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STRATEGIC HUMAN RESOURCE MANAGEMENT

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STRATEGIC HUMAN RESOURCE MANAGEMENT DISCUSSION What is meant by the term Strategic Human Resource Management and how has it been used to study the employment ... – PowerPoint PPT presentation

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Title: STRATEGIC HUMAN RESOURCE MANAGEMENT


1
STRATEGIC HUMAN RESOURCE MANAGEMENT
2
DISCUSSION
What is meant by the term Strategic Human
Resource Management and how has it been used to
study the employment relationship?
3
HUMAN RESOURCE MANAGEMENT
human resource management (alternatively,
employee relations or labor management)
includes the firms work systems and its models
of employment. It embraces both individual and
collective aspects of people management. It is
not restricted to any one style or ideology. It
engages the energies of both line and specialist
managers and typically entails a blend of
messages for a variety of workforce groups.
Purcell Boxall (2003) P. 24
4
HUMAN RESOURCE MANAGEMENT
  • HRM as a subject of study assumes that the
    interests of employees and employers will
    coincide and is preoccupied with the shared goal
    of organizational effectiveness that marginalizes
    the interests of other stakeholders such as
    employees. HRM is also predominantly focused on
    the individual and seeks solutions to HR problems
    within the firm, with an analytical focus on the
    motivations and aspirations of individual
    employees.
  • Bach (2005) P. 4

5
STRATEGY
The determination of the basic long-term goals
and objectives of an enterprise and the adoption
of courses of action and the allocation of
resources necessary for carrying out these
goals. Alfred Chandler, Strategy and Structure,
(MIT Press, 1962), P. 13
6
STRATEGY
  • At the core, its is the debate between best fit
    and best practice
  • Used for gaining a competitive advantage
  • Innovation
  • Offer something new different from competitors
  • Quality Enhancement
  • Products and services
  • Cost Reduction
  • Attempt to be the lowest cost provider
  • Optimal strategy depends on the wants and nature
    of competitors

7
TYPES OF STRATEGY
  • Business
  • Examines correspondence between each firms
    competitive strategy and its system of high
    performance work practices
  • Operations
  • An internal approach connected to the work
    organization inside a firm
  • Resource View
  • Views human resources as sources of sustained
    competitive advantage

8
STRATEGIC HRM
  • (S)trategic HRM is about how the employment
    relationships for all employees can be managed in
    such a way as to contribute optimally to the
    organizations goal achievement. Legge (2005) P.
    223

9
HR PRACTICES LINKED WITH COMPETITIVE STRATEGY
  • Recruitment
  • Training
  • Career Path
  • Promotions
  • Socialization
  • Openness

10
HIGH PERFORMANCE PRACTICES
  • Features
  • Comprehensive selection/recruitment procedures
  • Incentive compensation
  • Extensive employee involvement/training
  • Expected Results
  • Improve knowledge, skills, and abilities of
    employees
  • Increase motivation
  • Reduce shirking
  • Enhance retention of quality employees (reduce
    tenure of non-performers)

Huselid (1995) P. 635
11
HIGH COMMITMENT PRACTICES
  • Unique to the High-Performance Paradigm
  • Sophisticated selection and training
  • Emphasis on values, human relations skills, and
    knowledge skills
  • Behavior-based appraisal
  • Single status policies
  • Contingent pay systems
  • Traditional Personnel Practices
  • Job security
  • Above market pay and benefits
  • Grievance systems

Godard (2004) P. 351
12
CONCLUSION
Model of the Basic Strategic HRM Components
EMPLOYEE RELATIONSHIP BEHAVIORS Psychological
Contracts, Citizenship, Discretion
HUMAN CAPITAL POOL Knowledge, Skill, Ability
PEOPLE MANAGING PRACTICES Staffing, Training,
Rewards, Appraisal, Work Design, Participation,
Recognition, Communication
Wright, P. Dunford, B. and Snell, S. (2001) Human
Resources and the Resource Based View of the
Firm, Journal of Management, 276
13
CONCLUSION
  • Effectiveness can be increased by systematically
    melding human resource practices with the
    selected competitive strategy
  • The success or failure of a firm is not likely to
    turn entirely on its strategic human resource
    management practices, but these practices are
    likely to be critical
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