HumanResourceManagement:

GainingaCompetitiveAdvantageChapter1HumanResourceManagement:GainingaCompetitiveAdvantageCopyright?2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinLearningObjectivesDiscussrolesandactivitiesofacompany’sHRMfunctionDiscussimplicationsoftheeconomy,makeupofthelaborforce,andethicsforcompanysustainabilityDiscusshowHRMaffectsacompany’sbalancedscorecardDiscusswhatcompaniesshoulddotocompeteintheglobalmarketplaceIdentifythecharacteristicsoftheworkforceandhowtheyinfluenceHRMDiscussHRMpracticesthatsupporthigh-performanceworksystemsProvideabriefdescriptionofHRMpractices1-2IntroductionCompetitiveness–acompany’sabilitytomaintainandgainmarketshareHumanresourcemanagement–thepolicies,practices,andsystemsthatinfluenceemployees’behavior,attitudes,andperformance.1-3

HumanResourceManagementPractices

1-4ResponsibilitiesofHRDepartmentsEmploymentandRecruitingTrainingandDevelopmentCompensationBenefitsEmployeeServicesEmployeeandCommunityRelationsPersonnelRecordsHealthandSafetyStrategicPlanning1-5

HRasaBusinesswith3ProductLinesAdministrativeServicesandTransactionsBusinessPartnerServicesStrategicPartnerHumanResources1-66CompetenciesfortheHRProfession1-7HowistheHRMFunctionChanging?Timespentonadministrativetasksisdecreasing. HRrolesasastrategicbusinesspartner,changeagent,andemployeeadvocateareincreasing.HRmanagersarechallengedtoshiftfocusfromcurrentoperationstofuturestrategiesandpreparenon-HRmanagerstodevelopandimplementHRpractices.Thisshiftpresentstwoimportantchallenges:Self-service–givingemployeesonlineaccesstoinformationaboutHRissuesOutsourcing–thepracticeofhavinganothercompanyprovideservicestosavemoneyandspendmoretimeonstrategicbusinessissues.1-8QuestionsUsedtoDetermineIfHumanResourcesArePlayingaStrategicRoleintheBusiness1.WhatisHRdoingtoprovidevalue-addedservicestointernalclients?2.WhatcantheHRdepartmentaddtothebottomline?3.HowareyoumeasuringtheeffectivenessofHR?4.Howcanwereinvestinemployees?5.WhatHRstrategywillweusetogetthebusinessfrompointAtopointB?6.Whatmakesanemployeewanttostayatourcompany?7.HowarewegoingtoinvestinHRsothatwehaveabetterHRdepartmentthanourcompetitors?8.FromanHRperspective,whatshouldwebedoingtoimproveourmarketplaceposition?9.What’sthebestchangewecanmaketoprepareforthefuture?1-9HowistheHRMFunctionChanging?Aspartofitsstrategicrole,oneofthekeycontributionsthatHRcanmakeistoengageinevidence-basedHR.Evidence-basedHR–demonstratingthathumanresourcepracticeshaveapositiveinfluenceonthecompany’sbottomlineorkeystakeholders.1-10TheHRMProfessionHRsalariesvarydependingoneducationandexperienceaswellasthetypeofindustryTheprimaryprofessionalorganizationforHRMistheSocietyforHumanResourceManagement(SHRM)1-113CompetitiveChallenges

