This document discusses strategic human resource management (SHRM) in small and medium enterprises (SMEs). It outlines factors that enable operating excellence for SMEs, including strong management teams, talent recruitment and retention, enabling strategies, supportive culture, and rewards/incentives. SHRM approaches may differ depending on industry maturity levels - innovative practices are important in growth industries while technical HR is sufficient in mature industries. Institutionalizing SHRM builds core competencies and capabilities, allowing SMEs to better serve corporate partners. Management commitment is also key to SHRM success in SMEs.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
This document discusses the challenges facing HRM in a changing environment. It identifies three levels of challenges: environmental, organizational, and individual. Environmental challenges include rapid change, workforce diversity, globalization, legislation, technology, evolving work/family roles, and skill shortages. Organizational challenges involve issues like competitive positioning, decentralization, downsizing, and restructuring. Individual challenges relate to matching people to organizations, ethics, productivity, empowerment, brain drain, and job insecurity. Effective HRM strategies are needed to help organizations adapt and respond to these challenges.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Strategic human resource management and strategic management processVARUN SHARMA
This document discusses strategic human resource management and the strategic management process. It defines strategic human resource management as organizational systems designed to achieve competitive advantage through people. The strategic management process focuses on developing organizational strategies and involves environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning monitors internal/external factors. Strategy formulation develops long-term plans. Implementation executes selected strategies. Evaluation assesses performance and controls the process. The document provides details on each step and importance/limitations of strategic management.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Human resource management (HRM) involves developing and implementing policies and practices to manage people in an organization. The goal of HRM is to support organizational strategies and goals while meeting the needs of both the organization and its employees. HRM functions include recruitment, compensation, development, and administration of employees. Over time, the role of HR has evolved from an administrative expert to a strategic partner and change agent within organizations. In Nepal, many companies now have HR departments, though HR is still viewed more as a cost than an investment in some cases. HR professionals work to align HR with organizational goals, provide tools for operations, discover new methods, and manage all aspects of the employee life cycle. Globalization, technology, flexibility, and
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Ergonomics is concerned with understanding interactions between humans and other elements of systems. It aims to optimize human well-being and overall system performance through applying principles to design. Flexible working refers to working schedules that vary from normal fixed patterns, allowing changes to hours, place of work, etc. Flexible arrangements like flextime, compressed weeks, job sharing and telecommuting can benefit both employees and employers by improving work-life balance, recruitment/retention, and reducing costs. Eastman Kodak implemented various flexible policies for its 70,000+ global workforce to meet desires for work-life balance while maintaining business needs.
This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
This document discusses the challenges facing HRM in a changing environment. It identifies three levels of challenges: environmental, organizational, and individual. Environmental challenges include rapid change, workforce diversity, globalization, legislation, technology, evolving work/family roles, and skill shortages. Organizational challenges involve issues like competitive positioning, decentralization, downsizing, and restructuring. Individual challenges relate to matching people to organizations, ethics, productivity, empowerment, brain drain, and job insecurity. Effective HRM strategies are needed to help organizations adapt and respond to these challenges.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Strategic human resource management and strategic management processVARUN SHARMA
This document discusses strategic human resource management and the strategic management process. It defines strategic human resource management as organizational systems designed to achieve competitive advantage through people. The strategic management process focuses on developing organizational strategies and involves environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning monitors internal/external factors. Strategy formulation develops long-term plans. Implementation executes selected strategies. Evaluation assesses performance and controls the process. The document provides details on each step and importance/limitations of strategic management.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Human resource management (HRM) involves developing and implementing policies and practices to manage people in an organization. The goal of HRM is to support organizational strategies and goals while meeting the needs of both the organization and its employees. HRM functions include recruitment, compensation, development, and administration of employees. Over time, the role of HR has evolved from an administrative expert to a strategic partner and change agent within organizations. In Nepal, many companies now have HR departments, though HR is still viewed more as a cost than an investment in some cases. HR professionals work to align HR with organizational goals, provide tools for operations, discover new methods, and manage all aspects of the employee life cycle. Globalization, technology, flexibility, and
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Ergonomics is concerned with understanding interactions between humans and other elements of systems. It aims to optimize human well-being and overall system performance through applying principles to design. Flexible working refers to working schedules that vary from normal fixed patterns, allowing changes to hours, place of work, etc. Flexible arrangements like flextime, compressed weeks, job sharing and telecommuting can benefit both employees and employers by improving work-life balance, recruitment/retention, and reducing costs. Eastman Kodak implemented various flexible policies for its 70,000+ global workforce to meet desires for work-life balance while maintaining business needs.
