Strategic Human Resources Planning 6th Edition by Monica Belcourt – Ebook PDF Instant Download/Delivery: 0176752941, 9780176752941
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Product details:
ISBN 10: 0176752941
ISBN 13: 9780176752941
Author: Monica Belcourt
Strategic Human Resources Planning, Sixth edition equips students with the information and insights about how to plan and make decisions as Human Resources Managers. They are challenged to think about the allocation of resources, strategy formulation, and implementation, and the effective management of people in order to ensure the success of a chosen strategy within an organization. It does so in a balanced and engaging style, allowing students to apply what they have learned and help make connections to the workplace.
Strategic Human Resources Planning 6th Table of contents:
Chapter 1 Strategic Management
Chapter Learning Outcomes
Strategic Management at The Bay
A Need for Strategic HRM
Strategy
Strategic Types
Corporate Strategies
Business Strategies
The Strategic Planning Process
1. Establish the Mission, Vision, and Values
2. Develop Objectives
3. Analyze the External Environment
4. Identify the Competitive Advantage
5. Determine the Competitive Position
6. Implement the Strategy
7. Evaluate the Performance
Benefits of Strategy Formulation
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: Loblaw Companies Ltd.
References
Chapter 2 Aligning HR with Strategy
Chapter Learning Outcomes
HR Strategy at Google
Strategic HRM
Theories of the Strategic Management of Human Resources
HRM Making Strategic Contributions
The Contingency Perspective
Strategic HR Planning
The Importance of Strategic HR Planning
Improved Goal Attainment
The Risks
Linking HR Processes to Strategy
Corporate Strategy Leads to HR Strategy
HR Competencies Lead to Business Strategy
Reciprocal Interdependency Between HR Strategy and Business Strategy
HR Becomes a Business Partner
Strategic Partnering
Becoming More Strategic
HR Strategy Differentiation
Characteristics of an Effective HRM Strategy
Focus on Results
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: Linking HR Practices to Performance
References
Chapter 3 Environmental Influences on HRM
Chapter Learning Outcomes
Environmental Scanning at GM
Environmental Scanning Sources and Methods
Sources of Information
Methods of Forecasting
Competitive Intelligence
Challenges in Environmental Scanning
Isolating the Critical from the Insignificant
Environmental Factors
Economic Climate
Globalization
Political and Legislative Factors
Technological Factors
Demographic Factors
Social and Cultural Factors
Stakeholders
Responding to External Factors
A Proactive Approach
Summary
Key Terms
Web Links
Discussion Questions
Exercises: Scenario Planning
Case Study: Work–Life Family Balance
References
Chapter 4 The HR Forecasting Process
Chapter Learning Outcomes
Skills Mismatch in Canada: Should Governments Intervene?
Forecasting Activity Categories
The Strategic Importance of HR Forecasting
Key Personnel Analyses Conducted by HR Forecasters
Environmental and Organizational Factors Affecting HR Forecasting
HR Forecasting Time Horizons
Determining Net HR Requirements
1. Determine HR Demand
2. Ascertain HR Supply
3. Determine Net HR Requirements
4. Institute HR Programs: HR Shortage and HR Surplus
Summary
Key Terms
Web Links
Discussion Questions
Exercise
Case Study: Forecasting for Home Support Workers
References
Chapter 5 Determining HR Demand
Chapter Learning Outcomes
Projecting Labour Demand in Canada
Methods of Forecasting
Quantitative Methods
Trend/Ratio Analysis
Time Series Models
Big Data
Regression Analysis
Qualitative Forecasting Techniques
Scenario Planning
Delphi Technique
Nominal Group Technique
HR Budgets/Staffing Tables
Summary
Key Terms
Web Links
Discussion Questions
Exercises: The Nominal Group Technique
Case Study: Ontario Power Generation
References
Chapter 6 Ascertaining HR Supply
Chapter Learning Outcomes
Aboriginal People: A Growing Labour Source
Skills and Management Inventories
Succession/Replacement Analysis
Markov Models
Linear Programming
Movement Analysis
Movement Analysis Exercise
Vacancy Model
HR Supply Programs
The Role of Employers
Other Labour Pools
Influence Government Programs
HR Retention Programs
Summary
Key Terms
Web Links
Discussion Questions
Exercise
Case Study: HR Planning at M&K
References
Chapter 7 Succession Management
Chapter Learning Outcomes
Succession Management at Edwards Lifesciences
Importance of Succession Management
Evolution of Succession Management
Broader Focus
Time Horizon
Talent Pools
Rating System
Succession Management Process
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study 1: The People Development Framework at Ford of Canada
Case Study 2: Executive Succession Management Program at EMEND Management Consulting
References
Chapter 8 Information Technology for HR Planning
Chapter Learning Outcomes
Software for HR Planning
IT and HRM
New Service Delivery Models
Web-based HR
Enterprise Portals
Self-Service
IT for HR Planning
Workforce Analytics
Workforce Management and Scheduling
Forensic Reporting
Skills Inventories
Replacement Charts
Succession Management
Different Solutions for Different Needs
HRIS
Specialty Products
Enterprise Solutions
Cloud Computing
Selecting Technology Solutions for HRM
Conduct a Needs Analysis
Explore the Marketplace
Issue a Request for Proposal
Evaluate Vendors and Products
Implementing and Evaluating Technology
Typical Implementation Process
Business Process Re-engineering
Ensuring Data Security
Evaluating HR Technology
Competitive Advantage
Looking Ahead
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: Sustaining Talent with Strategic Workforce Planning Software at Energy Resources Conservation Board
References
Chapter 9 Change Management
Chapter Learning Outcomes
Culture Change at Yahoo!
