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management human resources
Planning And Managing Human Resources 2nd Edition William J Rothwell (Author), H C Kazanas (Author) - Solutions
Inter-unit relationships, having to do with relations between business units. It is most applicable to complex, multi-business corporations.More specifically: (1) How much is the organization working toward integration? (2) How much are inter-firm relationships fostered?
Organization-environment interface, having to do with matching performance to external demands. More specifically: (1) How much is the organization (generally) and the HR department (specifically)promoting innovation? (2) How much is the organization managing long-term employment and thereby
Competitive performance, having to do with dealing with competitive pressures. More specifically: (1) To what extent is the organization reducing payroll costs through staff reduction, automation, and training geared to increasing productivity? (2) To what extent is the organization developing a
Internal equity, having to do with managing the organization. More specifically: (1) How much do formal systems exist for establishing equality? How well are they functioning? (2) How much and how well are systems for negotiating collective-bargaining agreements working? (3) How much and how well
Strategy success factors. What specific issues are particularly pertinent to the HR Grand Strategy that has been chosen?
Company factors. What are the organization’s existing HR strengths and weaknesses? For example: What skills, experience, and competencies are represented in the organization? How well are they matching up to needs created by the environment and by organizational plans as the future unfolds in the
Strategy-specific. What key HR issues are involved in implementation of HR Grand Strategy? How good are relations between the HR department and line (operating) departments? What accounts for any problems in relations between them? How well has the structure of the HR department been contributing
Industry factors. What HR issues are of key concern in the industry?Consider: Are special regulations or laws applicable to occupations in the organization? What results do top managers and HR practitioners want to see in these areas? How well are results being achieved?
Environmental factors. What results are sought by the organization and its HR department relative to the external environment? More specifically, how much and how well are activities in the HR subsystem contributing to achievement of long-term plans? How much and how well are people being
Direct, motivate, and provide feedback to employees within the HRP department.
Yield information about the relative success of HR strategies.
Provide information of use in implementing HR plans. What should be done? By whom? How often? Why?
Obtain information of use in formulating HR plans, such as (1) the purpose, goals, and objectives of the HRP department; (2) the environment inside and outside the organization; and (3) strengths and weaknesses of the HRP department generally and HR practice areas specifically.
Feedback. What kind of results will be received by the performer?How will the performer know if results worked out as desired?
Consequences. What will be the results of action? To what extent is the performer aware of likely or desired results of his/her actions?
Behavior. What is it, exactly, that needs to be done? How clearly does an order need to be so as to specify what action to take? Is it sufficient merely to remind workers what results are desired?
Performer. What kind of person is he/she? What kind of message is most likely to be effective?
Situation. What is the situation, and how important is it? Is an order necessary to save time, money, and/or effort?
How will success or failure be evaluated in redesigning the position or selecting a person for the position?
What decisions about the position are realistic, given the prevailing culture and skills existing in the department or work group? What decisions are appropriate, given strengths/weaknesses of the HRP department in its role of helping implement HR Grand Strategy?
What strategies exist to redesign the position relative to other positions in the HRP department? What should the position’s duties be? What kind of education, experience, and personal characteristics are associated with those duties?
What are the present strengths and weaknesses of the current position or the present incumbent?
What trends are likely to affect duties and responsibilities of the position over time? Consider: (1) What are the emerging trends outside the organization? (2) What are the emerging trends inside the organization but outside the HRP department? (3) What are the emerging trends within the HRP
What are the major goals and objectives of the current incumbent?What should they be, given the nature of the position as a part of the overall allocation of responsibilities in the HRP department?
What is the purpose of the position? What should it be?
The process continues down the chain of command, with each supervisor meeting with each of the subordinates to review results and discuss problems/opportunities.
Periodically, the top executive meets with each subordinate to review results and discuss problems encountered in trying to achieve objectives and take advantage of new opportunities.
The results of the meetings are formalized in writing and are expressed in measurable terms.
Supervisors in each unit meet with their subordinates to continue the process.
Each supervisor prepares goals to maintain the unit or practice area, deal with special problems, and improve operations of the unit.
The top HR executive meets with each supervisor, one-on-one, to negotiate individual objectives. This process helps integrate such practice areas as career planning and management, training, recruitment, organization development (OD), job redesign, employee assistance, labor relations, and
The top executive meets in a group setting with supervisors in charge of each HR practice area. The meeting focuses on two questions:What is the present status of the department? What should be the status of the department in the future?
Select a way to communicate about issues. How can the desired message be sent to the appropriate audience? See Figure 17-2 for a few ideas.
Decide on what issues are to be communicated. What subjects are to be treated?
Identify goals of the communication effort. What is it that people want to know about? What features of the compensation program do managers in the organization want to see emphasized?
Assess employee attitudes. How satisfied do employees seem to be with the compensation program?
Study how communication is carried out in the organization. What are the common methods of communicating? How are compensation and benefit issues communicated, in particular?
Establish and administer the benefit program.
Evaluate benefits outside the organization.
Administer the compensation program, making judgments about individual progression through salary/wage ranges.
Place jobs in the pay structure(s).
Establish a pay structure—or several of them—in line with compensation priorities and internal/external rates.
Evaluate pay rates prevailing outside the organization.