This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.
This document discusses the labour market context of human resource management. It defines internal and external labour markets and how changing conditions are impacting HRM practices. Labour market supply and demand are shaped by various economic, social, and policy factors. The economy has shifted to becoming more service-oriented and knowledge-intensive. Organizations have responded by increasing flexibility through practices like outsourcing, temporary workers, and multi-skilling. However, flexible working arrangements can have mixed impacts, benefiting some groups more than others.
The document discusses workplace flexibility and its benefits for both employees and employers. It defines flexibility as changes made to when, where, and how employees work. Implementing flexibility effectively can create benefits like increased productivity, satisfaction, and staff retention. Both employees and employers need flexibility - it improves work-life balance and health for employees while helping attract and retain valuable talent for employers. However, flexibility may not be suitable for all jobs or people.
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
The document describes the flexibility method for analyzing statically indeterminate beams. It discusses:
- James Clerk Maxwell published the first treatment of the flexibility method in 1864, which was later extended by Otto Mohr.
- The method introduces compatibility equations involving displacements at redundant forces to provide additional equations for solving statically indeterminate structures.
- For a two-span beam example, the redundant reaction at the middle support is chosen, compatibility equations are written, and the flexibility matrix method is demonstrated to solve for redundant forces.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
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.
http://www.usp.ac.fj/index.php?id=mba423
Students:
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
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
The document discusses strategic human resource management. It defines SHRM as linking human resource management with strategic business goals to improve performance and develop organizational cultures that foster innovation. The document outlines HR's strategic challenges in supporting productivity, expanding employee roles, and designing strategic plans. It compares SHRM to traditional HRM and discusses features of SHRM like its focus on long-term goals and interrelation with business strategies. Models for SHRM include control-based, resource-based, and integrative approaches. Strategic tools discussed include strategic maps, HR scorecards, and digital dashboards.
Hr strategies-Linda Susan Joseph MACFAST THIRUVALLAcrizzannne
Human resource strategy involves aligning HR goals with organizational goals. It consists of principles for managing the workforce through policies and practices covering areas like recruitment, compensation, performance management, and training. An effective HR strategy benefits both the company and employees. It improves productivity, motivation, and the bottom line while allowing employees to develop their potential. Developing the right strategy requires analyzing industry trends, competitive advantages, key processes, and people.
This document discusses strategic human resource management and developing an HR strategy. It begins with explaining how to conduct an environmental analysis and customize an HR strategy. It also discusses evaluating methods to gain stakeholder commitment and incorporating ethics. The document then covers monitoring HR practices, measuring HR strategy effectiveness, and identifying strengths/weaknesses in a firm's human capital. It provides examples of assessing competitive risks/opportunities in HRM and HR management processes. The document outlines constructing an HR strategy through environmental analysis and identifying gaps. It also discusses alternative HR strategies for different organizational contingencies.
Strategic HRM Alignment Business and HR ExcellenceSeta Wicaksana
Strategic human resource management (SHRM) aims to align human resource strategies and practices with the overall business strategy. It involves analyzing the external environment, assessing the internal human resource strengths and weaknesses, and developing HR strategies to support the organizational goals and strategies. Effective SHRM requires integrating HR into strategic planning, formulating supportive HR strategies, implementing those strategies, and providing feedback to evaluate their impact. This allows HR to contribute to organizational performance by ensuring the availability of an efficient workforce, providing necessary training and skills development, and fostering employee commitment and motivation.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
This document discusses the role of human resource management in implementing organizational strategy. It defines strategic management and strategic human resource management. It outlines the strategic management process, including strategy formulation and implementation. It describes how HR practices like recruiting, training, and performance management can develop employee skills and behaviors to support the organization's strategic goals. The document also discusses different levels of integration between HR and strategic planning and the types of employees and HR needs for different strategic approaches like cost leadership and differentiation.
