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The evolving strategic_role_of_human_resource_management
 

The evolving strategic_role_of_human_resource_management

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strategic HRM

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    The evolving strategic_role_of_human_resource_management The evolving strategic_role_of_human_resource_management Presentation Transcript

    • STRATEGIC HRM CHAPTER 4 THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
    • Strategic Human Resource Management
      • Involves development of consistent, aligned collection of practices, programs, & policies to facilitate achievement of strategic objectives
      • Requires abandoning mindset & practices of “personnel management” & focusing on strategic issues rather than operational issues
      • Integration of all HR programs within larger framework, facilitating mission & objectives
      • Writing down strategy facilitates involvement & buy-in of senior executives & other employees
      1 –
    • Exhibit 4-1 Possible Roles Assumed by HR Function 1 –
    • HR Roles in Knowledge-Based Economy
      • Human capital steward
        • Creates an environment & culture in which employees voluntarily contribute skills, ideas, & energy
        • Human capital is not “owned” by organization
      • Knowledge facilitator
        • Procures necessary employee knowledge & skill sets that allow information to be acquired, developed, & disseminated
        • Provides a competitive advantage
        • Must be part of strategically designed employee development plan
      1 –
    • HR Roles in Knowledge-Based Economy
      • Relationship builder
        • Develops structure, work practices, & culture that allow individuals to work together
        • Develops networks that focus on strategic objectives
      • Rapid deployment specialist
        • Creates fluid & adaptable structure & systems
        • Global, knowledge-based economy mandates flexibility & culture that embraces change
      1 –
    • Exhibit 4-4 Lepak & Snell’s Employment Models 1 –
    • Exhibit 4-5 Traditional HR Versus Strategic HR 1 –
    • SHRM Critical Competencies
      • HR’s success as true strategic business partner dependent on five specific competencies:
        • Strategic contribution - development of strategy
        • Business knowledge - understanding nuts & bolts of organization
        • Personal credibility - measurable value demonstrated in programs & policies
        • HR delivery - serving internal customers through effective & efficient programs
        • HR technology - using technology to improve organization’s management of people
      1 –
    • HR Competency Model 1 – Source: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, “Lower Cost, Higher Value: Human Resource Function in Transformation.” Reprinted with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society, 317 Madison Avenue, Suite 1509, New York, NY 10017, Phone: (212) 490-6387, Fax: (212) 682-6851. Figure 1.9 Presentation Slide 1 –4
      • Business Mastery
      • Business acumen
      • Customer orientation
      • External Relations
      • Personal Credibility
      • Trust
      • Personal relationships
      • Lived values
      • Courage
      • HR Mastery
      • Staffing
      • Performance appraisal
      • Rewards system
      • Communication
      • Organization design
      • Change Mastery
      • Interpersonal skills and influence
      • Problem-solving skills
      • Rewards system
      • Innovation and creativity
    • Barriers to Strategic HR
      • Strategic contribution
      • Business knowledge
      • Personal credibility
      • HR delivery
      • HR technology
      1 –
    • Exhibit 4-7 Outcomes of Strategic HR 1 –
    • Exhibit 4-8 Model of Strategic HR Management 1 –
    • Reading 4.3 Organization Culture Questionnaire
      • Topics to be included in questionnaire:
        • How is performance defined, measured & rewarded?
        • How are information & resources allocated & managed?
        • What is operational philosophy of organization with regard to risk-taking, leadership, & concern for overall results?
        • Does organization regard human resources as costs or assets?
      1 –
    • Reading 4.3 Interpreting Results & Formulating Strategies
      • Tendency to try to identify an “ideal” culture
      • Not clear than any one culture will be effective for all organizations
      • Strategy consists of interrelated functional components that must be carefully integrated to form an effective whole:
        • Selection & staffing
        • Organizational & human resource development
        • Rewards
      1 –
    • Reading 4.3 Analyzing Dysfunctional Cultures
      • Which components of culture are misaligned?
      • What priorities should be assigned to bridging gaps between what culture is & what people feel it should be?
      • What resources are needed & how should they be used to change culture?
      • How should change effort be managed & who does what?
      • What role should HR strategy play in signaling, making & reinforcing necessary changes?
      1 –