Strategic Human Resource Management

PART 1 THE CONCEPTUAL FRAMEWORK OF STRATEGIC HRM

1 The concept of human resource management

HRM defined ; Human resource systems ; Aims of HRM ;Characteristics of HRM ; Reservations about HRM

2 The concept of strategy

Strategy defined ; The concept of strategy ; The formulation of strategy

3 The concept of strategic human resource management

Strategic HRM defined ; Basis of strategic HRM ;Principles of strategic HRM ; Aims of strategic HRM ;Concepts of strategic HRM ; Perspectives on strategic HRM ;The best-practice approach ; The best-fit approach ;Bundling ; The reality of strategic HRM ; Practicalimplications of strategic HRM theory

PART 2 THE PRACTICE OF STRATEGIC HRM

4 HR strategies

What are HR strategies? ; What is the purpose of HR strategies? ; Overall HR strategies ; Specific HR strategies ;Criteria for an effective HR strategy ; How should HR strategies be developed? ; Developing HR strategies ;Implementing HR strategies

5 The strategic role of HR

The strategic nature of HR ; The strategic partner model ;What being strategic means ; The strategic role of HR directors ; The strategic role of heads of HR functions ;The strategic role of HR business partners ; The strategic contribution of HR advisers or assistants

6 The impact of strategic HRM

How HR impacts on organizational performance ;How strategic HRM concepts impact on practice

7 Strategic HRM in action

Formulating HR strategy ; The content of HR strategies ;Corporate issues ; Achieving integration ; What are the most characteristic features of strategic HRM in action?

PART 3 HR STRATEGIES

8 Human capital management strategy

Aims of human capital management ; The link between HCM

and business strategy ; Developing a human capital management strategy ; Conclusions: the role of human capital management strategy

9 High-performance strategy

High-performance work system defined ; Characteristics of a high-performance work system ; Components of an HPWS ; Impact of high-performance work systems ; Developing a high-performance strategy

10 Corporate social responsibility strategy

Strategic CSR defined ; CSR activities ; The rationale for CSR ; Developing a CSR strategy

11 Organization development strategy

Organization development defined ; OD strategies ;Assumptions and values of OD ; Activities incorporated in the OD strategy ; Strategies for organizational transformation

12 Employee engagement strategy

Engagement and organizational commitment ; The significance of engagement ; Engagement and discretionary behaviour ; What is an engaged employee? ; What are the factors that influence engagement? ; Strategies for enhancing engagement ; Measuring engagement

13 Knowledge management strategy

The process of knowledge management ; Sources and types of knowledge ; Approaches to the development of knowledge management strategies ; Strategic knowledge management issues ; Components of a knowledge management strategy

14 Employee resourcing strategy

The objective of employee resourcing strategy ; The strategic HRM approach to resourcing ; Integrating business and resourcing strategies ; Bundling resourcing strategies and activities ; The components of employee resourcing strategy ; Human resource planning ; Employee value

proposition ; Resourcing plans ; Retention strategy ; Flexibility strategy

15 Talent management strategy

Talent management defined ; The process of talent management ; Developing a talent management strategy

16 Learning and development strategy

Strategic human resource development (SHRD) ; Strategies for creating a learning culture ; Organizational learning strategies ; Learning organization strategy ; Individual learning strategies

17 Reward strategy

Reward strategy defined ; Why have a reward strategy? ; Characteristics of reward strategies ; The structure of reward strategy ; The content of reward strategy ; Guiding principles ; Developing reward strategy ; Effective reward strategies ; Reward strategy and line management

capability

18 Employee relations strategy

Employee relations strategy defined ; Concerns of employee relations strategy ; Strategic directions ; The background to employee relations strategies ; The HRM approach to employee relations ; Policy options ; Formulating employee relations strategies ; Partnership agreements ;Employee voice strategies

PART 4 THE STRATEGIC HR TOOLKIT

19 Strategic human resource management toolkit 

Managerial Accounting

The Changing Business Environment: A Manager’s Perspective

Cost Concepts and Cost Allocation

Costing Systems: Job Order Costing

Costing Systems: Process Costing

Value-Based Systems: ABM and Lean

Cost Behavior Analysis

The Budgeting Process

Performance Management and Evaluation

Standard Costing and Variance Analysis

Short-Run Decision Analysis

Capital Investment Analysis

Pricing Decisions, Including Target Costing and Transfer Pricing

Quality Management and Measurement

Financial Analysis of Performance

Chapter 1 The Changing Business Environment: A Manager’s Perspective

• Updated definition of management accounting in LO1

• Lean production introduced as a key term in LO3

• Sections on total quality management and activity based management in LO3 revised

