Chapter 1 Managing Employees for Competitive Advandtage

The extent to which the three primary HR activities are designed to achieve the goals of the organization

The knowledge, skills, abilities, and other talents that employees possess.

A company's ability to create more economic value than its competitors.

The individuals who work for a company

The pressures that exist outside companies that managers must consider to strategically manage their employees

The extent to which the three primary HR activities that a company uses help them meet organizational demands, cope with environmental factors, and comply with regulatory issues

The blurring of country boundaries in business activities

Challenges that managers must consider in the management of employees that relate to organizational demands, environmental influences, and regulatory issues

A support function within companies that serves a vital role in designing and implementing company policies for managing employees

The practices that a company has put in place to manage employees

The individuals who are responsible for supervising and directing the efforts of a group of employees to perform tasks that are directly related to the creation and delivery of a company's products or services

The set of underlying values and beliefs that employees of a company share

The factors within a firm that affect decisions regarding how to manage employees

The strategic management of employees centers around three categories of HR activities, work design and workforce planning, managing employee competencies, and managing employee attitudes and behaviors

The company;s plan for achieving a competitive advantage over its rivals