Human Resource Management summary
Human Resource Management: Managing Employees for Competitive
Advantage, Lepak, D.P & Gowan, M.
,Index
- Chapter 1
- Chapter 2
- Chapter 4
- Chapter 5
- Chapter 6
- Chapter 7
- Chapter 9
- Chapter 11
- Chapter 10
- Chapter 12
- Chapter 14
,CHAPTER 1
Human resource management
1. Manage employees
2. Shape the employment relationship
3. Achieving organizational objectives
Similarities HRM and OB
1. Individuals, groups and structure in organizations
2. Organizational outcomes
3. Interrelated fields of study
4. Use of similar theories (from psychology, sociology)
Differences HRM and OB
1. OB = actors that behave, HRM = activities to influence behavior
2. Execution of HRM activities = managerial behavior
3. HRM considers role of larger context
4. OB mostly/only cause and effect relations, HRM also design oriented
Equally weighted criteria for choosing America’s most admired companies
1. Quality of management
2. Quality of products and services
3. Innovation
4. Long-term investment value
5. Financial soundness
6. People management
7. Social responsibility
8. Use of corporate assets
Employees = the individuals who work for a company
Human resources practices/HR practices/primary activities = the practices that a company
has put in place to manage employees
Line manager/manager = the individuals who are responsible for supervising and directing
the efforts of a group of employees to perform tasks that are directly related to the creation
and delivery of a company’s products or services
Human resources department/HR department = a support function within companies that
serves a vital role in designing and implementing company policies for managing employees
Employee contributions = employee behavior that enables employees to contribute to
realizing organizational goal
, Competitive advantage = a company’s ability to create more economic value than its
competitors
Historically done
- Holding protected assets
- Having extensive financial resources
- Competing based on price
- Benefiting from economies of scale
Later added
- Employees
HR ultimate goal: competitive advantage
Primary HR activities
1. Work design and workforce planning
2. Managing employee competencies
3. Managing employee attitudes and behaviors
Work design and workforce planning = designing jobs and planning for the workforce
needed to achieve organizational goals
Managing employee competencies = identifying, acquiring, and developing employee talent
and skills
Managing employee attitudes and behaviors = encouraging and motivating employees to
perform in appropriate ways to contribute to company goals
Work design and workforce planning 1ST HR ACTIVITY
1. Job design
2. Workforce planning
Job design = involves deciding what employees will do on a day-to-day basis as well as how
jobs are interconnected
- Function of the tasks that employees are expected to perform
- The choices managers make regarding how those tasks are to be carried out
Some questions regarding job design
- What tasks should you emphasize when designing a job?
- How simple or complex are these tasks?
- How many tasks can your employees perform?
- How much flexibility do you provide to your employees in terms of how and where
they carry out their tasks?
Human Resource Management: Managing Employees for Competitive
Advantage, Lepak, D.P & Gowan, M.
,Index
- Chapter 1
- Chapter 2
- Chapter 4
- Chapter 5
- Chapter 6
- Chapter 7
- Chapter 9
- Chapter 11
- Chapter 10
- Chapter 12
- Chapter 14
,CHAPTER 1
Human resource management
1. Manage employees
2. Shape the employment relationship
3. Achieving organizational objectives
Similarities HRM and OB
1. Individuals, groups and structure in organizations
2. Organizational outcomes
3. Interrelated fields of study
4. Use of similar theories (from psychology, sociology)
Differences HRM and OB
1. OB = actors that behave, HRM = activities to influence behavior
2. Execution of HRM activities = managerial behavior
3. HRM considers role of larger context
4. OB mostly/only cause and effect relations, HRM also design oriented
Equally weighted criteria for choosing America’s most admired companies
1. Quality of management
2. Quality of products and services
3. Innovation
4. Long-term investment value
5. Financial soundness
6. People management
7. Social responsibility
8. Use of corporate assets
Employees = the individuals who work for a company
Human resources practices/HR practices/primary activities = the practices that a company
has put in place to manage employees
Line manager/manager = the individuals who are responsible for supervising and directing
the efforts of a group of employees to perform tasks that are directly related to the creation
and delivery of a company’s products or services
Human resources department/HR department = a support function within companies that
serves a vital role in designing and implementing company policies for managing employees
Employee contributions = employee behavior that enables employees to contribute to
realizing organizational goal
, Competitive advantage = a company’s ability to create more economic value than its
competitors
Historically done
- Holding protected assets
- Having extensive financial resources
- Competing based on price
- Benefiting from economies of scale
Later added
- Employees
HR ultimate goal: competitive advantage
Primary HR activities
1. Work design and workforce planning
2. Managing employee competencies
3. Managing employee attitudes and behaviors
Work design and workforce planning = designing jobs and planning for the workforce
needed to achieve organizational goals
Managing employee competencies = identifying, acquiring, and developing employee talent
and skills
Managing employee attitudes and behaviors = encouraging and motivating employees to
perform in appropriate ways to contribute to company goals
Work design and workforce planning 1ST HR ACTIVITY
1. Job design
2. Workforce planning
Job design = involves deciding what employees will do on a day-to-day basis as well as how
jobs are interconnected
- Function of the tasks that employees are expected to perform
- The choices managers make regarding how those tasks are to be carried out
Some questions regarding job design
- What tasks should you emphasize when designing a job?
- How simple or complex are these tasks?
- How many tasks can your employees perform?
- How much flexibility do you provide to your employees in terms of how and where
they carry out their tasks?
