PERENCANAAN & PENGEMBANGAN SDM

PERTEMUAN KE-2  OVERVIEW STRATEGIC HRM  THEORETICAL PERSPECTIVES

1 Maret 2011

Universitas Andalas – Padang Fakultas Kedokteran – Program Study Psikologi

The Activities of Human Resource Management .

People are essential in realising high performance aspirations.Why do employees play important role? People drive the organizational system. Investing in people produces future returns. People are key to organizational success or failure. Organizations that manage people well also succeed economically.       Hiring and retaining talented people are essential for competitiveness in the 21st century. .

objectives and strategies.What is Strategic Human Resource Management?  Human resource management   Involves attracting. developing and maintaining a talented and energetic workforce to support the organization’s mission. Is a strategic process. .

What is Strategic Human Resource Management? Strategic human resource management  Applies the HRM process to ensure the effective accomplishment of organizational mission and strategies. .

What is Strategic Human Resource Management? Human Resource Planning  The process of analyzing staffing needs and planning how to satisfy these needs in a way that best serves organizational mission. . objectives and strategies.

Review organizational mission. 4. Review HR objectives and strategies. 5. Develop and implement HR plans.What is Strategic Human Resource Management? Steps in the HR planning process 1. Forecast HR needs. Assess current human resources. 2. objectives & strategies. 3. .

performance appraisal.What is Strategic Human Resource Management? Human resource management process 1. How do organizations develop a quality workforce?  Employee orientation. and compensation and benefits. recruitment and selection 2. training and development. How do organizations attract a quality workforce?  Human resource planning. . and career planning and development 3. How do organizations maintain a quality workforce?  Management of employee retention and turnover.

 Loosely. access to raw materials  Human: training. judgment. knowledge  Organizational: Culture. decision-making skills. coordinating systems. experience. location. informal relationships .Organizational Strategy & Human Resource Sustainable Competitive Advantage  An asset is anything the firm owns or controls. intelligence. relationships. “Asset” is to Accounting as “Resource” is to Management. formal reporting structures. control systems.  Types of assets:  Physical: plant equipment.

All firms have capabilities.g. a firm pursuing a differentiation strategy would focus on new product development. A firm focusing on a low cost strategy would focus on improving manufacturing process efficiency. However. pilot testing.  For example.   . process debugging. etc. new product launch in production.Organizational Strategy & Human Resource Sustainable Competitive Advantage  A capability is usually considered a “bundle” of assets or resources to perform a business process (which is composed of individual activities)  E. The product development process involves conceptualization. The firm’s most important capabilities are called competencies. a firm will usually focus on certain capabilities consistent with its strategy. product design.

to a company’s strategy. not peripheral.  . and profitability. A distinctive competence is a competitively valuable capability that a company performs better than its rivals.Organizational Strategy & Human Resource Sustainable Competitive Advantage   A competency is an internal capability that a company performs better than other internal capabilities. competitiveness. A core competency is a well-performed internal capability that is central.

Organizational Strategy & Human Resource HR as a Core & Distinctive Competency  a unique capability in the organization that creates high value and that differentiates the organization from its competitors.  There has been growing recognition that human resources contribute to sustaining a competitive advantage for organizations. .

. The fundamental principle of the RBV is that the basis for a competitive advantage of an organization lies primarily in the application of the bundle of valuable resources at the organization's disposal.Resource-Based Organizational Strategies The Resource-Based View (RBV) is a strategic management tool used to determine the strategic resources available to an organization.

In-imitable – If a valuable resource is controlled by only one Non-substitutable – Even if a resource is rare. Rare – To be of value. by either outperforming its competitors or reduce its own weaknesses. an equally important aspect is lack of substitutability. value-creating and imperfectly imitable. Valuable – A resource must enable an organization to employ a value-creating strategy. . potentially organization it could be a source of a competitive advantage.Resource-Based Organizational Strategies There are four factors that are important to organizational strategic accomplishments. a resource must be rare by definition.