HRM textbook

LEARNING OBJECTIVES
1. Explain why strategic planning is important
to all managers.
2. Explain with examples each of the seven steps
in the strategic planning process.
3. List with examples the main generic types of corporate
strategies and competitive strategies.
4. Define strategic human resource management and give
an example of strategic human resource management
in practice.
5. Briefly describe three important strategic human
resource management tools.
6. Explain with examples why metrics are important
for managing human resources.
Company s
Strategic Goals
Employee Competencies
and Behaviors Required
for Company to Achieve
These Strategic Goals
Strategic and Legal
Environment
Several years ago, the Ritz-Carlton Company took
over managing the Portman Hotel in Shanghai
China. The new management reviewed the Portman s
strengths and weaknesses, and its fast-improving
local competitors. They decided that to be more competitive,
they had to significantly improve the hotel s level of
service. Achieving that aim in turn meant formulating
secondary plans, particularly human resource management
plans, for hiring, training, and rewarding hotel employees.
It meant putting in place a new human resource strategy
for the Portman Hotel, one aimed at improving customer
service.
Access a host of interactive learning aids at
www.mymanagementlab.com to help strengthen
your understanding of the chapter concepts.
Employee
Relations
HR Policies and Practices
Required to Produce
Employee Competencies
and Behaviors
Compensation
WHERE ARE WE NOW . . .
The next part of this book, Part 2, turns
to the nuts and bolts of human resource
management, topics such as analyzing jobs,
and recruiting and selecting employees.
But as at Shanghai s Portman Hotel,
managers should know what they want to
accomplish strategically before
formulating and putting in place specific
human resource management policies and
practices. Therefore the main purpose of
this chapter is to explain how managers
formulate human resource strategies for
their companies. The chapter addresses
the strategic management process,
strategic human resource management,
human resource metrics and analysis,
and building high-performance work
systems.
Development
Training and
Recruitment and
Placement
MyManagementLab
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