• Updated Focus on Business Practice box on how to blow the whistle on fraud

Chapter 2 Cost Concepts and Cost Allocation

• New company (Hershey’s) used as example in the Decision Point

• Discussions of costs in LO2 in previous edition incorporated in LO1

• Introduction to methods of product cost measurement added and section on computing service unit cost shortened in new LO4

• LO7 and LO8 in previous edition (the traditional and ABC approaches to allocating overhead) streamlined and incorporated in new LO5

Chapter 3 Costing Systems: Job Order Costing

• Chapter 3 in previous edition separated into two chapters, with new Chapter 3 focusing on job order costing and new Chapter 4 focusing on process costing

• Operations costing system introduced as a key concept

• Discussions of manufacturer’s job order cost card, computation of unit cost,

and job order costing in a service organization included in new LO4

Chapter 4 Costing Systems: Process Costing

• New chapter (part of Chapter 3 in previous edition)

Chapter 5 Value-Based Systems: ABM and Lean

• Chapter revised to emphasize value-based systems

• LO1, LO2, and LO3 in last edition revised and incorporated in new LO1

• New listing of the disadvantages of activity-based costing in LO2

• New focus on lean operations in LO3 and section on accounting for product costs added

Chapter 6 Cost Behavior Analysis

• New company (Flickr) used as example in the Decision Point

• Sections on variable, fixed, and mixed costs, which were in LO2 in last edition, now included in LO1

• Concept of a step cost introduced in discussion of fixed costs in LO1

• Methods used to separate the components of mixed costs and the contribution margin income statement now the focus of LO2

• Material in LO4 reformatted to clarify concepts

Chapter 7 The Budgeting Process

• New company (Framerica Corporation) used as example in the Decision Point

• LO1 reorganized, revised, and shortened

• Section on advantages of budgeting and three new key terms—static budget,continuous budget, and zero-based budgeting added to LO1

Chapter 8 Performance Management and Evaluation

• LO1 and LO2 in last edition combined and revised

Chapter 9 Standard Costing and Variance Analysis

• New company (iRobot Corporation) used as example in the Decision Point

• LO1 and LO2 in last edition combined and revised

• New Focus on Business Practice box titled “What Do You Get When You Cross a Vacuum Cleaner with a Gaming Console?”

Chapter 10 Short-Run Decision Analysis

• Chapter revised to focus on the use of incremental analysis in making shortrun decisions; capital investment analysis and time value of money now covered in Chapter 11

Chapter 11 Capital Investment Analysis

• New chapter

Chapter 12 Pricing Decisions, Including Target Costing and Transfer Pricing

• LO1 reorganized and shortened

• Updated Focus on Business Practice box on Internet fraud

• Discussions of steps followed in gross margin pricing and return on assets pricing in LO3 reformatted for greater clarity

• Discussion of the differences between cost-based pricing and target costing in LO4 revised and made more succinct

• Section on developing a transfer price in LO5 revised

Chapter 13 Quality Management and Measurement

• In LO2, formula for computing delivery cycle time added and displayed; formula for computing waste time also displayed

• In LO4, discussion of Motorola’s Sigma Six quality goal revised, with disadvantages noted

Chapter 14 Financial Analysis of Performance

• Section on the management process in LO1 revised to increase the focus on management’s objectives

• Revised Focus on Business Practice box on pro forma earnings

• In LO3, two-year coverage of the comprehensive ratio analysis extended to three years

• Revised Focus on Business Practice box on performance measurement and management compensation

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Peachtree Accounting 2010 - Lesson 1

Create new Company Accounts

This is the very first tutorial for "Peachtree Accounting 2010". The lesson is "Create new Company Account"(Lesson 1). Also added notes to slides from "User’s Guide Peachtree® Quantum 2010". First, Extract ".7zip" File. There is HTML document named "index". Double click on it. Then you can view it from your default Internet Browser. For more details please read "Read me First".

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