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2 Introduction To Strategic HRM
2 Introduction To Strategic HRM
Introduction to Strategic HR
HR professionals need to know their organizations business thoroughly not only in terms of people but also in terms of economic ,financial,environmental and technological forces affecting it
HR system need re-engineering Once performance standards fixed for HR professional need for evaluation,audited and benchmarked for constant improvement
What is HR strategy?
What factors determine whether an organization adopts a strategic approach to HRM? Is there a relationship between the characteristic of the organization and the adoption of a particular strategic human resource management(SHRM)approach? Does an organization achieve competitive advantage by linking HR strategy with business strategy?
Contd of HRM
PERFORMANCE: the existence of an organisation is primarily dependent on its ability to create vale and continously increase the rate of return on investment
The two pillars supporting the performance of an organisation are PEOPLE AND IT(technology) The integration of these two factors plays the pivotal role in improving the performance of an organization at both individual and organizational levels IT helps in documenting the knowledge pool in the organisation and making it available to the employees through intranet etc Management of knowledge workers is different from that of conventional employees-intelligence and maturity higher and they expect greater levels of flexibility and freedom in their work area in the case of knowledge workers
Hard HRM
The 'hard' approach rooted in the manpower planning approach is concerned with aligning human resource strategy with business strategy
Soft HRM
The 'soft' approach is rooted in the human relations school, with concern for workers' outcomes and encourages commitment to the organisation by focussing on workers' concerns.
Technology
Contd of HRM
Personnel policies and principles Policies are plans of action Organisations need to evolve HR policies as they ensure consistency and uniformity in treating people They help motivate and build loyalty Policies become benchmarks to compare and evaluate performance -policy on terms of hiring people -policy with regard to medical assistance -policy regarding housing allowance etc -policy regarding training and development -policy regarding IR-trade union recognition/CB/grievance/Participative Mgmt/communication
Principles
If policies is a guide for managerial decisions and actions Principle is the fundamental truth establishment by research /investigation and analysis Many principles have been established through practice/experience and observation Principles are universal truths generally applicable to all organisations Policies on the other hand vary from organisations to organisations Principles guide managers in formulating policies programmes procedures and practices Come handy in solving any vexing problem Some principles are: Principle of individual development-equal opportunity for development Principle of scientific selection Principle of free flow of communication etc
HRM Models
To understand the theoretical perspectives on HRM we have to know the models Four major models have identified and all these serve as many purposes 1.They provide an analytical framework for studying HRM(situational factors /stakeholders/strategic choice levels/competence) 2.They legitamise certain HRM practices: a key issue here being the distinctiveness of HRM practices(it is not the presence of selection or training but a distinctive approach to selection or training) 3.They provide a characteristics of HRM that establishes variables and relationship to be researched
4. Serve as heuristic device-something to help us discover and understand the world for explaining the nature and significance of key HR practices
HRM Models
The four models are: 1. The Fombrun 2.The Harvard 3.The guest 4. The Warwick
Selection
Appraisal
Organisational effectiveness
Rewards
Guest
Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance.
Guest
Warwick
Extends the Harvard framework. Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.
Warwick
participating in the strategizing sessions of business policy Preparing the HR strategies in coordination with the corporate strategies Implementing the various HR policies and practices including HR planning, recruitment and induction compensation structuring, career planning, competence mapping, performance management
3.human capital resources the skills ,knowledge , judgement and intelligence of the organizations employee