InfluencingHRMGlobalSustainabilityTechnology1-12TheSustainabilityChallengeSustainabilityreferstotheabilityofacompanytosurviveandsucceedinadynamiccompetitiveenvironment.Stakeholdersreferstoshareholders,thecommunity,customers,andallotherpartiesthathaveaninterestinseeingthatthecompanysucceeds1-13TheSustainabilityChallengeSustainabilityincludestheabilityto:provideareturntoshareholdersprovidehigh-qualityproducts,servicesandworkexperiencesforemployeesincreasevalueplacedonintangibleassets andhumancapitalsocialresponsibilityAdapttochangingcharacteristicsandexpectationsofthelaborforceAddresslegalandethicalissuesEffectivelyusenewworkarrangements1-14TheSustainabilityChallengeThechangingstructureoftheeconomySkilldemandsforjobsarechangingKnowledgeisbecomingmorevaluableIntangibleassets--humancapital,customercapital,socialcapital,andintellectualcapitalKnowledgeworkers–employeeswhocontributetothecompanythroughaspecializedbodyofknowledgeEmpowerment–givingemployeesresponsibilityandauthoritytomakedecisionsregardingallaspectsofproductdevelopmentorcustomerserviceLearningorganization1-15TheSustainabilityChallenge2ChangesinEmploymentExpectations:PsychologicalContractAlternativeWorkArrangements1-16ConcernswithEmployeeEngagementEmployeeengagement-degreetowhichemployeesarefullyinvolvedintheirworkandstrengthoftheircommitment.10CommonThemesofEmployeeEngagementPrideinemployerSatisfactionwithemployerSatisfactionwiththejobOpportunitytoperformchallengingworkRecognitionandpositivefeedbackfromcontributionsPersonalsupportfrommanagerEffortaboveandbeyondtheminimumUnderstandingthelinkbetweenone’sjobandthecompany’smissionProspectsforfuturegrowthwiththecompanyIntentiontostaywiththecompany1-17TheBalancedScorecardThebalancedscorecardgivesmanagerstheopportunitytolookatthecompanyfromtheperspectiveofinternalandexternalcustomers,employeesandshareholders.

Thebalancedscorecardshouldbeusedto:Linkhumanresourcemanagementactivitiestothecompany’sbusinessstrategy.Evaluatetheextenttowhichthehumanresourcefunctionishelpingthecompany’smeetit’sstrategicobjectives.1-18TheBalancedScorecardHowdocustomersseeus?Whatmustweexcelat?Canwecontinuouslyimproveandcreatevalue?Howdowelooktoshareholders?1-19CustomerServiceandQualityTotalQualityManagement(TQM)CorevaluesofTQMinclude:Methodsandprocessesaredesignedtomeetinternalandexternalcustomers’needs.Everyemployeereceivestraininginquality.Promotecooperationwithvendors,suppliers,andcustomers.Managersmeasureprogresswithfeedbackbasedondata.Qualityisdesignedintoaproductorservicesothaterrorsarepreventedfromoccurringratherthanbeingdetectedandcorrected.1-20CustomerServiceandQualityEmphasisMalcolmBaldrigeNationalQualityAwardISO9000:2000SixSigmaProcessLeanThinking1-21ChangingDemographics

