Fluent Essays

Assignment 1: Tough ConversationsDue Week 3 and worth 150 pointsImagine you are the HR manager at a company. A female employee came to you upset because she felt a male coworker was creating a hostile work environment by repeatedly asking her out on dates even after she said “no”. What would you do? (If you haven’t been exposed to having these types of conversations speak to your manager or someone who is familiar in addressing tough conversations.)Write a plan for how you would approach your conversation with each employee, including the most essential topics to cover. As you write your plan, think about what your goals are for this situation, and how each conversation will help you achieve those goals.Write a five to seven (5-7) paragraph paper in which you:Write a plan for the conversation you would have with the employee, based on the concepts found in your textbook. What are the most important points you would need to cover in this conversation, and why?Write a plan for the conversation you would have with the employee’s male co-worker, based on the concepts found in your textbook. What are the most important points you would need to cover in this conversation, and why?Format your assignment according to the following formatting requirements:This course requires use of Strayer Writing Standards (SWS). Please take a moment to review the SWS documentation for details.Include at least 1 reference to support your paper.The specific course learning outcomes associated with this assignment are:Create a plan for approaching tough conversations with employees, including a rationale for the most essential topics to cover. You can view the rubric for this assignment here. chapter4ppt.pptx chapter2ppt.pptx Unformatted Attachment Preview Chapter 4 The Competitive Environment Copyright ©2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OUTCOMES 1. Describe the competitive environment of human resource management 2. Identify three types of strategies and relate each to human resource management 3. Discuss human resource strategy formulation and relevant organizational factors 4. Discuss the processes through which human resource strategy is implemented 5. Discuss how the human resource function in organizations can be evaluated Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 2 LO 1 Competitive Environment • Firms can gain competitive advantages through their management of human resources (HR) • HR managers: • Adopt strategic perspectives • Recognize the critical links between organizational and HR strategies • Add value by providing expertise on how to use a firm’s existing human resources to accomplish its objectives and gain competitive advantage Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 3 Strategic Perspective in the Competitive Environment LO 1 • Employees are important sources of competitive advantage • Steps to gain a sustained competitive advantage - Hire the right people - Train them to be effective - Place them in the right jobs - Motivate them to work hard - Strive to retain them • Organizations must develop strategies to use their human resources in the most effective manner Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 4 LO 1 Influence of Organizational Purpose and Mission • Fundamental contextual forces that define the strategic context of HRM include an organization’s purpose and mission • Purpose: Basic reason for an organization’s existence • Mission: Statement of how an organization intends to fulfill its purpose - Provides subtle cues about the importance an organization places on its human resources • Both its purpose and its mission affect an organization’s HR practices in some ways Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 5 LO 1 Influence of the Top Management Team • Top management team: Group of senior executives responsible for the overall strategic operation of an organization • Sets the tone for the organization and plays a major role in shaping its culture • Abilities of top management teams to influence their organizations and success depend on the nature of the industry, organization, and individual • Described using the term managerial discretion Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 6 LO 1 Corporate Governance • Determinant of managerial discretion • Role: To deal with agency problems • Agency problems: Mismatch in the interests of the managers and owners of a firm - Solved by a board of directors who monitor actions of the top management team to ensure the protection of stockholders’ interests Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 7 LO 2 Types of Strategies • Corporate strategy • Deals with determining what businesses the corporation will operate • Business strategy • Deals with how a firm will compete in each market where it conducts business • Functional strategy • Deals with how a firm will manage each of its major functions such as marketing, finance, and human resources Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 8 LO 2 Corporate Strategies • Growth strategy • Focuses on growing and expanding the business • Pursued internally by opening additional locations • Pursued externally through mergers, joint ventures, or acquisitions • Retrenchment or turnaround strategy • Occurs when an organization finds that its current operations are not effective Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 9 LO 2 Corporate Strategies (Continued 1) • Major changes are needed to rectify the problem • Involves