Why Is Organizational Change Important?
The Increasing Pace of Change
Societal, Industrial, and Organizational Levels of Change
Models of Organizational Change
Organizations as Open Systems
The Importance of Feedback
Single-Loop Learning
Double-Loop Learning
The Generic Model of Change
Recognizing the Need for Change and Starting the Process
Diagnosing What Needs to be Changed
Planning and Preparing for Change
Implementing the Change
Sustaining the Change
The Planned Model of Change
Field Theory
Force-Field Analysis
Group Dynamics
Action Research
Three-Step Model
Development of the Planned Change Approach
Emergent Change
Chaos Theory and Emergent Change
Organizational Learning
Bringing It All Together
Identify the Problem
Unfreezing
Moving
Refreezing
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: Change at Tiger Boots
References
Chapter 10 Downsizing and Restructuring
Chapter Learning Outcomes
Downsizing: A Thing of the Past?
The Downsizing Phenomenon
Defining Downsizing and Restructuring
Why Do Organizations Downsize?
The Downsizing Decision
Alternatives to Downsizing
Inplacement and Outplacement Issues
Some Ethical Considerations
Planning for Downsizing
Adjusting to Job Loss
The “Survivors” of Downsizing
Perceptions of Justice
Survivor Reactions
Impact on the “Downsizers”
Financial Performance and Downsizing
Consequences of Downsizing
Downsizing Strategies
Strategic Downsizing
Effective and Ineffective Approaches
The “New Deal” in Employment and the Psychological Contract
Downsizing and “High Involvement” HRM
Labour Relations Issues
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: A Downsizing Decision at the Department of Public Works
References
Chapter 11 Strategic International HRM
Chapter Learning Outcomes
The Would-Be Pioneer
Key Challenges Influencing HR Practices and Processes Within an International Context
Workforce Diversity
Employment Legislation
The Role of the HR Function
Flexibility
Security
Strategic International Human Resources Management
Strategic IHRM Fits with Corporate International Business Strategies
The Domestic Stage and Strategy
The Multidomestic Stage and Strategy
The Multinational Stage and Strategy
The Global Stage
Key HR Practices and Processes Within an International Context
Recruitment
Selection
Other Selection Criteria
Pre-Assignment Training
Post-Assignment Activities
Repatriation
Career Development
Performance Appraisal
Compensation
Labour Relations
Summary
Key Terms
Web Links
Discussion Questions
Exercises
Case Study: Dangerous Assignments
References
Chapter 12 Mergers and Acquisitions
Chapter Learning Outcomes
Big Is Beautiful
Definitions
The Urge to Merge
Strategic Benefits
Financial Benefits
Management Needs
Merger Methods
The Success Rate of Mergers
Financial Impact
Impact on Human Resources
Cultural Issues in Mergers
HR Issues in M&As
HR Planning
Selection
Compensation
Performance Appraisal
Training and Development
Labour Relations
Evaluation of Success
Summary
Key Terms
Web Links
Discussion Questions
Exercise
Case Study: Molson Coors and Acquisitions
References
Chapter 13 Outsourcing
Chapter Learning Outcomes
Outsourcing at Sears
Outsourcing
Outsourcing HR Functions
The Rationale for Outsourcing
Financial Savings
Strategic Focus
Advanced Technology
Improved Service
Specialized Expertise
Organizational Politics
Benefits to Canada
Risks and Limitations of Outsourcing
Projected Benefits Versus Actual Benefits
Service Risks
Employee Morale
Security Risks
Reduced Value
Management of Outsourcing
Selecting the Vendor
Negotiating the Contract
Monitoring the Arrangement
Policy Options to Limit Outsourcing
Summary
Key Terms
Web Links
Discussion Questions
Exercise
Case Study: Outsourcing at Texas Instruments Canada
References
Chapter 14 HR Assessment and Analytics
Chapter Learning Outcomes
Keeping Score with the Scorecard
Workforce Analytics
The Importance of Evaluating HRM
Resistance
Rationale
The 5C Model of HRM Impact
Compliance
Client Satisfaction
Culture Management
Cost Control
Contribution
How HR Contributes to Organizational Performance
Financial Measures
Measures of Managerial Perceptions of Effectiveness
Approaches to Measuring HRM Practices
Cost–Benefit Analysis
Utility Analysis
Benchmarking
The HR Scorecard
Measuring the Worth of Employees
Universality of Best Practices
Separation of Cause and Effect
Successful Measurement
Reporting to Boards of Directors and Shareholders
Summary
Key Terms
Web Links
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