WorkforceDiversityInternallaborforceisthelaborforceofcurrentemployeesExternallabormarketincludespersonsactivelyseekingemploymentU.S.workforceisagingrapidlyIncreasedWorkforceDiversityInfluenceofImmigration1-22ManagingaDiverseWorkforceTosuccessfullymanageadiverseworkforce,managersmustdevelopanewsetofskillsincluding:Communicate,coachanddevelopemployeesfromavarietyofbackgroundsProvideperformancefeedbackthatisbasedonobjectiveoutcomesCreateaworkenvironmentthatmakesitcomfortableforemployeesofallbackgroundstobecreativeandinnovative.Recognizeandrespondtogenerationalissues.1-23LegalandEthicalIssues5areasofthelegalenvironmentthathaveinfluencedHRMoverthepast25years:EqualemploymentopportunitylegislationEmployeesafetyandhealthEmployeepayandbenefitsEmployeeprivacyJobsecurityWomenandminoritiesstillfacethe“glassceiling”Sarbanes-OxleyActof20021-24LegalandEthicalIssuesEthics-thefundamentalprinciplesbywhichemployeesandcompaniesinteractEthicalHRpractices:HRMpracticesmustresultinthegreatestgoodforthelargestnumberofpeopleEmploymentpracticesmustrespectbasichumanrightsofprivacy,dueprocess,consent,andfreespeechManagersmusttreatemployeesandcustomersequitablyandfairly1-254PrinciplesofEthicalCompaniesSuccessfulcompanies,intheirrelationshipswithcustomers,vendors,andclients,emphasizemutualbenefits.Employeesassumeresponsibilityfortheactionsofthecompany.Companieshaveasenseofpurposeorvisiontheemployeesvalueanduseintheirday-to-daywork.Theyemphasizefairness;anotherperson’sinterestscountasmuchastheirown.1-26TheGlobalChallengeTosurvivecompaniesmustcompeteininternationalmarkets.Bepreparedtodealwiththeglobaleconomy.Offshoring–exportingjobsfromdevelopedcountriestolessdevelopedcountriesOnshoring–exportingjobstoruralpartsoftheUnitedStates1-27TechnologyChallengeTheoverallimpactoftheInternetTheInternethascreatedanewbusinessmodel–e-commerce,conductingbusinesstransactionsandrelationshipselectronically1-28TheTechnologyChallengeAdvancesintechnologyhave:changedhowandwhereweworkresultedinhigh-performanceworksystemsincreasedtheuseofteamstoimprovecustomerserviceandproductqualitychangedskillrequirementsincreasedworkingpartnershipsledtochangesincompanystructureandreportingrelationships1-29TheTechnologyChallengeAdvancesintechnologyhaveincreased:useandavailabilityofHumanResourceInformationSystems

(HRIS)useandavailabilityofe-HRMcompetitivenessinhighperformanceworksystems1-30High-PerformanceWorkSystemsWorkinTeams -VirtualTeamsChangesinSkillRequirementsWorkinginPartnerships.ChangesinCompanyStructureandReportingRelationships.IncreasedUseandAvailabilityofe-HRMandHumanResourceInformationSystems.1-31Meeting4CompetitiveChallengesThroughHRMPracticesHRMpracticesthathelpcompaniesdealwiththefourcompetitivechallengescanbegroupedintofourdimensions:TheHRenvironmentAcquiringandpreparingHRAssessmentanddevelopmentofHRCompensatingHR1-32MeetingCompetitiveChallengesThroughHRMPracticesManaginginternalandexternalenvironmentalfactorsallowsemployeestomakethegreatestpossiblecontributiontocompanyproductivityandcompetitiveness.Customerneedsfornewproductsorservicesinfluencethenumberandtypeofemployeesbusinessesneedtobesuccessful.1-33MeetingCompetitiveChallengesThroughHRMPracticesManagersneedtoensurethatemployeeshavethenecessaryskillstoperformcurrentandfuturejobs.Besidesinterestingwork,payandbenefitsarethemostimportantincentivesthatcompaniescanofferemployeesinexchangeforcontributingtoproductivity,quality,andcustomerservice.Createpaysystems,rewardemployeecontributionsandprovidebenefits1-34SummaryHRhasthreeproductlines:administrativeservices,businesspartnerservices,andstrategicservices.

TosuccessfullymanageHR,individualsneedpersonalcredibility,businessandtechnologyknowledge,understandingofbusinessstrategy,andabilitytodeliverHRservices.HRmanagementpracticesshouldbeevidence-based.HRpracticesareimportantforhelpingcompaniesdealwithsustainability,globalization,andtechnologychallenges.HRmanagersmustaddressglobalandtechnologychallenges.1-35HumanResourceManagement:

GainingaCompetitiveAdvantageChapter2StrategicHumanResourceManagementCopyright?2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinLearningObjectivesDescribethedifferencesbetweenstrategyformulationandstrategyimplementation.2. Liststrategicmanagementprocesscomponents.3. DiscussHRMfunction’sroleinstrategyformulation.4. DescribethelinkagesbetweenHRMandstrategyformulation.5. Discusstypologiesofstrategiesandassociated HRMpractices.DescribeHRissuesandpracticesassociatedwithvariousdirectionalstrategies.2-37IntroductionGoalofstrategicmanagementistodeployandallocateresourcesinawaythatgivesanorganizationcompetitiveadvantage.HRMfunctionmustbeintegrallyinvolvedinthecompany’sstrategicmanagementprocess.2-38