rightsizing the organization by closing operations, shutting down factories, and terminating employees to get back on the right track • Stability strategy • Used after a period of retrenchment or rapid growth when a company plans to stay in its current businesses and intends to retain the way they are managed Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 10 LO 2 Corporate Strategies (Continued 2) • Diversification strategy • Used by firms that are adding new products, product lines, or businesses to their existing core products, product lines, or businesses • Related diversification: Used when a firm believes it can achieve synergy among its various businesses • Unrelated diversification: Used when a firm attempts to operate several unique businesses in different, unrelated markets Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 11 LO 2 Business Strategy • Adaptation model: Popular approach to business strategy where a business seeks ways to adapt to its environment • Strategic alternatives include: - Defender strategy - Prospector strategy - Analyzer strategy - Reactor strategy: Seen as a strategic failure Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 12 LO 2 Defender Strategy • Identifies a relatively narrow niche in the market and then directs a limited set of products or services at that niche • Guards and secures a position in existing markets • Appropriate in an environment with low uncertainty and risk and high stability • HR managers recruit and seek to retain stable employees who exhibit high levels of commitment and loyalty to a firm Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 13 LO 2 Prospector Strategy • Focuses on new products and markets • Avoids long-term commitment • Business environment is dynamic and grows with considerable uncertainty and risk • HR managers prefer to recruit and retain entrepreneurial employees who are highly flexible and more dedicated to their craft or profession than to the organization itself Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 14 LO 2 Analyzer Strategy • Identifies and exploits new markets and products • Simultaneously maintains a nucleus of traditional core products and customers • Appropriate in relatively stable conditions with moderate uncertainty and risk • HR managers may seek to recruit and retain employees who might be moderately entrepreneurial and flexible but who will also be quite dedicated and loyal to a firm Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 15 LO 2 Specific Competitive Strategies • Differentiation strategy • Firms attempt to develop an image or reputation for their products or services that set the firms apart from their competitors • Cost leadership strategy • Focuses on minimizing the costs as much as possible • Focus strategy • Undertaken when an organization tries to target a specific segment of the marketplace for its products or services Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 16 LO 2 Functional Strategies • Address how an organization will manage its basic functional activities, such as marketing, finance, operations, research and development, and HR • HR strategy formulation formally begins to take shape at the functional level • HR strategy should be closely integrated and coordinated with corporate, business, and other functional strategies Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 17 LO 3 Human Resource Strategy Formulation • Staffing strategy • • • • HR planning Recruiting Selection Placement • Development strategy • • • • Performance management Training Development Career planning Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 18 Human Resource Strategy Formulation LO 3 (Continued) • Compensation strategy • Wage/salary structure • Employee benefits • Incentives Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 19 LO 3 Basic Components of HR Strategy • Organization design • Corporate culture • Unionization Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 20 LO 3 Forms of Organization Design • Functional design (U-form organization) • Organizations group members into basic functional departments • Has a single HR department for an organization • Conglomerate (H-form) design • Used when an organization has implemented a strategy of unrelated diversification • HRM is a common staff function, but each of the unrelated businesses has its own HR department that functions with relative autonomy within that business Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 21 LO 3 Forms of Organization Design (Continued) • Divisional (M-form) design • Facilitates synergy across businesses • HR function is likely to be diffused so that operating managers take on more of the responsibility for HR activities - Somewhat smaller HR staff provides basic services and plays more of a consultative role Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 22 LO 3 Corporate Culture • An organization’s culture refers to the set of values that help members understand: • What the organization stands for • How it accomplishes what it desires • What it considers important • Plays a major role in shaping managerial behavior • Strong element in how an organization manages its human resources Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 23 LO 3 Corporate Culture (Continued) • Firms must have a strong and wellarticulated culture • Communicated through training, consistent behavior, and other organizational activities • May either facilitate or impede the work of HR