Human resources managers exert line authority by directing staff functions throughout the company.
Human resources managers may possess implied authority by virtue of their rank within the organization.
Human resources managers perform only personnel staffing functions while line managers perform controlling functions.
Human resources managers exert authority throughout the organization by virtue of their professional knowledge.
Human resources managers control a firm's functions by ensuring that line managers are implementing human resources policies and procedures.
Assisting and advising line managers is a human resources manager's primary duty.
Human resources managers may be obligated to oppose the firm's personnel actions.
Human resources managers provide guidance to line managers on what employees to hire.
A company's plan for how it will balance its internal strengths and weaknesses with external opportunities and threats comprise its strategy.
Determining how to maintain a firm's competitive advantage is outside the realm of the human resources function.
Determining the products and services a firm will provide is a function of its competitive strategy.
Managers strengthen their firm's long-term competitive position in the marketplace by means of the business level competitive strategy.
A business attains its competitive goals by identifying its corporate-level strategies.
Local firms do not consider globalization among their opportunities and threats.
Changes in human capital have forced managers to develop new management skills and processes.
Traditional human resources systems often contradict a firm's commitment to achieve diversity.
Global expansion is perhaps the most obvious response to crafting of strategies that balance opportunities and threats with strengths and weaknesses.
Improved competitiveness can reduce a firm's weaknesses.
Improved competitiveness is a direct result of selected organizational changes.
A firm's competitive advantage is a result of human resources efforts to develop the firm's human capital.
Global competitiveness is shifting human resources' role to that of a strategic partner with management.
The notion of employees as competitive advantage has led to the study of strategic Human Resources Management.
Organizational innovation and flexibility develops committed employees who in turn develop strategic goals and objectives.
Delegating authority to subordinates and coordinating the work of subordinates is a function of organizing.
Management's strategic downsizing of its workforce conflicts with human resources' strategy of developing a committed workforce.
Identifying and reducing strategic costs is a function of a firm's value chain analysis.
Strategy formulation utilizes human resources information regarding the company's internal strengths and weaknesses.
Human resources managers may focus more on strategic issues as the result of the intranets evolving into human resources portals.
Employee commitment generates company profits despite adherence to strict human resources policies.
A company's proven human resources practices should be emulated by its competitors to maintain equally high performance levels.