WhatisStrategicManagement?StrategichumanresourcemanagementisthepatternofplannedHRactivitiesanddeploymentsintendedtoenableanorganizationtoachieveitsgoals.Strategicmanagementisaprocesstoaddresstheorganization’scompetitivechallenges.2-39

StrategicManagementProcessPhasesStrategyImplementation-processofdevisingstructuresandallocatingresourcestoenactacompany’schosenstrategy.StrategyFormulation-processofdecidingcompany’sstrategicdirectionbydefiningitsmissionandgoals,externalopportunitiesandthreats,andinternalstrengthsandweaknesses.2-405CategoriesofDirectionalStrategiesConcentrationInternalGrowthExternalGrowthDownsizingsMergers&Acquisitions2-415StrategicManagementProcessComponentsMissionGoalsExternalAnalysisInternalAnalysisStrategicChoice2-42HRMPracticesJobAnalysis

-theprocessofgettingdetailedinformationaboutjobs.Recruitment-theprocessthroughwhichtheorganizationseeksapplicants.Training

-aplannedefforttofacilitatelearningofjob-relatedknowledge,skills,andbehavior.Jobdesign-

makingdecisionsaboutwhattasksshouldbegroupedintoaparticularjob.Selection-identifyingtheapplicantswiththeappropriateknowledge,skills,andability.Development-theacquisitionofknowledge,skills,andbehaviorthatimprovesemployees'abilitytomeetthechallengesoffuturejobs.Performancemanagement

-helpsensurethatemployees’activitiesandoutcomesarecongruentwiththeorganization’sobjectives.Paystructure,incentives,andbenefits.Laborandemployeerelations.2-43StrategicManagementProcessModel

StrategyFormulationStrategyImplementationHRPracticesRecruitingTrainingPerformancemanagementLaborrelationsEmployeerelationsJobanalysisJobdesignSelectionDevelopmentPaystructureIncentivesBenefitsFirmPerformanceProductivityQualityProfitabilityHumanResourceActionsBehaviorsResultsHumanResourceCapabilitySkills,AbilitiesKnowledgeHumanResourceNeedsSkillsBehaviorCultureStrategicChoiceGoalsMissionExternalAnalysisOpportunitiesThreatsInternalAnalysisStrengthsWeaknesses2-44Strategy-

DecisionsAboutCompetitionWhere,howandwithwhatwillwecompete?Where-inwhatmarkets?How–whatcriteria?cost?quality? reliability?delivery?Withwhatresources?-Howwillweacquire,developanddeployresources?2-45StrategicPlanningandHRM

LinkagesAdministrativeOne-wayTwo-wayIntegrative2-46StrategyFormulation

ExternalAnalysisOpportunitiesThreatsStrategicChoiceGoalsInternalAnalysisStrengthsWeaknessesMission2-47

StrategyFormulation

Mission

isastatementoftheorganization'sreasonsforbeing.Goals

arewhattheorganizationhopestoachieveinthemedium-tolong-termfuture.Externalanalysis

examinestheorganization'soperatingenvironmenttoidentifystrategicopportunitiesandthreats.Internalanalysis

identifiestheorganization'sstrengthsandweaknesses.Strategicchoice

istheorganization'sstrategy,whichdescribesthewaystheorganizationwillattempttofulfillitsmissionandachieveitslongtermgoals.2-48StrategyImplementationVariablesProductMarketStrategyRewardSystemsSelectTrainDevelopPeopleTypesofInformationOrganizationalStructureTaskDesignPerformance2-49

