Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Management USP Fiji


Published on

Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.

MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.

Stuart Gow
Amrish Narayan
Chaminda Wanninayake

Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397

Published in: Business, Technology
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Welcome!

    We’re here today to review the important subject of Strategic Human Resource Management (SHRM)

    More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy...
  • We are Group 5

    Our Team tonight is:

  • We’ll quickly run through the definitions and the roles and activities before answering the most important question of priority in the roles for SHRM
  • Lets start at the beginning with what Strategic HRM actually is before storming into the HR’s Roles and Activities associated with it…
  • Strategic HRM focuses on the linking of all HR activities with overall organisations’ strategic objectives.
    “Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.”
  • Human Resource managers must:

    Focus on developing HR programs that enhance organizational performance
    Involve HR in Big Picture organizational strategic planning from start
    Pro-actively participate in big picture decision making on mergers, acquisitions, and downsizing
    Redesign organizations and the work processes to enhance overall organizational performance
    Measure and document the financial results of all HR activities
  • HR Managers have many many roles to play in an organisation, however the 4 KEY roles are

    Strategic Partner
    Administrative Expert
    Employee Champion
    Change Agent

    Let us run through these roles in a little more detail and discuss.
  • Where the HR Manager has gained a seat at the management table and adds value through direct impact on quantifiable business objectives.

    Every HR decision, plan, or process has to be aligned with the core business strategy.

    The HR Manager needs to quickly develop business acumen, must be able to add value to the organization’s overall strategic objectives by employing a shared mind-set and accountability to key performance indicators.

    To add value, HR must innovate and continue to step outside of traditional roles and proactively seek out opportunities to learn the business.

    To participate and contribute in business discussions, HR business partners must not only ensure smooth systems and processes, but consider the strategic impacts of talent and organization choices.

    It is all about creating and delivering value aligned with the organization’s objectives.

    HR must first be strategic business partners who just happen to manage the most valuable assets of the organization—its human capital.
  • To be an Employee Champion requires the HR Manager to be the employees voice in management decisions

    The HR Manager needs to be on “everyone’s” side

    An approach to be Fair & Principled is needed

    Good employee relationships will help and keep HRM’s finger on the pulse and consider Employee responses to any changes

    It is a tricky balance to achieve, but is critical to the organisation’s health
  • A change agent is a person who acts as a catalyst for change within the organisation

    Start by leading change within the HR Department and Function itself

    Develop new Problem Solving Communication & Influence Skills


    The HR Function must change to be more critical & more strategic

    The HR Manager needs to lead the Organisation’s Cultural Transformation and have a transformational effect on the organizations workplace culture
  • To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…

  • Within these Major Roles there are a large range of activities to be managed
  • HRM involves the acquisition, development, reward and motivation, maintenance and eventual departure of an organisation’s human resources.

    Certain key HRM activities must be undertaken to satisfy these aims: each activity is interrelated and together they represent the core of HRM.
  • Certain key activities must be undertaken to satisfy these aims. Each activity is interrelated and together they represent the core of HRM

    This list is just the tip of the iceberg, but lets run through some of these important Activities
  • Job Analysis
    Within Job analysis two things must be defined:
    The Job Descriptions: for individual
    The Job Specifications

    Possibility of grouping some jobs together to increase efficiency

    Looking to analyse jobs to possibly enhance performance?

    This is the starting Point for planning job efficiency…

    HR Planning or employment planning:

    Organisation attempts to ensure it has the right no of qualified people in the right jobs at the right time.

    Does this by comparing present supply of people with the projected demand for HR.

    Produces decisions to add, reduce or reallocate employees internally.

    It achieves quality human resources, employee and a more effective equal opportunity planning.

