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Approaches to strategic hrm - strategic human resource management - Manu Melwin joy

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There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.

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Approaches to strategic hrm - strategic human resource management - Manu Melwin joy

  1. 1. Approaches to Strategic HRM Strategic Human Resource Management
  2. 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
  3. 3. Approaches to Strategic HRM • There are five approaches to strategic HRM. These consist of – Resource-based strategy. – Achieving strategic fit. – High-performance management. – High- commitment management. – High-involvement management.
  4. 4. The resource-based approach • A fundamental aim of resource-based HR strategy, as Barney (1991) indicates, is to develop strategic capability – achieving strategic fit between resources and opportunities and obtaining added value from the effective deployment of resources.
  5. 5. The resource-based approach • A resource-based approach will address methods of increasing the firm’s strategic capability by the development of managers and other staff who can think and plan strategically and who understand the key strategic issues.
  6. 6. The resource-based approach • The resource-based approach is founded on the belief that competitive advantage is obtained if a firm can obtain and develop human resources that enable it to learn faster and apply its learning more effectively than itsrivals (Hamel and Prahalad, 1989).
  7. 7. The resource-based approach • Kamoche (1996) suggests that: ‘In the resource-based view, the firm is seen as a bundle of tangible and intangible resources and capabilities required for product-market competition.’
  8. 8. The resource-based approach • In line with human capital theory, resource-based theory emphasizes that investment in people adds to their value in the firm. The strategic goal will be to ‘create firms which are more intelligent and flexible than their competitors’ (Boxall, 1996) by hiring and developing more talented staff and by extending their skills base.
  9. 9. The resource-based approach • In line with human capital theory, resource-based theory emphasizes that investment in people adds to their value in the firm. The strategic goal will be to ‘create firms which are more intelligent and flexible than their competitors’ (Boxall, 1996) by hiring and developing more talented staff and by extending their skills base.
  10. 10. Strategic fit • The HR strategy should be aligned to the business strategy (vertical fit). Better still, HR strategy should be an integral part of the business strategy, contributing to the business planning process as it happens.
  11. 11. Strategic fit • Vertical integration is necessary to provide congruence between business and human resource strategy so that the latter supports the accomplishment of the former and, indeed, helps to define it.
  12. 12. Strategic fit • Horizontal integration with other aspects of the HR strategy is required so that its different elements fit together. The aim is to achieve a coherent approach to managing people in which the various practices are mutually supportive.
  13. 13. High-performance management • High-performance management aims to make an impact on the performance of the firm through its people in such areas as productivity, quality, levels of customer service, growth, profits and, ultimately, the delivery of increased shareholder value.
  14. 14. High-performance management • High-performance management practices include rigorous recruitment and selection procedures, extensive and relevant training and management development activities, incentive pay systems and performance management processes.
  15. 15. High-performance management • A well-known definition of a high- performance work system was produced by the US Department of Labor (1993). The characteristics listed were: – Careful and extensive systems for recruitment, selection and training; – Formal systems for sharing information with the individuals who work in the organization; – Clear job design;
  16. 16. High-performance management • High-level participation processes; • Monitoring of attitudes; • Performance appraisals; • Properly functioning grievance procedures; • Promotion and compensation schemes that provide for the recognition and financial rewarding of the high- performing members of the workforce.
  17. 17. High-commitment management • One of the defining characteristics of HRM is its emphasis on the importance of enhancing mutual commitment (Walton, 1985).
  18. 18. High-commitment management • High-commitment management has been described by Wood (1996) as: ‘A form of management which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.’
  19. 19. High-commitment management • The approaches to achieving high commitment as described by Beer et al (1984) and Walton (1985) are: – The development of career ladders and emphasis on trainability and commitment as highly valued characteristics of employees at all levels in the organization; – A high level of functional flexibility with the abandonment of potentially rigid job descriptions;
  20. 20. High-commitment management • The approaches to achieving high commitment as described by Beer et al (1984) and Walton (1985) are: – The reduction of hierarchies and the ending of status differentials; – A heavy reliance on team structure for disseminating information (team briefing), structuring work (team working) and problem solving (improvement groups or quality circles).
  21. 21. High-involvement management • This approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them
  22. 22. High-involvement management • It is concerned with communication and involvement. The aim is to create a climate in which a continuing dialogue between managers and the members of their teams takes place in order to define expectations and share information on the organization’s mission, values and objectives.
  23. 23. High-involvement management • This establishes mutual understanding of what is to be achieved and a framework for managing and developing people to ensure that it will be achieved.
  24. 24. A linear strategic HRM model

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