StrategicImplementation

HRPracticesRecruitingTrainingPerformancemanagementLaborrelationsEmployeerelationsJobanalysisJobdesignSelectionDevelopmentPaystructureIncentivesBenefitsFirmPerformanceProductivityQualityProfitabilityHumanResourceActionsBehaviorsResults-productivity-absenteeism-turnoverHumanResourceCapabilitySkills,AbilitiesKnowledgeHumanResourceNeedsSkillsBehaviorCultureStrategicChoice2-50HRMPracticesJobAnalysis&DesignRecruitment&SelectionTraining&DevelopmentPerformanceMgmt.2-51

JobAnalysisandDesignJobDesign-definingthewayworkwillbeperformedandtasksrequiredinagivenjob.JobAnalysis-processofgettingdetailedinformationaboutjobs.2-52

RecruitmentandSelectionSelection-processbywhichanorganizationidentifiesapplicantswithnecessaryknowledgeskills,abilitiesandcharacteristicsthatwillhelpittoachieveitsgoals.Recruitment-processofseekingapplicantsforpotentialemployment.2-53

TrainingandDevelopmentDevelopment-acquisitionofknowledge,skillsandbehaviorsthatimproveanemployee’sabilitytomeetchangesinjobrequirementsandinclientandcustomerdemands.Training-plannedefforttofacilitatelearningofjob-relatedknowledge,skillsandbehaviors2-54PerformanceManagement…themeansthroughwhichmanagersensurethatemployees’activitiesandoutputsarecongruentwiththeorganization’sgoals.2-55HRMPracticeOptionsJobAnalysis&DesignRecruitment&SelectionTraining&DevelopmentPerformanceManagementPayStructure,Incentives&BenefitsLabor&EmployeeRelations2-56

StrategicTypes

Porter'sStrategies

…competitiveadvantagestemsfromacompany’sabilitytocreatevalueintwoways…CostleadershipDifferentiation2-57HRMNeeds

StrategicTypesDifferentstrategiesrequiredifferenttypesofemployees.RoleBehaviors:Coststrategyfirmsseekefficiency,carefullydefineneededemployeeskillsanduseworkerparticipationtoseekcost-savingideas.Differentiationfirmsneedcreativerisktakers.2-58

DirectionalStrategies

DownsizingExternalGrowthStrategyConcentrationStrategyInternalGrowthStrategyMergersandAcquisitions2-592WaysHRProvides

CompetitiveAdvantage

EmergentStrategies-strategies thatevolvefromthegrass rootsoftheorganization.

EnhancingCompetiveness- developinghumancapitalina learningorganization2-60SummaryHumanresourcesarethemostimportantasset andsinglelargestmostcontrollablecostwithinthebusinessmodel.HRprofessionalsmustdevelopbusiness, professional-technical,changemanagement andintegrationcompetencies.HRMhasaprofoundimpactonthestrategicplanimplementationbydevelopingandaligningHRMpracticesthatensuethecompanyhasmotivatedemployeeswithnecessaryskills.2-61HumanResourceManagement:

