internal and external customers, employees and shareholders.

T he balanced scorecard should be used to:

Link human resource management activities to the company’s business strategy.

Evaluate the extent to which the human resource function is helping the company’s meet it’s strategic objectives.

M easures of human resource practices primarily relate to productivity, people, and processes.

Customer Service and Quality Emphasis