03 Dessler - HRM12e - PPT - 03

Chapter 3
The Manager’s Role

in Strategic Human
Resource Management
Part One | Introduction
Copyright
Copyright ©© 2011
2011 Pearson
Pearson Education,
Education, Inc.
Inc. PowerPoint
PowerPoint Presentation
Presentation by
by Charlie
Charlie Cook
Cook
publishing
publishing as
as Prentice
Prentice Hall
Hall The
The University
University of
of West
West Alabama
Alabama
BAB KE 3
Peran manajer dalam manajemen sumber
daya manusia strategis
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–2

WHERE WE ARE NOW…

LEARNING OUTCOMES
1. Explain why strategic planning is important to all
managers.
2. Outline the basic steps in the management planning
process.
3. List the main contents of a typical business plan.
4. Answer the question, “What should a manager do to set
‘smart’ motivational goals?”
5. Explain with examples each of the seven steps in the
strategic planning process.
6. List with examples the main generic types of corporate
strategies and competitive strategies.

HASIL PEMBELAJARAN
1. Jelaskan mengapa perencanaan strategis penting bagi
semua manajer.
2. Garis besar langkah dasar dalam proses perencanaan
manajemen.
3. Cantumkan isi utama dari sebuah rencana bisnis yang
khas.
4. Menjawab pertanyaan, "apa yang harus seorang
manajer lakukan untuk mengatur ' pintar ' tujuan
motivasi?"
5. Jelaskan dengan contoh masing-masing dari tujuh
langkah dalam proses perencanaan strategis.
6. Daftar dengan contoh jenis generik utama strategi
perusahaan dan strategi kompetitif.
LEARNING OUTCOMES (cont’d)
7. Define strategic human resource management and give
an example of strategic human resource management
in practice.
8. Briefly describe three important strategic human
resource management tools.
9. Explain with examples why metrics are essential for
identifying and creating high-performance human
resource policies and practices.

HASIL PEMBELAJARAN
7. Mendefinisikan manajemen sumber daya manusia
strategis dan memberikan contoh manajemen sumber
daya manusia strategis dalam praktek.
8.Jelaskan secara singkat tiga alat manajemen sumber

daya manusia strategis yang penting.
9.Jelaskan dengan beberapa contoh mengapa metrik

sangat penting untuk mengidentifikasi dan menciptakan
kebijakan dan praktik SDM yang berkinerja tinggi.

Why Strategic Planning Is Important
To All Managers
• The firm’s strategic plan guides much of what is done by
all to accomplish organizational goals.
• Decisions made by managers depend on the goals set at
each organizational level in support of higher level goals.

Mengapa perencanaan strategis penting
untuk semua manajer
• Rencana strategis perusahaan panduan banyak dari apa
yang dilakukan oleh semua untuk mencapai tujuan
organisasi.
• Keputusan yang dibuat oleh Manajer bergantung pada
tujuan yang ditetapkan pada setiap tingkat organisasi
untuk mendukung tujuan tingkat yang lebih tinggi.

FIGURE 3–1 Sample Hierarchy of Goals Diagram for a Company

Fundamentals of Management Planning
The Planning Process
1 Set an objective.
2 Make forecasts and check assumptions.
3 Determine/develop alternative courses of action.
4 Evaluate the alternatives.
5 Implement and evaluate your plan.

FIGURE 3–2 Business Plan Table of Contents

FIGURE 3–3 Acme Consulting Profit and Loss

How Managers Set Objectives:
SMART Goals
S Specific
M Measureable
A Attainable
R Relevant
T Timely

How to Set Motivational Goals
Motivational Goal Setting
Assign Assign Assign Encourage

specific measurable challenging but employee
goals goals doable goals participation

Using Management by Objectives (MBO)
The MBO Process
1 Set overall organizational goals.
2 Set departmental (supporting) goals.
3 Discuss departmental goals with subordinates.
4 Set individual goals and timetables.
5 Give feedback on progress toward goal.

The Strategic Management Process
• Strategy
 A course of action the organization intends to pursue to achieve
its strategic aims.
• Strategic Plan
 How an organization intends to match its internal strengths and
weaknesses with its external opportunities and threats to
maintain a competitive advantage over the long term.
• Strategic Management
 The process of identifying and executing the organization’s
mission by matching its capabilities with the demands of its
environment.
• Leveraging
 Capitalizing on a firm’s unique competitive strength while
underplaying its weaknesses.

