The evolving strategic_role_of_human_resource_management
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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 –