Comprehensive HRM and Recruitment Strategies: Resources, Job Analysis, and Case Studies

Physical resources

Buildings, equipment, technology.

Organizational resources

Processes, structure, culture, systems.

Human resources

Skills, knowledge, creativity - unique, hard to imitate.

HRM definition

HRM is the set of policies, practices, and systems that influence employees' behavior, attitudes, and performance.

Emerging areas of HRM

Technology (AI, HR analytics), globalization, DEI, sustainability, employee well-being, gig economy.

Tangible assets

Machines/buildings.

Intangible assets

Brand, reputation, human capital.

HR demonstrating value

HR analytics + evidence-based HR show how practices improve retention, sales, innovation.

Stakeholders

Employees, managers, shareholders, customers, community, government.

Competitive advantage

HR creates it through talent.

Cost leadership

Efficiency, standardization (Walmart).

Differentiation

Innovation, service quality (Starbucks).

Four linkages

Administrative, One-way, Two-way, Integrative (best).

Formulation vs. implementation

Formulation = planning. Implementation = execution through staffing, training, evaluation.

Alaskan Gold Mine lesson

Strategy and HR must align. Trade-offs between risk/safety, delegation/trust.

Starbucks case study

Differentiation via employee investment (benefits, training, education, empowerment).

Walmart case study

Cost leadership via efficiency, part-time staffing, standardization.

Southwest case study

Advantage from culture, teamwork, empowerment.

Divisional vs. functional

Functional = efficiency, less flexible. Divisional = flexible, duplicates resources.

Sources of job analysis

Observation, interviews, questionnaires, O*NET.

Job description vs. job specification

Description = tasks, duties. Specification = KSAOs required.

Traditional vs. new job analysis

Traditional = tasks/duties. New = competencies, adaptability, teamwork.

Job design approaches

Mechanistic (efficiency), Motivational (enrichment), Biological (ergonomics), Perceptual (reduce overload).

Job Characteristics Model

Skill variety, Task identity, Task significance, Autonomy, Feedback → motivation, satisfaction, performance.

Job analysis vs. job redesign

Analysis = describing jobs. Redesign = changing jobs to improve motivation/performance.

HR planning process

Forecast demand → Forecast supply → Identify gaps → Action plans.

Goal of recruitment

Attract qualified candidates who fit job/org.

Open vs. targeted recruitment

Open = broad pool. Targeted = specific talent.

Complementary vs. supplementary fit

Complementary = adds new skills. Supplementary = similar to existing team.

Internal vs. external labor market

Internal = motivation, low cost, limited ideas. External = fresh ideas, costly, slower integration.

Recruitment sources

Job boards, social media, referrals, internal postings.