This document provides an overview of key concepts in human resource management (HRM). It discusses the primary functions of management, the importance of HRM to organizations, and how external factors influence HRM. The four basic HRM functions of staffing, training and development, motivation, and maintenance are also summarized. The document then explains how these HRM functions are translated into practice through employment specialists, training and development professionals, compensation and benefits experts, and employee relations representatives. It concludes by discussing the strategic value of HRM and its role in ethics and global operations.
This document provides an overview of strategic human resource management. It defines strategic HRM as integrating HR strategies with business strategy to achieve organizational goals through people. The document outlines several approaches to strategic HRM, including resource-based, strategic fit, high-performance management, and best-fit. It also presents a linear model of strategic HRM involving HR strategy, HR policies, implementation, and evaluation.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
Human resource management that focuses on developing employee skills, aligning employee and company goals, and creating an engaged workforce can significantly increase shareholder value. Companies with effective people management strategies deliver nearly twice as much value to shareholders compared to competitors. Viewing human capital as a strategic asset and developing high performance work systems through practices like information sharing, knowledge development, and performance-linked rewards allows companies to build core competencies and achieve competitive advantages that drive long-term profits and market value.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
This document discusses strategic human resource management. It defines strategic human resource management as tailoring a company's human resource system to its business strategy, and as planned HR activities intended to help an organization achieve its goals. The document outlines advantages like analyzing opportunities/threats, developing future strategies and vision, and maintaining employee competency. Limitations include resistance to change, inability to clearly communicate vision, interdepartmental conflicts, and changing market scenarios creating pressure.
The document discusses the strategic role of human resource management. It covers several topics:
1) HR's role in formulating and executing company strategy by providing useful information for strategic planning through environmental scanning, competitive intelligence, and employee surveys.
2) Types of strategies including corporate, competitive, and functional strategies. Corporate strategies include diversification, vertical integration, consolidation, and geographic expansion. Competitive strategies include cost leadership and differentiation.
3) Translating strategy into HR policies and practices through initiatives like enriching work, training and benefits programs, rewarding employee performance, and improved hiring and dismissal procedures.
New HR Metrics Scoring on the new business scorecardneha singh
This document discusses linking HR metrics to business outcomes through an HR scorecard. It outlines assessing HR's competencies, practices, and systems and how they contribute to workforce success and ultimately organizational success. HR competencies include administrative expertise, employee advocacy, strategy execution, and change management. Practices like communication, work design, selection and development are also assessed. The HR systems are evaluated based on alignment with strategy, integration across practices, and differentiation of the workforce. Workforce mindset, technical skills, and behaviors are delivered through the HR function and feed into business metrics like customer success, process success, and financial success.
Strategic human resource management (SHRM) links a company's workforce to its core strategies, goals, and objectives. It involves formulating HR policies and practices to develop employee skills that achieve the company's strategic aims. SHRM focuses on ensuring flexibility, building organizational culture, and driving business performance through recruitment, training, performance management, and other HR functions aligned with company strategies. The role of HR is to gain a deep understanding of SHRM to actively partner with management in creating and implementing effective policies.
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
Strategic human resource management (SHRM) involves aligning an organization's human resource strategies with its business strategies. SHRM focuses on integrating HR programs, policies, and practices to support organizational goals. It aims to provide direction for decisions about recruitment, training, performance management, compensation, and employee relations. SHRM seeks to deploy people in a way that enables the organization to gain a competitive advantage. An important component of SHRM is ensuring a fit between the HR strategy and the overall business strategy, as well as internal consistency among various HR activities. The objectives of SHRM include ensuring the availability of a skilled workforce and providing direction to meet both business and employee needs through strategically aligned HR practices.
HR Strategy and Its Impact ob Business StrategyNusaike Mufthie
This document discusses the importance of aligning HR strategies with business strategies. It defines key terms like strategy, HR strategy, and strategic HRM. It outlines the need for SHRM and how linking HR policies, programs and processes can help achieve business goals like becoming a low-cost leader or differentiating through quality. The steps in SHRM include forecasting needs and formulating and implementing aligned strategies. Finally, it discusses how effective HR strategies can impact organizational growth, turnaround, goals, performance, profits and competitiveness.
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2. Time to strategies?
HR has long since been considered as a support
function. Has that definition changed over time? Is
it becoming more strategic in nature?
Only Supportive ? oR
Strategic !!