GainingaCompetitiveAdvantageChapter3TheLegalEnvironment:EqualEmploymentOpportunityandSafetyCopyright?2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinLearningObjectivesAfterreadingChapter3,youshouldbeableto:IdentifythethreebranchesofgovernmentandtheroleeachplaysininfluencingthelegalenvironmentofHRM.Listthemajorfederallawsthatrequireequalemploymentopportunityandtheprotectionsprovidedbyeachoftheselaws.Discusstheroles,responsibilities,andrequirementsofthefederalagenciesresponsibleforenforcingequalemploymentopportunitylaws.IdentifythefourtheoriesofdiscriminationunderTitleVIIoftheCivilRightsActandapplythesetheoriestodifferentdiscriminationsituations.3-63LearningObjectivesAfterreadingthischapter,youshouldbeableto:Discussthelegalissuesinvolvedwithpreferentialtreatmentprograms.Identifybehaviorthatconstitutessexualharassmentandlistthingsthananorganizationcandotoeliminateorminimizeit.IdentifythemajorprovisionsoftheOccupationalSafetyandHealthAct(1970)andtherightsofemployeesthatareguaranteedbythisact.3-64TheU.S.LegalSystemExecutiveBranchJudicialBranchLegislativeBranch3Branches3-65EqualEmploymentOpportunityEqualemploymentopportunity–thegovernment'sattempttoensurethatallindividualshaveanequalchanceforemployment,regardlessofrace,color,religion,sexornationalorigin.ConstitutionalAmendments:13thAmendment-abolishedslavery14thAmendment-forbidsstatesfromdenyingequalprotectionofthelaws3-66CongressionalLegislationTheReconstructionCivilRightsActs(1866and1871)EqualPayActof1963TitleVIIoftheCivilRightsActof1964TheAgeDiscriminationinEmploymentActof1967VocationalRehabilitationActof19733-67CongressionalLegislationVietnamEraVeteran’sReadjustmentActof1974PregnancyDiscriminationActCivilRightsActof1991AmericanswithDisabilitiesActof19903-68ExecutiveOrdersExecutiveOrder11246-Prohibitsgovernmentcontactorsfromdiscrimination

ExecutiveOrder11478-

governmentemploymentpoliciesbasedonmeritandfitness3-69EnforcementofEqualEmploymentOpportunityTwoagenciesresponsiblefortheenforcementoftheselawsandexecutiveorders:EqualEmploymentOpportunityCommissionOfficeofFederalContractCompliancePrograms3-70EqualEmploymentOpportunityCommission

3majorresponsibilitiesofEEOC:InvestigateandresolvediscriminationcomplaintsGatherinformationIssueguidelinesLillyLedbetterFairPayAct3-71OfficeofFederalContract

CompliancePrograms(OFCCP)3components:UtilizationanalysisGoalsandtimetablesActionstepsTheOFCCPannuallyauditsgovernmentcontractors.3-72ReasonableAccommodationDisparateTreatmentDisparateImpact3TypesofDiscrimination3-73DisparateTreatmentDisparatetreatmentexistswhenindividualsinsimilarsituationsaretreateddifferentlybaseduponrace,color,religion,sex,nationalorigin, age,ordisabilitystatus.Bonafide

occupationalqualifications(BFOQ)UAWV.JohnsonControls,Inc.McDonnellDouglasCorp.V.Green3-74DisparateImpactDisparateimpactoccurswhenaneutralemploymentpracticedisproportionatelyexcludesaprotectedgroupfromemploymentopportunities.Four-fifthsruleStandarddeviationruleWardsCovePackingCo.v.AntonioGriggsV.DukePower

3-75ReasonableAccommodationReasonableAccommodation-placesaspecialobligationonanemployertoaffirmativelydosomethingtoaccommodateanindividual’sdisabilityorreligion.

ReligionandAccommodationDisabilityandAccommodation3-76Retaliationfor

ParticipationandOppositionTitleVIIstatesthatemployerscannotretaliateagainstemployeesforeither"opposing"aperceivedillegalemploymentpracticeor"participatinginaproceeding,”relatedtoanallegedillegalemploymentpractice.Employeesdonothaveanunlimitedrighttotalkabouthowracistorsexisttheiremployersare.3-77CurrentIssuesRegardingDiversityandEqualEmploymentOpportunitySexualHarassmentAffirmativeActionandReverseDiscriminationOutcomesofAmericanswithDisabilitiesAct3-78SexualHarassmentSexualharassment-unwelcomesexualadvances,requestsforsexualfavors,andotherverbalorphysicalcontactofasexualnatureconstitutesexualharassmentwhen 1.Submissiontosuchconductismadeeitherexplicitlyorimplicitlyatermorconditionofanindividual’semployment, 2.Submissiontoorrejectionofsuchconductbyanindividualisusedasthebasisoremploymentdecisionsaffectingsuchindividual,or 3.Suchconducthasthepurposeoreffectofunreasonablyinterferingwithanindividual’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkingenvironment.QuidProQuoharassmentBundyV.JacksonHostileWorkingEnvironment3-79SexualHarassment3criticalconditionsforSexualHarassmentcases:Theplaintiffcannothave"invitedorincited"theadvancesHarassmentmusthavebeensevereThecourtmustdeterminetheliabilityoftheorganizationforactionsofitsemployeesPreventativestepsforfirmsincludedevelopmentofapolicystatement,training,developmentofareportingmechanismanddisciplinarypolicy.3-80AffirmativeActionand