Proses manajemen strategis
• Strategi
Sebuah tindakan organisasi bermaksud untuk mengejar untuk
mencapai tujuan strategis.
• Rencana strategis
Bagaimana sebuah organisasi bermaksud untuk mencocokkan
kekuatan internal dan kelemahan dengan peluang eksternal dan
ancaman untuk mempertahankan keunggulan kompetitif dalam
jangka panjang.
• Manajemen strategis
Proses mengidentifikasi dan melaksanakan misi organisasi dengan
mencocokkan kemampuannya dengan tuntutan lingkungannya.
• Memanfaatkan
Memanfaatkan kekuatan kompetitif perusahaan yang unik
sementara underplaying kelemahannya.
3–18
Business Vision and Mission
• Vision
 A general statement of an organization’s intended direction that
evokes emotional feelings in organization members.
• Mission
 Spells out who the firm is, what it does, and where it’s headed.

Visi dan misi bisnis
• Visi
Sebuah pernyataan umum dari arah yang dituju organisasi
yang membangkitkan perasaan emosional dalam
anggota organisasi.
• Misi
Mantra keluar siapa perusahaan itu, apa yang
dilakukannya, dan di mana itu menuju.

FIGURE 3–4 Management Objectives Grid
Company-Wide or Departmental Objective:

Double sales revenue to $16 million in fiscal year 2011

FIGURE 3–5 The Strategic Management Process

FIGURE 3–6 Worksheet for Environmental Scanning

FIGURE 3–7 SWOT Matrix, with Generic Examples

FIGURE 3–8 Type of Strategy at Each Company Level

Types of Corporate Strategies
Corporate Strategy Possibilities
Concentration Diversification Consolidation
Vertical Geographic
integration expansion

Types of Competitive Strategies
Business-Level
Competitive Strategies
Cost leadership Differentiation Focus/Niche

Achieving Strategic Fit
• The “Fit” Point of View (Porter)
 All of the firm’s activities must be tailored to or fit the chosen
strategy such that the firm’s functional strategies support its
corporate and competitive strategies.
• Leveraging (Hamel and Prahalad)
 “Stretch” in leveraging resources—supplementing what you
have and doing more with what you have—can be more
important than just fitting the strategic plan to current resources.

Mencapai Fit strategis
• Sudut pandang "Fit" (Porter)
Semua kegiatan perusahaan harus disesuaikan dengan
atau sesuai dengan strategi yang dipilih sedemikian rupa
sehingga strategi fungsional perusahaan mendukung
strategi korporat dan kompetitif.
• Memanfaatkan (Hamel dan Prahalad)
"Peregangan" dalam memanfaatkan sumber daya-
melengkapi apa yang Anda miliki dan melakukan lebih
banyak dengan apa yang Anda miliki-dapat lebih penting
daripada hanya pas rencana strategis untuk sumber
daya saat ini.

FIGURE 3–9 Southwest Airlines’ Activity System

Departmental Managers’
Strategic Planning Roles
Department Managers
and Strategy Planning
Formulate
Help devise supporting, Execute
the strategic functional/ the strategic
plan departmental plans
strategies

Strategic Human Resource Management
• Strategic Human Resource Management
 The linking of HRM with strategic goals and objectives in order
to improve business performance and develop organizational
cultures that foster innovation and flexibility.
 Involves formulating and executing HR systems—HR policies
and activities—that produce the employee competencies and
behaviors that the company needs to achieve its strategic aims.

Strategic Human Resource Management
• Manajemen SDM strategis
 Penautan HRM dengan tujuan dan tujuan strategis dalam
rangka meningkatkan kinerja bisnis dan mengembangkan
budaya organisasi yang mendorong inovasi dan fleksibilitas.
 Melibatkan perumakan dan melaksanakan sistem SDM —
kebijakan dan kegiatan SDM — yang menghasilkan kompetensi
dan perilaku karyawan yang dibutuhkan perusahaan untuk
mencapai tujuan strategisnya.

FIGURE 3–10 Linking Company-Wide and HR Strategies

FIGURE 3–11 Basic Model of How to Align HR Strategy
and Actions with Business Strategy

Strategic HRM Tools
Strategic HRM Tools
Strategy map HR scorecard Digital dashboard

FIGURE 3–13 Strategy Map for Southwest Airlines

FIGURE 3–14 The Basic HR Scorecard Relationships
HR activities
Emergent employee
behaviors
Strategically relevant
organizational outcomes
Organizational
performance
Achieve strategic goals

Creating an HR Scorecard
The 10-Step HR Scorecard Process
1 Define the business strategy 6 Identify required HR policies and activities
2 Outline value chain activities 7 Create HR Scorecard
3 Outline a strategy map 8 Choose HR Scorecard measures
Summarize Scorecard measures on digital