Evaluate jobs inside the organization.
Determine relative priorities of the compensation program. In other words, what primary purpose is it intended to serve?
Satisfied my career objectives?
Included time goals?
Fit the preferences of significant others, includinga. Peers?b. Family members?c. Mentors?
Been appropriate for me, givena. Time available?b. Money available?
Been successful ina. Helping me seize opportunities posed by the external environment?b. Helping me avoid problems posed by the external environment?
Been in line with my potential in my occupation?
Been in line with my potential in an organizational setting?
Been in tune with my individuala. Needs?b. Interests?c. Values?
Examine one’s entire career and preparation for it. Is there anything the individual would do differently? If so, why? What lessons, learned in the past, can be used to advantage in the future? What lessons can be passed on to younger people?
Assess progress on career objectives at periodic intervals. Is the salary measuring up to what was desired? Is professional or occupational growth adequate?
Try out a new job, a new occupation, or a new employer on a trial basis. This constitutes a risk—especially if one is unsuccessful—but it is less risky than to completely “leap” into a new environment, job, or occupation. Sometimes testing is simply not possible, but internships can serve
How will those changes affect the occupation inside the organization?The organization generally? The occupation outside the organization?The occupation generally?
What changes will occur, over time, in the organizational environment?The occupational environment?
What conditions inside and outside the organization—as well as occupation—will create future opportunities or pose future threats for me in my occupation or job?
What are my present personal strengths and weaknesses?
Who am I? Where am I going?
What conditions inside and outside the organization—as well as occupation—will create future opportunities or pose future threats for me in my occupation or job?
What are my present personal strengths and weaknesses?
Who am I? Where am I going?
What changes, if any, do you feel will be necessary in the HR department if it is to assume a major role in implementing a new HR Grand Strategy?
How do you think the HR departmenta. Should contribute to implementing HR Grand Strategy? Why?b. Should be structured?
What impact, would you guess, will the firm’s heavy emphasis on recruiting experienced talent and paying above-competitive-rates exert on appropriate initiatives in such HR practice areas asa. Career Planning?b. Training?c. Organization Development?d. Job Design?e. Employee Assistance
What policies for HR shoulda. Be reviewed?b. Be created?
How can control be exercised over this HR Grand Strategy?
How much support for this HR Grand Strategy would you guess exists among managers in the firm?Why do you think so?
In what ways can the HR manager exercise leadership in implementing HR Grand Strategy?
How can top managers in AVCO establisha. Strategic objectives for recruitment?b. Strategic objectives for compensation/benefits?
What can be done, by way of changing HR department structure, to improve the amount of time devoted toa. Providing advice to managersb. Delivering specialized services to meet needs of company customers, managers, employees?c. Devising HR policies?d. Exerting functional control over line-management
Does the HR department’s present structure reflect the amount of time devoted toa. Providing advice to line managers?b. Delivering specialized services to meet needs of company customers, managers, employees?c. Devising HR policies?d. Exerting functional control over line management activities?
What can be done by way of changing HR department structure to improve interaction between parts?
Is the present structure of the HR department conducive to interaction between its parts?a. If so, why?b. If not, why?
What can be done, by way of changing HR department structure, to improve its match to priorities in HR Grand Strategy?
Does the present structure of the HR department match up to priorities in the HR Grand Strategy?a. If so, why?b. If not, why?
What can be done, by way of changing HR department structure, to improve “goodness of fit” in the future?
Does the HR department’s present structure help or hinder its responsiveness to those inside the organization?a. If so, why?b. If not, why?
What can be done, by way of changing HR department structure, to improve “goodness of fit” in the future?
Is there “goodness of fit” at present between demands imposed by line managers, the HR grand strategy, and HR practice areas?a. If so, why?b. If not, why?
What can be done by way of changing HR department structure to improve “goodness of fit” in the future?
Do you think that the HR department’s present structure makes it more responsive to those outside the organization?a. If so, why?b. If not, why?
What can be done by way of changing HR department structure to improve “goodness of fit” in the future?
Is there “goodness of fit” at present between demands imposed from outside the organization, the HR Grand Strategy, and HR practice areas?a. If so, why?b. If not, why?
What should be done to overcome opposition?
How can the concerns of each manager be overcome (persuasion, participation, success in other parts of the organization)?
What accounts for the possible opposition of each manager listed in question 6?
Which of the managers, listed in question 5, are unlikely to support HR Grand Strategy at present?
Are there any key managers whose support is crucial? If so, list them:
Feel bound bya. Their past decisions?b. Past HR strategy?c. Short-term pressures/concerns?
Favor implementation of HR Grand Strateg because ofa. Their values?b. Organizational culture?c. Previous experience?
Already understanda. Strategic business plans?b. Strategic HR plans?
Already know key people involved ina. Strategic business planning?b. Strategic HR planning?
Will priority be given to training and developing people from the inside, or to recruiting people from the outside? Why?
On what basis will decisions be made about hiring? Training?Promoting? Transferring? Demoting? Terminating? Evaluating employee performance? Compensating? Changing job duties?
Will the HR department be capable of helping to change jobs and people over time in a way that facilitates achievement of strategic business plans?
Will the right kinds of people occupy each job category?
Will adequate numbers of employees be available in the future?
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