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Summary BUS2022S Exam Notes: Staffing Section (Chapters 1, 2, 4, 5, 6, 9, 10) $9.92
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Summary BUS2022S Exam Notes: Staffing Section (Chapters 1, 2, 4, 5, 6, 9, 10)

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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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  • June 23, 2017
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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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