Professional Documents
Culture Documents
Strategic Human Resource Management
Strategic Human Resource Management
RESOURCE MANAGEMENT
DISCUSSION
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
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
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
STRATEGY
At the core, its is the debate between best fit and best
practice
Used for gaining a competitive advantage
Innovation
Quality Enhancement
Cost Reduction
TYPES OF STRATEGY
Business
Operations
Resource View
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
HIGH PERFORMANCE
PRACTICES
Features
Expected Results
HIGH COMMITMENT
PRACTICES
Unique to the High-Performance Paradigm
Behavior-based appraisal
Single status policies
Contingent pay systems
Job security
Above market pay and benefits
Grievance systems
Godard (2004) P. 351
CONCLUSION
Model of the Basic Strategic HRM Components
HUMAN CAPITAL POOL:
Knowledge, Skill, Ability
Wright, P. Dunford, B. and Snell, S. (2001) Human Resources and the Resource Based View of the Firm, Journal of Management, 27:6
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