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Managing Innovative Strategic HRM: The Balanced Scorecard Performance Management System at ITC Hotels

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Title: Managing Innovative Strategic HRM: The Balanced Scorecard Performance Management System at ITC Hotels Author: Kelly_Chen Last modified by – PowerPoint PPT presentation

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Title: Managing Innovative Strategic HRM: The Balanced Scorecard Performance Management System at ITC Hotels


1
Managing Innovative Strategic HRM The Balanced
Scorecard Performance Management System at ITC
Hotels
  • Bhatnagar, J. Puri, R. and Jha, H. M. South Asian
    Journal of Management, 2004, 11(4), 92-110.

2
Outline(1)
  • Abstract
  • Introduction
  • Innovative strategic HRM Adoption in Indian
    Organizations
  • Integration of Strategy Formulation and
    Implementation Through Innovation Performance
    Management System The Balanced Scorecard
    Approach
  • Research Lacunae Role of HR and Innovation

3
Outline (2)
  • Research Design
  • Research Site
  • The Performance Management Architecture Old vs.
    New
  • An Illustration of the Customized balanced
    Scorecard and Career Review Form
  • Effectiveness of Innovation The Supportive
    Culture
  • Implications Institutionalizing the Changing HR
    Role

4
Abstract
  • This study attempts to explore the use of SHRM,
    as a lever for innovation, specifically through
    the implementation of a balanced scorecard
    approach, as an innovative performance management
    tool.

5
Introduction(1)
  • Four kinds of innovation
  • Product innovation
  • Innovations in Product Technology
  • Production Processes and
  • Work Organization and HRM Practices.
  • Two main patterns of innovation
  • Products and technological systems
  • Job design, work organization and HRM practices

6
Introduction(2)
  • A resource-based view on innovation
  • Organizational innovative capabilities rest in
    the organizing principles and social
    relationships that exist between people.
  • Focus on HR strategies and identify the promotion
    of a creative environment as a key to innovation.
  • Thus, exemplifying that an innovative
    intervention needs, a strategic HRM focus as well
    as a supportive culture.

7
Innovative Strategic HRM Adoption in Indian
Organizations(1)
  • Free market economy
  • Multinational organizations
  • Globalization and internationalization of
    domestic businesses
  • Unbridled imports

8
Innovative Strategic HRM Adoption in Indian
Organizations(2)
  • Concerns
  • Total quality management
  • Incentives to export
  • Demographic changes in the employee profile
  • Retaining and redeployment of workforce
  • Focus on performance appraisal and performance
    based incentive systems
  • rightsizing

9
Innovative Strategic HRM Adoption in Indian
Organizations(3)
  • The typology of managerial innovation has not
    diffused too many developing countries and their
    organizations.
  • Lesser research has been conducted in the filed
    of SHRM and its innovative practices in India.

10
The Balanced Scorecard Approach(1)
  • Quality management
  • Customer retention
  • Research and development
  • Innovation
  • There are not limited to only, measurement-based
    concepts like the balanced scorecard or
    shareholder value, but include concepts like KM
    and e-business.

11
The Balanced Scorecard Approach(2)
  • Human Capital Appraisal
  • People Capability Maturity Model
  • Balanced scorecard
  • Ties business strategy to HR strategy
  • Performance management system serves as the lever
    for change within the organization, besides
    aligning strategy with HRM goals and objectives.

12
Research Lacunae Role of HR and Innovation(1)
  • The change process can take one of three routes
  • The maintenance of current competencies,
  • The recombination of new ones with old ones which
    requires a focus on learning and innovation or
  • The building of completely different ones which
    requires a great deal of experimentation.

13
Research Lacunae Role of HR and Innovation(2)
  • The case study examines the role of HR, and the
    culture that supports this role and the
    implementation of an innovative performance
    management intervention.

14
Research Lacunae Role of HR and Innovation(3)
  • In Ulrichs model (1997)
  • two strategic roles of HR
  • Strategic Partner
  • Change Agent
  • Two tactical roles of HR
  • Administrative Expert
  • Employee Champion

15
Research Design
  • Based on the interaction with 45 multiple
    stakeholder of the organization.
  • The Vice President, HR, also provided insights
    into the system.
  • Secondary data sources and evidence form
    organization.
  • Based on an open-ended interview with 20
    employees, including top, middle and lower
    managerial levels.

16
Research Site
  • ITC Maurya Sheraton is a 27 year old hotel,
    situated at Delhi.
  • It employee 1300 people and is known for its
    leadership position in this sector.

17
The Performance Management Architecture Old vs.
New(1)
  • Fixed package with very little variable component
  • take home earning
  • A balanced scorecard approach customized to the
    needs of the organizaiton

18
The Performance Management Architecture Old vs.
New(2)
  • Phase 1 Planning the measurement
    architecture-the balanced scorecard
  • Customer perspective
  • Financial perspective
  • Internal perspective
  • Employees perspective
  • Social perspective
  • Phase 2 the design issues
  • Phase 3 Implementation and Review

19
An illustration of the customized balanced
scorecard and career review form(1)
  • Customer Perspective
  • Internal Process
  • Financial Perspective
  • Employee Perspective
  • Societal Perspective

20
An illustration of the customized balanced
scorecard and career review form(2)
  • The Career Review Form
  • Career Enhancement
  • Remuneration Scheme through value index
    performance pay scheme (PPS)

21
Effectiveness of Innovation The Supportive
Culture(1)
  • Hard and soft interventions must go together
  • The case has brought forth the innovator role of
    HR along with the top management and line
    functions commitment and learning, that has made
    this performance management intervention
    innovative and successful.

22
Effectiveness of Innovation The Supportive
Culture(2)
  • People Oriented Culture
  • Role Culture
  • Defensive Culture
  • Evolving Cultures

23
Implication Institutionalizing the Changing HR
Role(1)
  • Automating the Balanced Scorecard
  • About half of large US firms have already adopted
    the BSC.
  • BSC requires IT support and numerous software
    vendors
  • Thus it is important that the vendor which
    customizes the automated balanced scorecard to
    the unique needs of ITC, should be selected with
    further reearch.

24
Implication Institutionalizing the Changing HR
Role(2)
  • The role of HR
  • Strategic partner
  • Innovator
  • Enabler
  • Monitor, and
  • Change agent
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