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1、CHAPTER2StrategicHumanResourcePlanningAfteryouhavereadthischapter,youshouldbeableto:●Discusswhyhumanresourcescanbeacorecompetencyfororganizations.●Explainhoworganizationalcultureandindustrylife-cyclestagesaffectHRstrategiesandactivities.●DefineHRplanning
2、andoutlinetheHRplanningprocess.●DiscusswhyexternalenvironmentalscanningisanimportantpartofHRplanningandwhatfactorsmustbeconsidered.●ExplainhowaninternalassessmentofcurrentjobsandskillsisvitaltoHRplanning.●Identifywhatahumanresourceinformationsystem(HRIS)
3、isandwhyitisusefulwhendoingHRplanning.●Identifyfactorstobeconsideredinforecastingthesupplyanddemandforhumanresourcesinanorganization.●Discussseveralwaystomanageasurplusofhumanresources.HRTRANSITIONSWelfaretoWorkEmployerswhoparticipateinwelfare-to-workpro
4、gramshavefoundthatmanywelfarerecipientswantedtoworkbuthadinadequateeducation,skills,orworkhabits.Tofillmanyjobs,particularlythoserequiringlowerknowledge,skills,andabilities,HRmanagersincreasinglyarehavingtousepeoplewhoareoutofwork—thoseonwelfare—andmanys
5、uccessstoriesarebeingtold.ThetightlabormarkethasnotbeentheonlyfactormotivatingHRmanagerstohirewelfareworkers.AmajorimpetushasbeenthePersonalResponsibilityandWelfareReconciliationActof1996.ThisactrequiredthatbySeptember1997,25%ofindividualsreceivingwelfar
6、eassistancebeemployedorinworktrainingprograms.Thepercentageincreaseseachyearto50%bySeptember2002.Toattainthesetargets,manyemployersare“encouraged”tohirewelfarerecipientsthroughtaxincentivesandwage-subsidyprogramsduringtheearlytenureofworkersformerlyonwel
7、fare.Whatsomeemployersinitiallysawasa“socialresponsibility”hasevolvedintoasourceofworkerstofilljobs,enablingorganizationstoexpandtheirworkforcesinordertomeetbusinessobjectives.OnestudybytheWelfaretoWorkPartnership,composedofover5,000membercompanies,found
8、thatinoneyear135,000welfarerecipientshadbeenhiredbyU.S.companies.Thestudyalsoreportedthatoveronemillionwelfarerecipientshadstoppedreceivingwelfarebenefitsbecauseofgettingjobs,enteringworktrainingprograms,orbeingdroppedfrom