AgendaAnnouncements

1
Agenda/Announcements

• Friendly Boss case we will discuss Wed/Thurs
  instead of next class
• Hand in your Student Information Forms
• Class Psychological Contract for you to keep
• More Class Introductions
• Strategic HRM
• Pfeffer Veiga Article
• The Story of Sears
• Next Class

2
Objectives of HRM
Organizational Objectives
Human Resource Management
Employee Objectives
Societal Objectives
3
What is strategy?

• Managements game plan for running the
  business, strengthening firms competitive
  position, satisfying customers, and achieving
  performance targets
• Moves and business approaches to produce
  successful performance

4
Thinking Strategically Three Big Questions

• 1. Where are we now?
• 2. Where do we want to go?
• Business positions management wants to stake
  out - Financial objectives to achieve
• - Strategic objectives to achieve
• 3. How will we get there?
• Resources

5
Five Tasks of Strategic Management - Iterative
1. Defining business, stating a mission,
forming a strategic vision 2. Setting measurable
objectives 3. Crafting a strategy to achieve
objectives 4. Implementing executing
strategy 5. Evaluating performance, reviewing
new developments, initiating corrective
adjustments
6
HR Must Play a Strategic Role

• Most successful companies
• View employees as human assets worth investment
• Position HR as a strategic partner (e.g., HR
  Director at Executive level)
• Plan and adapt HR strategies and programs to
  align with organizational strategy
• Align performance measurement and strategic
  implementation
• implement and measure what matters to the company

7
Why Is Strategic HRM Important?

• Proactive Rather than Reactive
• Shared Vision and Communication of Company Goals
• Competitive Advantage Because Difficult to
  Imitate
• Creation of Common Bonds
• Cannot Buy Culture/Interpersonal Relationships
  policies develop over time
• Difficult to Reverse Engineer Success
• One Size Does Not Fit All!

8
Putting People First for Organizational Success

• Pfeffer Veiga (1999)

9
Putting People First Bottom Line

• High performance management practices provide a
  number of important sources for enhanced
  organizational performance
• People work harder because of the increased
  involvement and commitment that comes from having
  more control and say in their work
• People work smarter because they are encouraged
  to build skills and competence
• People work more responsibly because more
  responsibility is placed in the hands of
  employees farther down in the organization

10
Seven Practices of Successful Organizations
11
Sears Linking HR with the Bottom Line
12
Next Class

• Legal Issues
• Read Chapter 4
• Sign up for presentation topics and dates
• Remember Friendly Boss case moved to Wed/Thurs