ReverseDiscriminationAffirmativeActionwasconceivedofasawayoftakingextraefforttoattractandretainminorityemployees.ImposedquotaprogramsTheentiredebateoveraffirmativeactioncontinuestoinvokeattention.3-81AmericanswithDisabilitiesActOutcomesUnderADA,afirmmustmake"reasonableaccommodation"toaphysicallyormentallydisabledindividualunlessdoingsowouldimpose"unduehardship.”ConsequencesofADA:IncreasedlitigationCasesbeingfileddonotreflectCongressionalintentTheactwaspassedtoprotectpeoplewithmajordisabilitiesThelawhasnotresultedinamajorincreaseintheproportionofpeoplewithdisabilitieswhoareworking.3-82EmployeeSafetyEmployeesafetyisregulatedbybothfederalandstategovernments.TheOccupationalSafetyandHealthAct(OSHA)

GeneralDutyClause3-83EmployeeRightsUnderOSHA1.Requestaninspection.2.Havearepresentativepresentatinspection.3.Havedangeroussubstancesidentified.4.Bypromptlyinformedaboutexposuretohazardsandbegivenaccesstoaccuraterecordsregardingexposures.5.Haveemployerviolationspostedat thework-site.3-84OSHAInspections

CitationsandPenaltiesOSHAinspectionsareconductedbycomplianceofficers,speciallytrainedDepartmentofLaboragents.Violationresultsinacitationtotheemployer.Criminalandcivilpenalties3-85SafetyAwarenessProgramsSafetyawarenessprogramsattempttoinstillsymbolicandsubstantivechangestoasafetyprogram.3ComponentsofaSafetyAwarenessProgram:IdentifyandCommunicateJobHazardsjobhazardanalysistechniqueTechnicofOperationsReview(TOR)ReinforceSafePracticesPromoteSafetyInternationally3-86SummaryOneofHRM’smajorchallengesiswithinthe legalconstraintsimposedbythegovernment.HRandlinemanagersneedtounderstandlegalrequirementsandprohibitionstomanagetheirbusinessesinwaysthatarefinanciallyandethicallysound,andinsodoingwillalsohave acompetitiveadvantage.3-87HumanResourceManagement:

GainingaCompetitiveAdvantageChapter4TheAnalysisandDesignofWorkCopyright?2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinLearningObjectives

Analyzeanorganization’sstructureandworkflowprocess,identifyingtheoutput,activitiesandinputsintheproductionofaproductorservice.2.Understandtheimportanceofjobanalysisinstrategicandhumanresourcemanagement.3.Choosetherightjobanalysistechniqueforavarietyofhumanresourceactivities.4.Identifythetasksperformedandtheskillsrequiredinagivenjob.5.Understandthedifferentapproachestojobdesign.6.Comprehendthetrade-offsamongthevariousapproachestodesigningjobs.4-89

Work-flowDesign

Work-flowdesignistheprocessofanalyzingthetasksnecessaryfortheproductionofaproductorservice,priortoallocatingandassigningthesetaskstoaparticularjobcategoryorperson.Organizationstructurereferstotherelativelystableandformalnetworkofverticalandhorizontalinterconnect