Session Extracts

HRM
The policies and practices
involved in carrying out the
“people” or human resource
aspect of a management
position.
Dessler, 2003

1
 Acquisition
 Development
 Motivation
 Maintenance
 Separation

Source : Gupta (1996)

Acquisition Development Motivation Maintenance

 HR Planning • Training & • Rewards • Compensati-on
 Recruitment
Development • Participation • Benefits &
• Performance • Job Enrichment Services
 Selection &
Placement
Appraisal • Cross-functional• Safety & Health
• Organization programmes Care
 Socialization Development • Labour Relations

Source : Gupta (1996)

2
 •Line Manager’s HR
Line Responsibilities

•HR Manager’s HR
HR Responsibilities

• Directing activities of the HR

Line team

• Ensuring that line managers are

Coordinative implementing HR practices

• Assisting and advising line

Staff manager

3
HR – Three
Strategic
Main Phases
Human Human
Personnel Resource Resource
Management Management Management
•HRM is sub- •Mindset at
• Independent
system of total corporate level
function
system •Competencies
• Responds to
•Organic – all parts lead to competitive
demands of other
are inter-related advantage
functions
•All managers are People are
People are HR managers
motivated by
motivated by People are the use of
salary motivated by their
challenge & individual
opportunity power

Strategic HRM

External
Factors
Strategic Organizati
HRM onal Goals

Internal
Factors

4
 SHRM
Linking of Human Resource
Management with strategic goals
and objectives in order to
improve business performance
and develop organisational
cultures that foster innovation
and flexibility.
Dessler, 2003

Demonstrable characteristics of
a person, including knowledge,
skills and behaviours, that
enable performance.
Dessler (2008)

5
Components of a Competency

relationships
knowledge skills
tacit
explicit
inter-
attitudes
personal
technical
systemic self-mastery,
logic aptitude
socialization
conceptual

affect behaviour left brain-

feeling action right brain
cognition

thinking

My Role-related Competencies

relationships
knowledge skills
tacit
explicit
inter-
attitudes
personal
technical
systemic self-mastery,
logic aptitude
socialization
conceptual

affect behaviour left brain-

feeling action right brain
cognition

thinking

6
 Talent =
Competence x
Commitment x
Contribution
Ulrich, 2009

 Buy
 Build
 Borrow
 Bounce
 Bind
 Boost

7
 Expanding the pool
Increasing the hit rate
Promoting the
Orienting new employees
right people
Buy

Boost Build

Assessing the needs

Keeping great Managing Offering training &
people Talent development

Bind Borrow

Forming alliances
Involuntary Bounce Engaging
outplacement consultants
Performance-based Outsourcing
outplacement Ulrich & Brockbank, 2005

Enhanced HR Competency Model

Business
Knowledge

Personal Strategic
HR Delivery
Credibility Contribution

HR Technology

Source: Ulrich and Brockbank (2005: 222)

8
 High

Tacit Knowledge
Opportunity Strategic

Level of Presence of
Personal Factors
Conceptual Skills Deficit Involvement
Strategic
Business Awareness
Orientation of
Operational Competency HR Manager
Societal Responsiveness Involvement Deficit

Low
Low High
Level of Presence of
Organizational Factors

Leader’s Recognition of HR

Conducive Organizational

Performance Orientation
Environment
Source: Dharmasiri (2007)

Explicitly linking HRM with

strategic management processes
of the organization and to
emphasize coordination and
congruence among the various
human resource management
practices.
Schuler & Jackson (1987)

9
 Cost Leadership

To gain a competitive advantage through

lower costs
Diferentiation

To create a distinctive, unique product/service

Focus

To concentrate on a segment of the market

with low priced or highly distinctive product

Cost Focus Differentiation

Leadership

Creativity vs
Conformance
Skill Depth vs
Breadth
Quality vs
Quantity
Orientation
Control vs
Commitment
Task vs
People
Emphasis

10
Strategic Integration Questionnaire

11