Theoretical Foundations


Concept & definition

Strategy & Strategic Planning

Planning & SBU

HR Planning

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 Mission

ENV Analyze SWOT

Obj.

Strategic1 Strategic2 Strategic3 Choose

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 Functions of Strategic Planni
ng

Periodic forward scanning

Analysis based on longer time frame
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Communication about goals and resource allocation

Framework for short-term plan evolution and
integration

Institutionalization of longer-term time horizons
necessary for investments such as in research and
development

Decisional criteria framework for short-term decision
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 International Strategy

Multinational Strategies

Global Strategies

Transnational strategies:Strategic
Alliances

Sustainable Global Competitive
advantage
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 HR Contributions to Strategy

เป็นสว่ นหนึง่ ของกระบวนการ
กำหนดกลยุทธ์

เป็น Driving Force

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 STRATEGY-DRIVEN ROLE
BEHAVIORS AND PRATICES

Competitive strategies require different human
resource practices and different role behaviors

Successful implementation of employee probably
need to be cooperative

Different sets of strategies and role behaviors
different human resource practices and required

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 Ex.innovation strategies

Group-oriented,long-term appraisal
system

generalizes skill development and
board career paths

compensation packages include stock
ownership

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 Ex.quality enhancement strategies

Employment security guarantees

extensive training programs

participate decision making

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 Ex.cost reduction strategies

Performance appraisal systems empha
sizing result in short-term

virtually no training programs

very specialized jobs

narrow and specialized career paths

procedures for continual tracking of wa
ge rates in the labor market
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 STRATEGIC HUMAN RESOURCE
ACTIVITY TYPOLOGY

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 Alan Speaker.senior vice president at synhrgy HR technology
High  Staffing Planning  Performance Enhancement
(pipeline development)  Consulting
 Benefits Planning  Employee Relations
 Retirement Planning  Labor Negotiations
 Compliance  Executive Compensation
 Employee Development
 Management Development
Strategic  Recruitment Interviewing
 IMPORTANT TO EXECUTIVES
Value
 Payroll  Recruitment Information Processing
of Activity  Benefits Administration  Employee Assistance Programs
 Retirement administration
 Employee records
 Relocation Administration
 Recruitment Information Processing
 IMPORTANT TO EMPLOYEES 
Low
Transactional Type of HR Activity Relationship
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FIGURE 4-2 Strategic Typology of Human Resource ActivitiesJump to first page
 CLASSIFYING HUMAN RESOURCE TYPES
External FORTRESS BASEBALL TEAM
HR Strategy: retrenchment HR Strategy: recruitment
Entry: Passive recruitment Entry: recruit and career stages
Development: retention of core talent Development: on-the-job, little formal
Exit: frequent layoffs training
Exit: high turnover, cross employer career
Source of paths
Labor CLUB ACADEMY
HR Strategy: retention HR Strategy: development
Entry: early career Entry: early career
Development: as generalists, show paths Development: extensive training for
Exit: low turnover, retirement specific jobs, elaborate career paths/job
ladders
Exit: low turnover, retirement, dismissal for
poor performance
Internal Assignment
Group Individual
Contribution and Promotion Contribution
12 Criteria
FIGURE 4-3 Strategic Staffing Policies Jump to first page
 NETWORK ORGANIZATIONS A
ND STRATEGY
Ex.

General Motors

Lewis Galoob Toys

Texas Instruments

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 ORGANIZATIONAL LEARNING
Competitive Advantage

Intellectual capital
Organizational Learning
Change in HR Practices

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 Organizational Learning in International
Alliances
Several human resource management practices an
d facilitate organizational learning

Communicating the strategic goals of alliance widely

Forcing the focus of decisions to long-range consequence

Rewarding organizational learning through career progressions

Not allowing the alliance partner to control human resource function

Maintaining some slack in staffing on site
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Providing managers and staff member who have language skills

Making longer alliance assignments

Monitoring the human resource assignments of alliance partner
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 INTERGRATION OF STRATEGY AN
D HUMAN RESOURCE PLANNING

Administrative linkage

One - way linkage

Two - way linkage

Integrative linkage

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 Determinants of Integration

Intense competition

technological change

employee skill

several workforce

level of diversification

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 Benefits of Integrating Human
Resource Planning with Strategic
Planning
Generates more diverse solutions to complex organizational


problem

Ensures consideration of human resources in organizational
goal-setting processes

Ensures consideration of human resources in assessment
of organization's abilities to accomplish goals and
implement strategies

Reciprocal integration prevents strategy formulation
based on personnel rigidities/preferences

Facilitates concurrent consideration of strategic plans and
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 Condition Under Which Integration
May Not Be Appropriate
The five Stages of organizational development are follows:

Initiation

Functional growth

Controlled growth

Functional integration

Strategic integration

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 THE HUMAN RESOURCE MAN
AGER AND STRATEGIC PLAN
NING
Strategic Components of HR Management
Relevant to internal Fit

Management Awareness

Management of the Function

Portfolio of Programs

Personnel Skills

Information Technology

Awareness of the Environment
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 Planning Problem

Many manager do not like to plan

often results in reallocations of resources
that determine power and status

mismatch between the tasks of planning
and individual managers’ skill

lack of top-level executive commitment to
strategic planning process
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 Requirements for Strategic Hum
an Resource managers

Information management skills

Planning skills

Management skills

Integration skills

Change management skills

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 Summary

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