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HRM CH 3

Here are the four steps managers can take to foster employee engagement: 1. Select the right people. Hire people who are a good fit for the company culture and values. Look for signs they will be engaged and committed employees. 2. Clarify expectations. Make sure employees understand what is expected of them in their roles and how their work contributes to the organization's goals. Provide clear direction. 3. Provide support. Offer support, resources, training, and opportunities for growth so employees feel empowered and able to do their best work. Address concerns promptly. 4. Recognize achievements. Give regular feedback and recognition for good work. Thank employees for their efforts and accomplishments, both big and small. Recognition

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Nowshin Nayla
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38 views3 pages

HRM CH 3

Here are the four steps managers can take to foster employee engagement: 1. Select the right people. Hire people who are a good fit for the company culture and values. Look for signs they will be engaged and committed employees. 2. Clarify expectations. Make sure employees understand what is expected of them in their roles and how their work contributes to the organization's goals. Provide clear direction. 3. Provide support. Offer support, resources, training, and opportunities for growth so employees feel empowered and able to do their best work. Address concerns promptly. 4. Recognize achievements. Give regular feedback and recognition for good work. Thank employees for their efforts and accomplishments, both big and small. Recognition

Uploaded by

Nowshin Nayla
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Human Resource Management Strategy and Performance

1. Why is strategic planning important to managers? Explain the


importance of setting hierarchical goals.

Answer: Strategic planning is important to managers because in well-run companies


the goals from the very top of the organization downward should form a more-or-less
unbroken chain of goals. These goals, in turn, should be guiding what everyone does.
Management creates a hierarchy or chain of departmental goals, from the top down
to the lowest-ranked managers, and even employees. Then, if everyone does his or
her job–if each salesperson sells his or her quota, and the sales manager hires
enough good salespeople, and the HR manager creates the right incentive plan, and
the purchasing head buys enough raw materials–the company and the CEO should
also accomplish the overall, company-wide strategic goals. You could therefore say
with great certainty that without a clear plan at the top, no one in the company would
have the foggiest notion of what to do. At best, you'd all be working at cross-
purposes.

2. What is strategic management? List and explain each step in the


strategic management process.

Answer: Strategic management is the process of identifying and executing the


organization's mission, by matching the organization's capabilities with the demands
of its environment. The steps are as follows:
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6: Strategy execution …
Step 7: The manager evaluates the results of his or her planning and execution.
Things don't always turn out as planned. All managers should periodically assess the
progress of strategic decisions.

3. Explain the difference between a firm's vision and its mission. How
might these impact the actions of an organization?
4. Identify the three levels of strategic planning and describe the
function of each level. What is the relationship between human
resource strategy and a firm's strategic plans?

Answer: The three levels are corporate-level, business/competitive-level, and


functional-level strategies.
Every company needs its human resource management policies and activities to
make sense in terms of its broad strategic aims.

5. Describe the three types of competitive strategies that firms use to


achieve competitive advantage. Support your answer with
examples of organizations that currently use each of the strategies.

Answer: The three forms of competitive strategies are cost leadership,


differentiation, and focus.

6. In a brief essay, explain how the strategy map, the HR scorecard,


and the digital dashboard are used in strategic human resource
management.

Answer: Managers use the strategy map, the HR scorecard, and the digital
dashboard to help them translate the company's broad strategic goals into specific
human resource management policies and activities.

7. What are human resource metrics? Why are human resource


metrics important in high-performance work systems?

Answer: A human resource metric is the quantitative measure of some human


resource management yardstick such as employee turnover, hours of training per
employee, or qualified applicants per position.

8. What are the HR uses of data analytics and big data?


Answer: Data analytics means using statistical and mathematical analysis and
algorithms to find relationships and make predictions.
Big data is basically data analytics on steroids, using very large data sets. … Walmart
now collects about 2.5 petabytes of data—2.5 million gigabytes—every hour from its
customer transactions.

9. What is a high-performance work system? What role does strategic


human resource management play in high-performance work
systems?

Answer: A high-performance work system is a set of human resource management


policies and practices that promote organizational effectiveness. A high-performance
work system is what managers now expect from the HR system.

10. Discuss the four steps managers can take to foster employee
engagement.

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