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EXTERNAL CONTEXT

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Source and implement methods for renovation. Evaluate own (HR) work. ORGANISATIONAL CONTEXT ... critical causal thinking (link between HR and business performance) ... – PowerPoint PPT presentation

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Title: EXTERNAL CONTEXT


1
ORGANISATIONAL CONTEXT
EXTERNAL CONTEXT
2
ORGANISATIONAL CONTEXT

ULRICHS (1998) MANDATE FOR HR PROFESSIONALS

3
ORGANISATIONAL CONTEXT
  • STRATEGIC PARTNERSHIP ULRICH (1998)
  • Design and articulate organisational
    architecture
  • Design and implement organisational audit
  • Source and implement methods for renovation
  • Evaluate own (HR) work

4
ORGANISATIONAL CONTEXT
  • VALUE PROPOSITION OF HR
  • Ulrich Brockbank (2005)
  • Worth defined from the receivers point of view
  • What is HR doing to help me achieve my most
    important goals?
  • Outcomes for the receiver, not activities of HR
  • Line of sight to the marketplace

5
ORGANISATIONAL CONTEXT
  • VALUE PROPOSITION OF HR (2)Ulrich Brockbank
    (2005)
  • Competitive advantage unique, not to be
    copied
  • HR practices aligned with external and internal
    stakeholders needs
  • HR strategy that directs staff to acquire
    appropriate competencies
  • Contributing a stakeholder perspective that is
    unique

6
ORGANISATIONAL CONTEXT
  • FIVE ELEMENTS OF HR VALUE PROPOSITION (SUMMARY)
  • External realities (external)
  • Stakeholder realities (external)
  • HR practices (internal)
  • HR resources (internal)
  • HR professionals (internal)

7
ORGANISATIONAL CONTEXT
  • Becker, Huselid Ulrich (2001)
  • HR competencies from University of Michigan
    School of Business 1988-1998 studies
  • knowledge of the business
  • delivery of HR practices
  • management of change
  • personal credibility
  • strategic HR performance management (monitoring
    and evaluation of strategy implementation
    causal logic)
  • National
  • Education training
  • Core labour standards
  • Social protection
  • Income inequality
  • Opportunities to discuss



8
ORGANISATIONAL CONTEXT
  • Ulrich and Brockbank (2005) (4)HR COMPETENCIES
  • Michigan Business School studies.
  • Competencies (do best highest impact )
  • Business knowledge
  • HR delivery
  • HR Technology
  • Personal Credibility
  • Strategic contribution

9
ORGANISATIONAL CONTEXT
  • Ulrich and Brockbank (2005) (4)HR COMPETENCIES
  • Making a strategic contribution consists of the
    following competencies
  • culture management
  • fast change
  • strategic decision making
  • market driven connectivity

10
ORGANISATIONAL CONTEXT
  • Ulrich and Brockbank (2005) (4)HR COMPETENCIES
  • Making a strategic contribution consists of the
    following competencies
  • culture management
  • fast change
  • strategic decision making
  • market driven connectivity

11
ORGANISATIONAL CONTEXT
  • Becker, Huselid and Ulrich (2001)
  • The Strategic HR Performance Competency
  • Implementing strategy by means of performance
    management and measures
  • critical causal thinking (link between HR and
    business performance)
  • understanding the principles of good measurement
    (constructs and appropriate measures)
  • estimating causal relationships (move from
    subjective judgements to causal inferences)
  • communicating HR strategic performance results
    to line managers (how to use these measures to
    supply answers)
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