3. Sandip Mallik, director- HR, Aviva India,
says,
"HR is becoming more strategic
on two counts.
• First, HR is a risk manager.
• Second, HR facilitates the
growth of engagement capital
both of which have a huge
impact on franchise valuation.
4. TODAY’S SCENARIO
• Today's HR professionals contribute to
creating engagement capital, or building
engagement over time, to improve
employee effort, retention, and key
business outcomes. As we balance
short-term improvements with
engagement drivers that sustain
engagement over time, there is a
greater alignment of the HR function to
an organization's strategic needs
5. HR’s Strategic Challenges
• Strategic plan
– A company’s plan for how it will match its
internal strengths and weaknesses with
external opportunities and threats in
order to maintain a competitive
advantage.
• Three basic challenges
– The need to support corporate
productivity and performance
improvement efforts.
– That employees play an expanded role in
employers’ performance improvement
efforts.
– HR must be more involved in designing—
not just executing—the company’s
strategic plan.
6. The Strategic Management Process
• Strategic management
– The process of identifying and executing the organization’s
mission by matching its capabilities with the demands of its
environment.
• Strategy
– A strategy is a course of action.
– The company’s long-term plan for how it will balance its
internal strengths and weaknesses with its external
opportunities and threats to maintain a competitive
advantage.
7. 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.
-Formulating and executing
HR systems—HR policies
and activities—that produce
the employee competencies
and behaviors the company
needs to achieve its strategic
aims.
9. HR’S Strategic Roles
• HR professionals should be part of the firm’s
strategic planning executive team.
– Identify the human issues that are vital to business
strategy.
– Help establish and execute strategy.
– Provide alternative insights.
– Are centrally involved in creating responsive and market-
driven organizations.
– Conceptualize and execute organizational change.
10. HR’s Strategy Formulation Role
• HR helps top management formulate strategy in a variety of ways
by.
– Supplying competitive intelligence that may be useful in the
strategic planning process.
– Supplying information regarding the company’s internal human
strengths and weaknesses.
– Build a persuasive case that shows how—in specific and
measurable terms—the firm’s HR activities can and do
contribute to creating value for the company
12. The High-Performance Work System
• High-performance work system
(HPWS) practices.
– High-involvement employee
practices (such as job
enrichment and team-based
organizations),
– High commitment work practices
(such as improved employee
development, communications,
and disciplinary practices)
– Flexible work assignments.
– Other practices include those
that foster skilled workforces
and expanded opportunities to
use those skills.
15. Emerging Trends In The Field Of Strategic
Human Resource Management
• The employee
involvement
• Flow rate of an HR
• Performance
Management
• Reward Systems
• Loyalty towards the
work
• Focus on employee
retention
• Cross cultural issues
• Effects of rapid
changes in technology
• New emerging
concepts of line and
general management
17. STARTEGY MAP
• Graphical tool that
summarizes the chain of
activities that contribute to
the company’s success,
and shows employees the
“big picture” of how their
performance contributes
to achieving the company’s
overall strategic goals.
18. HR SCORECARD
• A process for managing
employee performance
and for aligning all
employees with key
objectives, by assigning
financial and non
financial goals,
monitoring and
assessing performance,
and quickly taking
corrective action.
20. DIGITAL DASHBOARD
• Presents the manager
with desktop graphs and
charts, so he or she gets a
picture of where the
company has been and
where it’s going. In terms
of each activity in the
strategy map.
21. Models
• Control based: the way in which
management attempts to
monitor and control employee role
performance
• Resource Based: grounded in the nature of
the employer–employee exchange
• Integrative Based: combination of above
models
22. Control-Based Model
Management structure + HR practice Starting point:
To Secure all aspect of work
Marx’s
‘Transformation of labour
High level of labour productivity
power into labour’