4 Identify strategically required outcomes 9 dashboard
Identify required workforce competencies and

5 behaviors
10 Monitor, predict, evaluate

FIGURE 3–15 Three Important Strategic HR Tools
Strategy Map HR Scorecard Digital Dashboard
A graphical tool that A process for managing An information

summarizes the chain of employee performance technology tool that
activities that contribute and for aligning all presents the manager
to a company's success, employees with key with desktop graphs and
and so shows employees objectives, by assigning charts, so he or she gets a
the "big picture" of how financial and picture of where the
their performance nonfinancial goals, company has been and
contributes to achieving monitoring and where it's going, in terms
the company's overall assessing performance, of each activity in the
strategic goals. and quickly taking strategy map.
corrective action.

Building A High-Performance Work System
• High-Performance Work System (HPWS)
 A set of human resource management policies and practices
that promote organizational effectiveness.
• High-Performance Human Resource Policies
and Practices
 Emphasize the use of relevant HR metrics.
 Set out the things that HR systems must do to become an
HPWS.
 Foster practices that encourage employee self-management.
 Practice benchmarking to set goals and measure the notable
performance differences required of an HPWS.

Membangun sistem kerja berkinerja tinggi
Kinerja tinggi sistem kerja (HPWS)
•Seperangkat kebijakan manajemen sumber daya manusia
dan praktik yang mempromosikan efektivitas organisasi.
Kebijakan dan praktik SDM yang berkinerja tinggi
•Tekankan penggunaan metrik SDM yang relevan.
•Tetapkan hal yang harus dilakukan sistem HR untuk
menjadi HPWS.
•Memupuk praktik yang mendorong pengelolaan diri
karyawan.
•Praktikkan pembandingan untuk menetapkan tujuan dan
mengukur perbedaan kinerja penting yang diperlukan dari
HPWS.

TABLE 3–1 Comparison of Selected Human Resource Practices in
High-Performance and Low-Performance Companies

KEY TERMS
business plan offshoring

management by objectives (MBO) strategic human resource
strategic plan management
strategy strategy map
strategic management HR Scorecard
vision statement digital dashboard
mission statement high-performance work system
corporate-level strategy human resource metric
competitive strategy value chain
competitive advantage HR audit
functional strategies

FIGURE 3–16 Simple Value Chain for “The Hotel Paris”

FIGURE 3A-1 Simple Value Chain for “The Hotel Paris”

FIGURE 3A-2 Revenue per FTE (by Industry)

FIGURE 3A-3 2007 Target Bonus Percentage for Executives
(Percent of Total Compensation, by Organizational Size)

FIGURE 3A-4 Sample Metrics from SHRM Measurements Library

FIGURE 3A-5 Highlights of SHRM® Customized Benchmarking Service

FIGURE 3A-6 Customized Human Capital Benchmarking Report
for [Your Organization’s Name Here]

FIGURE 3A-7 Customized Human Capital Benchmarking Report
for [Your Organization’s Name Here]

TABLE 3–2 Examples of HR System Activities the Hotel Paris Can
Measure as Related to Each Chapter in This Book

All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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Chapter 3

The Manager’s Role

Part One | Introduction

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–2

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–3

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–4

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–6

8.Jelaskan secara singkat tiga alat manajemen sumber

9.Jelaskan dengan beberapa contoh mengapa metrik

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–7

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–8

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–9

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–10

The Planning Process

2 Make forecasts and check assumptions.

3 Determine/develop alternative courses of action.

4 Evaluate the alternatives.

5 Implement and evaluate your plan.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–11

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–12

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–13

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–14

Motivational Goal Setting

Assign Assign Assign Encourage

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–15

The MBO Process

1 Set overall organizational goals.

2 Set departmental (supporting) goals.

3 Discuss departmental goals with subordinates.

4 Set individual goals and timetables.

5 Give feedback on progress toward goal.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–16

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–17

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–19

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–20

Company-Wide or Departmental Objective:

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–21

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–22

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–23

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–24

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–25

Corporate Strategy Possibilities

Concentration Diversification Consolidation

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–26

Cost leadership Differentiation Focus/Niche

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–27

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–28

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–29

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–30

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–31

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–32

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–33

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–34

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–35

Strategic HRM Tools

Strategy map HR scorecard Digital dashboard

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–36

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–37

Achieve strategic goals

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3–38

The 10-Step HR Scorecard Process

1 Define the business strategy 6 Identify required HR policies and activities

2 Outline value chain activities 7 Create HR Scorecard