Competitiveness - ability to maintain and gain market share

Human resource management (HRM) - refers to the policies,

practices, and systems
Sustainability - refers to the company’s ability to meet its
needs without sacrificing
Sustainability - includes the ability to deal with economic and
social changes,
Intangible - assets include human capital, customer capital,
Knowledge workers - employees who contribute to the
company not through manual labor,

Emphasis on Empowerment and Continuous Learning

~ To completely benefit from employees’ knowledge requires a
management style
~ Empowering means giving employees responsibility and
authority
~ important that they promote continuous learning at the
employee,
~ levels. A learning organization embraces a culture of lifelong
learning,
Talent management - refers to the systematic planned
strategic effort
Alternative work arrangements - include independent
contractors, on-call workers, benefit both individuals and
employers.
Meeting the Needs of Stakeholders, Shareholders, Customers,
Employees, and Community
- company effectiveness and competitiveness are
determined by whether the company satisfies the needs of
stakeholders.
balanced scorecard - gives managers an indication of the
performance of a company
Social Responsibility. - can help boost a company’s image with
customers,
Customer Service and Quality Emphasis - includes
understanding what the customer wants and anticipating
future needs.
Malcolm Baldrige National Quality Award - way that
companies can improve the quality of their products or services
ISO 9000:2000 - Quality standards adopted
Six Sigma Process - System of measuring, analyzing, improving,
and controlling
Lean Thinking - process used to determine how to use less
effort, time, equipment,
Changing Demographics and Diversity of the Workforce -
Company performance on the balanced scorecard
labor force - current employees is often referred to as the
internal
external labor market - includes persons actively seeking
employment.
Strategic Management - process for analyzing a company’s
competitive situation,
Strategic human resource management (SHRM) - can be
thought of as “the pattern of planned
human resource deployments…
Components of Strategic Management
1. Environmental Scanning: The monitoring, evaluating, and
disseminating of information from the external and internal
environments to key people within the corporation.
2. Strategy Formulation: The process of deciding on a strategic
direction by defining the company’s mission and goals, its
external opportunities and threats, and its internal strengths
and weaknesses.
3. Strategy Implementation: The process of devising structures
and allocating resources to enact the strategy a company has
chosen.
4. Evaluation and Control: The process in which corporate
activities and performance results are monitored so that actual
performance can be compared with desired performance.

DIRECTIONAL STRATEGIES - strategic typologies are useful for

classifying the ways different organizations, it is also necessary
to understand how increasing size (growth) or decreasing it
(downsizing) affects the HRM function.
Strategies emphasizing market share or operating costs are
considered “concentration”
Strategies focusing on market development, product
development, innovation, or joint ventures make up the
“internal growth” strategy.
Role of HRM in Strategy Formulation - A firm’s strategic
management decision-making process
Administrative Linkage- focused on day-to-day activities
One-Way Linkage- firm’s strategic business planning function
develops the strategic plan and then informs the HRM function
of the plan
Two-Way Linkage - allows for consideration of human resource
issues during the strategy formulation process
Integrative Linkage - based on continuing rather than
sequential interaction.
five major components of Strategic Management Process -
Mission, goals, external analysis, internal analysis and strategic
choices
Equal employment opportunity - opportunity refers to the
government's attempt to ensure that all
individuals have an equal chance for employment,
ART. 3. Declaration of basic policy. - The State shall afford
protection to labor, promote full employment,
Equal Pay Act of 1963 - Requires that men and women
performing equal jobs receive equal pay.
WORK-FLOW ANALYSIS
Analyzing Work Outputs - All organizations need to identify
the outputs of work, to specify the quality
Analyzing Work Outputs - Every work unit—whether a
department, team, or individual—seeks to produce some
output that others can use.
Analyzing Work Processes - Once the outputs of the work unit
have been identified, it is possible to examine the work
processes used to generate the output.
Analyzing Work Inputs - The final stage in work-flow analysis is
to identify the inputs used in the development of the work
unit’s product.
Job Analysis - refers to the process of getting detailed
information about jobs.
THE IMPORTANCE OF JOB ANALYSIS
Job analysis - is the building block of everything that human
resource managers do.
Human Resource Planning. - managers analyze an
organization’s human resource needs
Selection. - identifies the most qualified applicants for
employment.
Training. - Almost every employee hired by an organization will
require training.
Performance Appraisal - deals with getting information about
how well each employee is performing
Career Planning. - entails matching an individual’s skills and
aspirations with opportunities
Job Evaluation. - involves assessing the relative dollar value of
each job
JOB ANALYSIS INFORMATION
job description - a list of the tasks, duties, and responsibilities
job specification - a list of the knowledge, skills, abilities, and
other characteristics
Job Analysis and Design - Companies produce a given product
or service (or set of products or services),

Employee Recruitment and Selection - the process through

which the organization seeks applicants for potential
employment.
Employee Training and Development - A number of skills are
instilled in employees
Performance Management - is used to ensure that employees’
activities and outcomes
Art. 83. Normal hours of work. - the normal hours of work of
any employee shall not exceed eight (8) hours a day.
Art. 84. Hours worked. - Hours worked shall include (a) all time
during which an employee is required to be on duty
Art. 85. Meal periods - Subject to such regulations as the
Secretary of Labor may prescribe,
Art. 86. Night shift differential - Every employee shall be paid a
night shift differential
Art. 87. Overtime work - Work may be performed beyond eight
(8) hours a day
Art. 92. When employer may require work on a rest day -The
employer may require his employees to work on any day:
Art. 93. Compensation for rest day, Sunday or holiday work. -
Where an employee is made or permitted to work on his
scheduled rest day,
Art. 94. Right to holiday pay. - Every worker shall be paid his
regular daily wage during regular holidays,
GOAL SETTING AND STRATEGIC PLANNING - to focus attention
on the problem and provide a benchmark
Downsizing - the planned elimination of large numbers of
personnel
Early Retirement Programs and Buyouts - older workers are
sometimes more costly than younger workers
Employing Temporary Workers - firms the flexibility needed to
operate efficiently in the face of swings
Outsourcing - is aimed at simply reducing costs by hiring less
expensive
Offshoring - is a special case of outsourcing
Reshoring - (Moving jobs from overseas) to the U.S. is
becoming more common.