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Summary BUS2022S Exam Notes: Staffing Section (Chapters 1, 2, 4, 5, 6, 9, 10) $10.09
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  3. University Of Cape Town (UCT)
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  5. BUS2022S Resourcing & Performance

Summary

Summary BUS2022S Exam Notes: Staffing Section (Chapters 1, 2, 4, 5, 6, 9, 10)
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  • Course
  • BUS2022S Resourcing & Performance
  • Institution
  • University Of Cape Town (UCT)
  • Book
  • Strategic Staffing, Global Edition

Comprehensive study notes for the staffing section of Bus2022S. Summary made from textbook, but also includes my lecture notes. they have been integrated into the summaries Textbook Phillips, J.S. & Gully, J.M. (2012). Strategic staffing (2nd international ed.). Upper Saddle River, New Jersey: Pe...

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  • Unknown
  • June 23, 2017
  • 117
  • 2015/2016
  • Summary

Subjects

  • bus2022s
  • staffing and performance
  • staffing
  • organisational psychology
  • org psy

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  • University of Cape Town (UCT)
  • BUS2022S Resourcing & Performance
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Content Overview: Staffing
Staffing
Chapter 4
 Job analysis and future oriented job analysis Chapter 4: Pages 86 -89
o Starts hallway down 98
o Ends ¼ way down 100
o Total pages = 1 ¾

Chapter 5
 Forecasting and planning Chapter 5: Pages 117 -136 (general question)
o Whole chapter
o Starts 129
o Ends 149
o Total pages = 21 pages


Chapter 6
 Creating a sourcing plan - Chapter 6: Pages 155 – 158
o Start- Middle of 171
o End- ¾ of the way down 174
o Total pages = 3¼

Chapter 10
 The firms internal assessment goals Chapter 10 pages 273 -275
o Start 257
o Ends half way down 262
o Total pages = 5 ½

,Ch 1&2: Business
and Staffing
strategies

,A Resource Based View Of The Firm
What is a resource based view
General Idea
 Large budget and great facilities doesn’t guarantee success
 Org’s resources and competencies produce and sustain a competitive
advantage
o How it is achieved
 Creates value for customers by
 Lowering costs
o Must lower the costs of the products/services
 Providing something unique
o Differentiate from competitors
 Combination of the two
o Resources involved
 Employee motivation
 Employee competencies
 Employee skills


Requirements of a Competitive advantage
The resource must be valuable
 A resource is valuable if it
o Helps exploit an opportunity
o Neutralizes a threat
o Both
 Ways of improving value of staffing investments
o Rigorously evaluating staffing practices
o Targeting staffing activities that
 Identify the best types of applicants for the organization
 Attract these people to the org
o Providing applicants with realistic job info will help
 Reduce turnover
 Cut overall labour costs
 Improve productivity
o Hiring better performers for the same pay

,The resource must be rare
 Value creation not enough to create and sustain competitive advantage
 Must also have a set of rare workforce attributes
o Strategic staffing practices allow an org to meet rarity
requirements
o Strategic staffing practices can also contribute to the org’s
 Flexibility
 Intelligence
 Cooperation
 Level of performance

The resource mustn’t be easily imitated
 Consequence if resource is imitated
o Resulting talent will not be distinct from competitors
o Therefore no competitive advantage
 Why it is not always easy to imitate staffing competencies
o Not as simple as how/where they recruit
o Involves other aspects
 Deeply ingrained social relationships
 Recruiting networks
 Relationships with employees, customers, & the
community
 Relationships with talent sources
 Usually long term relationships
 Examples
o Employment agencies
o Universities
o Professional recruiters

The resource mustn’t be easily substituted
 Cant be a good substitute for the resource
o If there is competitors could just use this substitute
o Would then be no advantage over them
 Technology usually cannot substitute an employee’s talents
o Because machines can’t duplicate human intelligence, judgment
and innovation
 Example
o ABSA recruits from UCT through Vula
o FNB doesn’t have this capability
 But effectively recruits on campus by handing out
brochures
o Both reach the students effectively
 Neither in a better position
 Therefore no competitive advantage

,The company must be organized to exploit the resource
 The org must be organized to take full advantage of the resource
 Example
o Firm can select and recruit top talents
o But can only offer them below-market pay packages
o Won’t be able to hire or retain these top talents
o Therefore can’t make use of its selection and recruiting resources


Sources of a Competitive Advantage
Innovation
 Develop new and improve current
o Products
o Services
o Markets

Cost
 Provide the product/service at the lowest cost

Service
 Provide the best customer support
o Before sale
o During sale
o After sale

Quality
 Provide the highest-quality product and/or service

Branding
 Develop the most positive image

Distribution
 Dominate distribution channels
o To block competition

Speed
 Deliver your product service faster than anyone else

Convenience
 Ensure it easier for the customer to do business with you
o Rather than any competitor

First to Market
 Introduce your product and/or service before the competition

,The Firms Business Strategy
Business Strategies
Definition
 Plan of how an org will compete in its marketplace
What it involves
 How the business will compete
 The strategies of the different functional areas
 How changing industry conditions will be addressed
o This is the reactive part of a business strategy
 Usually planned but sometimes reactive
o Industry conditions example
 Deregulation
 Product market maturity
 Changing customer demographics
 Generally how the org will address
 Strategic issues
 The choices it faces
Can differ, not necessarily consistent across the org
 Differs across different business units in an org
 Usually in diversified corporations
 Allows org to take different strategic decisions for the different units
o Each unit can differ
o General business strategy therefore not always applicable
What it must do to be successful
 Reflect
o Customer’s wants
o Org’s wants
o What the org can cost-effectively deliver
 Fit in with the org’s
o HR policies and practices
o Competitive environment
o Immediate business conditions it faces
 Org must hire and retain the right people
o Employees execute the strategy

,Types of business strategies
Cost-Leadership strategy
Definition
 Be the lowest cost producer
o For a particular level of product quality

Typical strengths of these org’s
 Designing easily manufactured products
o Minimum number of parts needing assembly
o Keeps costs and customer prices low
 Engineering efficient manufacturing and distribution process
o Keeps costs and customer prices low

Develop a competitive advantage based on Operational Excellence
 Operational Excellence definition
o Maximizing efficiency of
 Manufacturing
 Product development
o To minimize costs

Effect on staffing & employees
 What it requires from employees
o Identify and follow efficient practices
o Engage in continuous improvement practices
 Lower costs while still offering a competitive product
 Improve product without increasing costs
 What type of employees are needed
o What it needs from its employees
 Trainable & flexible employees
 Efficiency orientated
 Able to work in team
 Willing to follow standardized procedures
 Able to
 Focus on shorter-term production objectives
 Avoid waste
 Lower the org’s production costs
o What it doesn’t want
 Expensive top talent
 Not worth the investment because of
o Tight margins
o Tendency to rely on work teams
o Resulting pay disparity hinders team
performance

, Differentiation strategy
Definition
 Developing a product/service with
o A unique characteristic
o That the customers value
 Can allow the org to charge a premium price

Ways an org can differentiate
 Image of the product
o Rolex watches
 Product durability
o Toyota
 Quality
o Rolls Royce
 Safety
o Volvo
 Usability
o Apple Mac

Develop a competitive advantage based on Product Innovation
 Product innovation definition
o Developing new products/services
o To create an advantage in the market
 Common in technology and pharmaceutical companies

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