& Profitability
23. What Alternatives HR have?
Edward:
1. Bureaucratic control:
written rules &
procedures
2. Technological control:
assembly line,
surveillance camera
3. Divide & rule policy
24. Control-Based Model
Burawoy:
From Despotic regime To Hegemonic
regime
Despotic refers to coercive manager
Hegemonic refers
to industrial citizenship[the collective
rights and duties legislatively granted to
employees]
Bamberger & Meshoulam:
Process-based control : focus is on
efficiency and cost containment
Outcome-based control: focus is on actual
results
25. Resource-Based Model
Based on nature of the reward–effort exchange
• Selznick: work organizations each possess ‘distinctive competence’ that
enables them to outperform their competitors
Barney:
• The resource-based perspective emphasizes the strategic importance of
exploiting internal ‘strengths’ and neutralizing internal ‘weaknesses’
• Its all about making competitive advantage, for that”
• Exploitation of resource & capability should be done
Four characteristics of resources and capabilities –
• value,
• rarity,
• inimitability and
• non-substitutability – are important in sustaining competitive advantage
26. Integrative Model
Bamberger and Meshoulam
integrated the two models
arguing none of them were
sufficient enough to give a
appropriate flow to the HR
strategy, so they took two main
dimensions:
Acquisition & development:
• make-or-buy’ aspect of HR
strategy. organizations can lean
more towards ‘making’ their
workers(high investment in
training) or more towards
‘buying’ their workers from the
external labour market.
.
27. Locus of control:
• Degree to which HR
strategy focuses upon
monitoring the employees.
Whether process-based is
forged with the
psychological contract or
not to make it outcome-
based
28. Commitment :
• focusing on the internal
development of employees’
competencies and outcome control
• This typically refers to ‘knowledge
work’. In such workplaces, managers
must rely on employees to cope
with the uncertainties inherent in
the labour process and can thus
only monitor and evaluate the
outcomes of work
• Here, employees may effectively
‘control themselves’
29. Traditional:
• focusing on the external
recruitment of
competencies and
• behavioral or process-
based controls
• prevalent in firms with a
highly routinized
transformation process,
low-cost priority and stable
competitive environment.
• ‘You are here to work, not
to think!’
30. Collaborative:
• Involves the organization subcontracting work to external
independent experts (for example consultants or
contractors), giving extensive autonomy and evaluating
their performance primarily in terms of the end results.
31. Paternalistic:
• offers learning opportunities and internal promotion to
employees for their compliance with process-based control
mechanisms
33. • According to “Journal of Management and
Marketing Research”, the conceptual framework
for studying the relationship between the strategic
human resource management practices of small
and medium sized businesses and their
performance as corporate partners, as industry
and competitive conditions change.
34. • Like any other organization, the sophistication
of their human resource management
practices can lead to operational inefficiencies
that can affect their ability to meet their
obligations to corporate buyers.
35. Factors that
Enable Operating Excellence
STRONG
RECRUITING AND
MANAGEMENT RETAINING
TEAM TALENT
OPERATING
EXCELLANCE
ENABLING REWARDS AND
STRATEGY INCENTIVES TO
SUPPORTIVE INDIVIDUAL AND
CULTURE TEAM
36. Element of Factor Affecting
SME’s S.H.R.M.
According to “Journal of Management and
Marketing Research”
COMPETETIVE
INDUSTRY
CONDITIONOF
CONDITION
INDUSTRY
FACTORS
DIRECT
VALUE TO SME’S
COMPETETION
PARTNER
FROM OTHER SME’S
37. Reasons for Adopting SHRM In SME’S
• Emerging Strategic
Partnership.
• Building competitive
advantage in industry.
• Strategic implementation
and execution of
strategies.
• To be focused on
intellectual, human and
social capital.
• Focusing on Core
Competency.
39. SHRM
Growth Industry APPROACH Matured Industry
Innovative leader, aggressively Matured leader relying on the technical
adopting strategic human resource human resources management
management practices to enable it meet capabilities that have proven beneficial in
the needs of partners in fast growing meting partner needs. May be anticipating
industries a competitive need to shift focus to
serving the needs of companies in a fast
moving industry and thus a need to adopt
strategic human resource management
practices
Flexible leader whose human resource Laggard, reliant on technical human
management practices is focused on resource management practices. Has
meeting the current needs of its big limited resources to be competitive in
business partner serving the needs of companies in a
growing industry
Fragmented Industry Declining Industry
40. Success of Strategic Human Resource
Management in SME’S
• Institutionalization and the resultant job
satisfaction and psychological ownership
of SHRM practices are keys towards
building the core competencies and
internal organizational capabilities that
enables an SME to become a valued
strategically.
• Management commitment is also critical
to the success of the SHRM practices of a
SME.