managers • Crucial for the success of corporate mergers and acquisitions Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 24 LO 3 Impact of Unionization and Collective Bargaining • Labor relations • Process of dealing with employees who are represented by a union • Unionized firms tend to have more rules and formal procedures that may limit a firm’s ability to formulate an ideal strategy • Strong unions facilitate strategic change if their leaders and the firm’s management work together productively Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 25 LO 4 Interpersonal Processes • Psychological contract • Overall set of expectations held by an individual with respect to what he or she will contribute to an organization and what the individual receives in return • Personality • Relatively stable set of psychological attributes or traits that distinguish one person from another Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 26 LO 4 Interpersonal Processes (Continued) • Motivation • Set of forces that causes people to behave in certain ways • Stress • A person’s adaptive response to a stimulus that places excessive psychological or physical demands on that person Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 27 LO 4 Strategy Implementation • HR managers are responsible for: • Identifying potential leadership qualities among existing employees and to help structure procedures for developing and enhancing those qualities • Improving behavioral processes • Directly related to communication • Written, oral, and nonverbal communication are all pervasive in organizations Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 28 LO 5 Evaluating the HR Function in Organizations • The costs and benefits of HRM functions are examined to see which ones contribute to competitive advantage and which should be outsourced • Line managers may choose between the corporation’s HR department or an outsider vendor when they need HRM help • Recent trend is to evaluate entire systems of HR activities Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 29 LO 5 Human Resource Management Practices That May Lead to Improved Firm Performance • • • • • • Self-directed work teams Total quality management (TQM) Contingent pay Attitude surveys Formal performance appraisals Continuous training Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 30 KEY TERMS • Purpose • Mission • Top management team • Corporate strategy • Business strategy • Functional strategy • Growth strategy • Retrenchment or turnaround strategy • Stability strategy • Diversification strategy • Related diversification • Unrelated diversification • Adaptation model • Differentiation strategy • Cost leadership strategy Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 31 KEY TERMS • • • • • • • Focus strategy Organization design Culture Psychological contract Personality Motivation Stress Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 32 SUMMARY • Firms gain competitive advantages through the management of human resources • Key to strategic operations is developing and implementing effective strategies • HR strategy can be developed using a firm’s corporate and business strategies as context • Interpersonal processes play a major role in the implementation of HR strategies • Evaluating the effectiveness of the HR function has become a trend in recent years Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH4 33 Chapter 2 The Legal Environment Copyright ©2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OUTCOMES 1. Describe the legal context of human resource management 2. Identify key laws that prohibit discrimination in the workplace, and discuss equal employment opportunity 3. Discuss legal issues in compensation, labor relations, and other areas in human resource management 4. Discuss the importance to an organization of evaluating its legal compliance Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH2 2 Legal Context of Human Resource Management (HRM) LO 1 • Catalysts for modifying or enhancing the legal context include: • Legislative initiatives • Social change • Judicial rulings Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH2 3 LO 1 Regulatory Environment of HRM • Process • Creation of new regulations - Court decisions set precedence • Enforcement of regulations • Practice and implementation of regulations in organizations Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH2 4 LO 1 Legal Regulation of HRM • Prospective employees • Protection from discrimination in selection, initial job placement, and initial compensation • Current employees • Protection from discrimination in: - Performance appraisal - Subsequent job placements - Training and development opportunities - Career and promotion opportunities - Other dimensions of work in the organization Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH2 5 LO 2 Equal Employment Opportunity • Title VII of the Civil Rights Act of 1964 • Illegal discrimination: Behaviors or actions that cause members of a protected class to be unfairly differentiated from others • Ensures that equal opportunities are available to everyone • Illegalizes employment or discrimination based on race, color, religious beliefs, sex, or national origin Copyright © 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH2 6 LO 2 Forms of Illegal Discrimination • • • • Disparate treatment Disparate impact Pattern or practice Retaliation Copyright © 2020 Cengag ... Purchase answer to see full attachment