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StrategicHumanResource
Management
1:.
Objectives
•Compareandcontrastthestrategicviewofhuman
resourcemanagementandthetraditionalviewof
humanresourcemanagement.
•Explaintheroleofstrategichumanresource
managementinthestrategicmanagementprocess.
•Givenaparticularstrategy,recommendthe
functionalhumanresourcepracticesthatneedtobe
chosen.
•DescribetheessentialelementsofSHRM
•Explainhowanorganization'sstrategicplanis
integratedwiththemajorhumanresource
managementfunctions.
2:.
HRMRoleChange
•TheHRfunctionhashistoricallybeenreactiveand
subservienttotheotherbusinessfunctions.
•Rolehaschangedrecentlyduetoenvironmental
changeanduncertainty
•Needtomaintainaneffectivealignmentwiththe
environmentwhilemanaginginternal
interdependencies.
3:.
HRMRoleChange
•Increasingly,competitivenessisviewedasbeing
dependentonhumancapitalandthushuman
resources.
•Competitiveadvantageincompaniesisitsworkers--it
iswhatoftendistinguishescompanieswithsimilar
technology.
•HRMhascometobeseenasdirectlyrelatedtothe
abilityofthefirmtocopewithorganizationaland
environmentcontingencies.
•Recently,therehasbeenareorientationtoan
integrative,proactive,andstrategicwayoflookingat
anorganization'semployees.
4:.
HRMRoleChange
•Historically,topmanagementandsubordinateline
managersdelegatedpersonnelmatterstothe
personneldepartment.
•Primaryfunctionsincluded:
–Humanresourceplanning;
–Recruitingstaff
–Jobanalysis
–performancereviewsystems
–Wage,salary,andbenefitsadministration
–Employeetraining
–Personnelrecordkeeping
5:.
CharacteristicsofPastApproach
•HR/Personnelfunctionwasphysicallyand
psychologyseparatedfromtherealworkofthe
organization.
•,
piecemealfashion.
•HR/Personnellackedanintegrative,proactive,and,
aboveall,strategicorientation.
6:.
HRM
(a)Personnel-TheTraditionalView
7:.
CharacteristicsofCurrentApproach
1)ThesystematicintegrationofseparateHRM
functions
2)Humanresourcesarenowviewedfromageneral
managementperspectiveratherfromtheperspective
ofafunctionalareaandmanagementnowshares
responsibilityforHR.
3)TheinclusionofHRconsiderationsindecisions
affectingcorporatestrategiesandstructures.
4)Strategicmanagementandstrategichuman
resourcemanagementintegratetheseparateHRM
functions.
8:.
HRM
(b)HRM--TheStrategicView
9:.
10:.
CompetitiveAdvantage
ThroughHumanResources
Basicthesis:EffectiveutilizationofHRcanassist
organizationsinachievingcompetitiveadvantage.
Competitiveadvantage:
formulatestrategiestoexploitprofitable
opportunities(.,maximizingitsreturnon
investment).
advantage.
11:.
CompetitiveAdvantageThrough
HumanResources
:
.
.
:Compositionofworkforce
:Thefirm’sabilitytomanage
people
theirvariousfunctionsandbeflexibleinrespondingto
theirenvironment.
12:.
StrategicHRM
HRMasacompetitiveadvantageinvolvesstrategichuman
resourcemanagement.
•1)RepresentsanefforttolinkHRMactivitiestoafirm's
businessstrategy.
•2)BasedonagrowingrecognitionforHRmanagersto
assumeabroaderroleintheoverallorganizational
strategy.
•3)RecognitionthattheHRfunctionshouldbe"planned,
organized,andevaluatedonthebasisofitscontributionto
thebusiness."
•4)SHRMisbasedontherecognitionthatHRMactivities
areorganizationalinscope.
13:.
StrategicHRM
•5)RecognitionthatHRMissuesneedtobeconsidered
intheformulationandtheimplementationof
organizationalstrategy.
•6)RecognitionthatHRMpracticewillinfluencethe
organization'sperformance.
•7)TherecognitionofHRattheexecutiveorstrategic
levelinadditiontothefirmandoperationallevels.
•9)Emphasizeslonger-termplanningthroughthe
examinationofasetofenvironmental,publicpolicy,
industrystructureandorganizationalframeworks.
14:.
IntegratingHRinto
StrategicPlanning
•TheStrategicPlanningProcess:UluruEnergy
•Mission,Goals,andValuesStatements
–EnvironmentalThreatsandOpportunities
–OrganizationalStrengthsandWeaknesses
–GoalsandObjectives
–FormulationofStrategies
•HowToStrategicallyIntegrateHRM:SomeIdeas
andExamples
15:.
EssentialElementsofSHRM
another.
-lineimpactofHRand
measuringthatimpact.
16:.
DevelopingPartnership
•Learnaboutthefirm’sbusiness
•Respondtoandbeawareofthefirm’sneeds
anddirection
•ShiftawayfromtraditionalHRMfunctions
•Movetowardsupportive,collaborative
relationshipswithlinemanagers
•DemonstratehowHRiscriticaltobusiness
success
17:.
MeasuringHRM
•CustomerReactions
•HRImpact
•DollarValueofHRPrograms
•BenchmarkingHRPractices
18:.
19:.
Review
•WhyisManagingHumanResourcesSoImportant?
•WhatisStrategicHumanResourceManagement
(SHRM)?
•TransformingHRStaffandStructure
•EnhancingAdministrativeEfficiency
•IntegratingHRintoStrategicPlanning
•FittingHRPracticestoBusinessStrategyandOne
Another
•Partnership
•MeasuringHRM
•IsStrategicHRMReallyWorthAlltheTrouble?
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