Strategic Human Resource Management – An Overview

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An overview SHRM, people as strategic assets - value chain analysis - Impact of strategy on HR planning - the Process of Strategic Management.

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Strategic Human Resource Management – An Overview

  1. 1. Strategic Human Resource Management – An Overview Chapter 1 Nisha Hariyani
  2. 2. STRATEGIC HR MANAGEMENT DEFINED <ul><li>“ Strategic HRM refers to the overall direction the organization wishes to pursue in achieving its objectives through people. It is argued that because intellectual capital is a major source of competitive advantage and in the last analysis, it is people who implement the strategic plan, top management must take these key considerations fully into account in developing its corporate strategies” (Michael Armstrong, 2001) </li></ul>
  3. 3. Jeffrey Mello – Defined <ul><li>Strategic Human Resource Management as “the development of a consistent, aligned collection of practices Programs and Polices to facilitate the achievement of organization's Strategic Objectives. </li></ul>
  4. 4. People as strategic Assets <ul><li>To attain the Strategic goals of the organization, employees must first understand and share the values and objectives of the organization. </li></ul><ul><li>The challenges faced are </li></ul><ul><ul><li>Integrating People with the Strategic Goals of the organization </li></ul></ul><ul><ul><li>Managing employees Effectively. </li></ul></ul>
  5. 5. The process of Strategic Management MISSION STATEMENT ENVIROMENTAL ANALYSIS <ul><li>Competition analysis </li></ul><ul><li>Regulations </li></ul><ul><li>Technology </li></ul><ul><li>Markets </li></ul><ul><li>Trends </li></ul><ul><li>Economic trends </li></ul>GOALS AND OBJECTIVES <ul><li>Resources </li></ul><ul><ul><li>Financial </li></ul></ul><ul><ul><li>Physical </li></ul></ul><ul><ul><li>Human </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Capital </li></ul></ul><ul><ul><li>Management Systems </li></ul></ul><ul><ul><li>Culture </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>work systems </li></ul></ul>STRATEGY ORGANIZATION SELF ASSESSMENT
  6. 6. Formulating Strategy <ul><li>There are five important variables that determine the success of strategy. </li></ul><ul><ul><li>Organizational structure </li></ul></ul><ul><ul><li>Task design </li></ul></ul><ul><ul><li>Employee training </li></ul></ul><ul><ul><li>Reward system </li></ul></ul><ul><ul><li>Information system </li></ul></ul>
  7. 7. Formulating Strategy <ul><li>Strategy formulation usually takes place with the involvement of the top management </li></ul><ul><li>Hr and strategic management process can be linked in four ways </li></ul><ul><ul><li>Administrative linkage </li></ul></ul><ul><ul><li>One way linkage </li></ul></ul><ul><ul><li>Two way linkage </li></ul></ul><ul><ul><li>Integrative linkage. </li></ul></ul>
  8. 8. Value Chain Analysis
  9. 9. Challenges For HRM <ul><li>Global Business Enviroment </li></ul><ul><li>Profitability through growth </li></ul><ul><li>Technology </li></ul><ul><li>Intellectual capital </li></ul><ul><li>Adaptability </li></ul>
  10. 10. End to Chapter

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