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Strategic Human Resource Management. Overall Goal of Strategic Management for an Organization. Deploy & allocate resources ==> competitive advantage. What is Strategic Management?. analyze competitive situation develop strategic goals devise plan of action allocate resources

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overall goal of strategic management for an organization
Overall Goal of Strategic Management for an Organization
  • Deploy & allocate resources ==> competitive advantage
what is strategic management
What is Strategic Management?
  • analyze competitive situation
  • develop strategic goals
  • devise plan of action
  • allocate resources
  • implement plan
  • evaluate results
slide5

Strategy Implementation

Strategy Formulation

HR Practices

Recruiting

Training

Performance Management

Job Analysis

Job Design

Selection

Development

Pay Structure

Incentives

Benefits

Labor Relations

Employee Relations

Mission

Goals

SWOT

Strategic Choice

Firm Performance

Productivity

Quality

Productivity

Human Resource Capability

Skills

Abilities

Knowledge

Human Resource Actions

Behaviors

Results (Productivity, Absenteeism, Turnover)

Human Resource Needs

Skills

Behaviors

Culture

Strategy Evaluation

Emergent Strategies

slide6

Strategy Implementation

Strategy Formulation

HR Practices

Recruiting

Training

Performance Management

Job Analysis

Job Design

Selection

Development

Pay Structure

Incentives

Benefits

Labor Relations

Employee Relations

Mission

Goals

SWOT

Strategic Choice

Firm Performance

Productivity

Quality

Productivity

Human Resource Capability

Skills

Abilities

Knowledge

Human Resource Actions

Behaviors

Results (Productivity, Absenteeism, Turnover)

Human Resource Needs

Skills

Behaviors

Culture

Strategy Evaluation

Emergent Strategies

strategy formulation
Strategy Formulation
  • Mission
  • Goals
  • External analysis
  • Internal analysis
  • Strategic choice
s w o t
S W O T
  • Internal Strengths
  • Internal Weaknesses
  • External Opportunities
  • External Threats
types of strategies
Types of Strategies
  • Corporate
  • Business
  • Functional
corporate strategies
Corporate Strategies
  • Grand
    • Growth
    • Retrenchment/turnaround
    • Stability
  • Diversification
    • Related
    • Unrelated
business strategies
Business Strategies
  • Adaptation Model
    • Defender
    • Prospector
    • Analyzer
    • Reactor
  • Competitive Strategies
    • Differentiation
    • Cost Leadership
    • Focus
strategic human resource management1
Strategic Human Resource Management
  • Definition:
  • The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.
factors influencing functional strategies
Factors Influencing Functional Strategies
  • Organizational Design
    • U-form, H-form, M-form, Flat
  • Corporate Culture
  • Technology
  • Workforce Composition
    • Diversity, Labor Trends, Unionization
slide14

Strategy Implementation

Strategy Formulation

HR Practices

Recruiting

Training

Performance Management

Job Analysis

Job Design

Selection

Development

Pay Structure

Incentives

Benefits

Labor Relations

Employee Relations

Mission

Goals

SWOT

Strategic Choice

Firm Performance

Productivity

Quality

Productivity

Human Resource Capability

Skills

Abilities

Knowledge

Human Resource Actions

Behaviors

Results (Productivity, Absenteeism, Turnover)

Human Resource Needs

Skills

Behaviors

Culture

Strategy Evaluation

Emergent Strategies

hr practices options for fit with strategy
HR Practices: Options for Fit with Strategy
  • Job Analysis & Design
  • Recruitment & Selection
  • Training & Development
  • Performance Appraisal
  • Pay Systems
  • Labor & Employee Relations
slide16

Job Analysis/Design

Few tasks – Many tasks

Simple tasks – Complex tasks

Few skills required – Many skills required

Specific job descriptions – General job descriptions

Recruitment/Selection

External sources – Internal sources

Limited socialization – Extensive socialization

Assessment of specific skills – Assessment of general skills

Narrow career paths – Broad career paths

slide17

Training and Development

Focus on current job skills – Focus on future job skills

Individual orientation – Group orientation

Train few employees – Train all employees

Spontaneous, unplanned – Planned, systematic

Performance Management

Behavioral criteria – Results criteria

Developmental orientation – Administrative orientation

Short-term criteria – Long-term criteria

Individual orientation – Group orientation

slide18

Pay Structure/Incentives/Benefits

Pay weighted on salary/benefits – pay weighted on incentives

Short-term incentives – Long-term incentives

Emphasis on internal equity – Emphasis on external equity

Individual incentives – Group incentives

Labor/Employee Relations

Collective bargaining – Individual bargaining

Top-down decision making – Participation in decision making

Formal due process -- No due process

View employees as expense – View employees as assets

slide19

Strategy Implementation

Strategy Formulation

HR Practices

Recruiting

Training

Performance Management

Job Analysis

Job Design

Selection

Development

Pay Structure

Incentives

Benefits

Labor Relations

Employee Relations

Mission

Goals

SWOT

Strategic Choice

Firm Performance

Productivity

Quality

Productivity

Human Resource Capability

Skills

Abilities

Knowledge

Human Resource Actions

Behaviors

Results (Productivity, Absenteeism, Turnover)

Human Resource Needs

Skills

Behaviors

Culture

Strategy Evaluation

Emergent Strategies

business strategies1
Business Strategies
  • Adaptation Model
    • Defender
    • Prospector
    • Analyzer
    • Reactor
  • Competitive Strategies
    • Differentiation
    • Cost Leadership
    • Focus
slide21

Strategy Implementation

Strategy Formulation

HR Practices

Recruiting

Training

Performance Management

Job Analysis

Job Design

Selection

Development

Pay Structure

Incentives

Benefits

Labor Relations

Employee Relations

Mission

Goals

SWOT

Strategic Choice

Firm Performance

Productivity

Quality

Productivity

Human Resource Capability

Skills

Abilities

Knowledge

Human Resource Actions

Behaviors

Results (Productivity, Absenteeism, Turnover)

Human Resource Needs

Skills

Behaviors

Culture

Strategy Evaluation

Emergent Strategies

a word of caution
A Word of Caution
  • The terms “strategy” and “planning” may be applied to EVERY function in a generic way … meaning that you will have a strategy and make a plan for each activity (like training, recruiting, etc.)
a word of caution con d
A Word of Caution, con’d
  • For the purposes of your maps, use “strategy” and “planning” as HR FUNCTIONS
    • Strategy=“corporate strategy” -- the relationship of the company’s strategy to HR activities
    • Planning=The supply and demand of employees
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