  • Employee recruitment
    Decide to fill from within or outside the organisation
    Be attractive to new and prospective employees to obtain a good pool of candidates
    Methods used:
    job posting
    paper ads
    executive search

    Employee selection
    3 Step process
    Initial Screening: Screen the all the applications received
    Review and Ranking: Review the applications, psychological testing, interview, check reference, medical test
    Make the final selection

  • Performance appraisal
    Determine how well employees are doing continuously...
    Communicate the results of appraisals to the employees
    Establish a plan for performance improvement
    Appraisal results used for:
    performance based rewarding
    identifying training and development needs
    placement decisions

    HR development activities
    Focus on acquisition of attitudes, skills & knowledge (ASK!)
    Continuously Develop and Improve
    capacity to adapt

    Industrial Relations:
    Is the relationship between the employee and employer. It deals with the employee attitude and behavior.
    If the policies formed by the HRM is done by open communication and the HR policies are fair and equitable and there is satisfaction with work and life then the reflection of this would create trust, cooperation, commitment and high performance. However if the policies are done by ill communication with unfair and discriminatory policies then obviously the result would be negative as there would be low work and life satisfaction which would lead to conflict, mistrust, low commitment and poor performance.
    Industrial Relations traditionally takes a broader perspective, involving governments, industrial tibunals, employer associations, trade unions, industrial law, awards, terms and conditions of work, grievance producers, dispute settlement, advocacy and collective bargaining.

    Remuneration (or) Compensation:
    Refers to the cash rewards employees receive for working in an organization, such as their base pay, bonuses, incentive payments and allowances.
    This being one of the motivating factors for employees and reinforces their behavior demanded by the organization’s business strategies.

    Research proves that there is a positive relationship between pay systems and organizational performance.

    Managing diversity
    HR Management need to provide a good environment to Integrate multicultural Fiji population
    Within Fiji there are Language challenges, with Fijian, Hindi and various levels of English spoke,
    Also different levels of literacy ie how well they can read any of the languages
    Ensuring clear communications within the company is vital for everyone to understand the overall strategies and aims of the organisation
    As with all South Pacific Isdland Countries there are challenges with Gender Equality and Cultural challenges

    Health and safety programs
    It is everyone’s responsibility to ensure all employees Physical & Mental Safety, & Wellbeing
    HR Management has responsibility to both the organization and employees to lead the way with Health and Safety
    HR Management must provide a Safe environment for all employees
    Within Fiji the Legal requirements are under the Health and Safety at Work Act 1996, and the related Regulations.

  • Career planning

    HR Management have a role to assist employees with their Career planning

    This will benefit both employee and the organisation in developing the employees talents and skills, and retaining the employee

    The HR Manager by assisting the employee to identify: their career goals, new job opportunities, personal improvement

    By doing this HR ensures qualified employees available for all levels of the organisation
  • If one role has to be chosen as the most important role it must be STRATEGIC PARTNER.

  • Strategic partner precedes the other roles as this is at the planning stage, which is crucial to any organisation

    It is where all the HR strategies are aligned with the overall objective of the organization.

    The other HRM roles follow through to help push and achieve the overall objectives
  • We are Group 5

    Our Team tonight is:

  • Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Management USP Fiji

    1. 1. Chapter 1 Chapter Review Questions MBA-423 HRM Group 5 22nd Oct 2013
    2. 2. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
    3. 3. Scope  Define SHRM  Key Roles of HR Manager  Activities of HR Manager  Which is most Important?  References
    4. 4. Define SHRM
    5. 5. SHRM Definition  Link all HR Activities to the Organisation’s Strategic Objectives “Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.” Strategic human resource management : a guide to action, Michael Armstrong, 4th ed.
    6. 6. Basics Of Strategic HRM  HR Programs to enhance overall organizational performance  HR in organisation strategic planning from start  Pro-actively participate in big picture decision making  Redesign organizations and the work processes  Measure financial results of all HR activities
    7. 7. The Multiple Roles of the HR Manager in SHRM
    8. 8. The Multiple Roles 4 key roles for HR managers  Strategic Partner  Administrative Expert  Employee Champion  Change Agent
    9. 9. Strategic Partner  Ability to translate business strategy into action  HRM part of the business team  Know the business: The Bottom-Line  Add value  Measure performance  Provide Professional advise  Make the line managers job easier
    10. 10. Strategic Partner cont.  “A business with HRM involved at strategic level has a competitive advantage”
    11. 11. Administrative Expert  Efficiency of HRM (Cost)  Effective management of HR Activities (Quality)  Re-engineer HR processes using technology and innovation  Create value  Measure HR activity results in terms above
    12. 12. Employee Advocate  Meet the needs of employees  Being fair and principled  Assuring employees their voice is being heard  Assist employees find new resources so that they can perform their jobs better
    13. 13. Agent for change & cultural transformation  Change agent - Catalyst for change  Leading Change (Including in HR)  Problem Solving  Communication  Influencing and convincing skills  Cultural transformation  Culture of excellence  Excellent leadership, planning, processes, people, customer satisfaction, measurement and analysis
    14. 14. Other inter-related roles  Legal Expert  HR functional expert  Talent manager  Organisation ambassador  Board & senior executive resource
    15. 15. What are the main activities of an HR Manager?
    16. 16. Management of Organisation’s HR involves the following aims:  Acquisition  Development  Reward and motivation  Maintenance  Eventual Departure
    17. 17. HRM Activities  Job analysis  Human resource planning or employment planning  Employee recruitment  Employee selection  Performance appraisal  Human resource development activities  Career planning and development activities  Compensation  Industrial relations  Health and safety programs  Managing diversity
    18. 18. HRM Activities Job analysis HR planning or Employment planning  Defines a job:  Job Descriptions  Job Specifications  Grouping jobs?  Enhanced performance?  The Starting Point…  Ensures: qualified people  Compares: present supply of people with projected demand for HR  Produces: decisions  Achieves: quality HR and effective equal opportunity planning.
    19. 19. HRM Activities Employee recruitment Employee selection  Fill from within or outside?  Be attractive to prospective employees  Methods used:  job posting  newspaper ads  Online Media (LinkedIn)  executive search  Screen the applications  Review the applications,  Psychological testing  Interview  References  Medical test  Make the final selection
    20. 20. HRM Activities Performance appraisal HR development activities  Determine performance  Communicate results  Plan for improvement  Use appraisal results for:  performance based rewarding  identifying training & development needs  placement decisions  Focus on A.S.K. :  Attitudes  Skills  knowledge  Continuously Improve  Knowledge  Skills & Capacity to adapt  Change
    21. 21. HRM Activities Industrial Relations Remuneration/Compensation  Employee – employer relationship  Employee attitude & behavior  Good or Bad?  Broader perspective  Employee cash rewards  Motivating factor  +ve relationship
    22. 22. HRM Activities Managing diversity Health and safety programs  Ensure Physical & Mental Safety & Wellbeing  Safe environment  Legal requirements:  HASAW 1996 in Fiji  Integrate multicultural Fiji population  Language challenges  Clear communication vital  Gender and Cultural challenges
    23. 23. HRM Activities Career planning  Benefit both employee and the organisation  Identifying  career goals  job opportunities  personal improvement  Ensure: qualified employees available
    24. 24. Which Role or Activity is most important within the Organisation?
    25. 25. Strategic Partner  Primary SHRM Role: “link the various roles/activities of HRM with the strategic objective of the organization and make it clear”  This means strategic partner is the most important role...
    26. 26. Why Strategic partner?  Strategic partner precedes the other roles  In the planning stage  Crucial to the organisation  Where all HR strategies are aligned with the overall objective of the organization  Other HRM roles follow
    27. 27. References  Course/ Student Study Guide, MBA 423 HRM, Prof. Dr. K C. Patrick Low , (PhD (UniSA) & Chartered Marketer )  Managing Human Resources; 4th edition; Raymond J. Stone (2013); John Wiley & Sons Australia Ltd; Sydney.  Strategic human resource management : a guide to action, Michael Armstrong (2008); 4th edition; Kogan Page Ltd; London
    28. 28. Chapter 1 Major Types of HRM Roles/Activities
    29. 29. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919