Shrm -introduction

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Shrm -introduction

  1. 1. ByProf Amaresh C Nayak
  2. 2. • “strategy is the pattern of objectives, purposes or goals and major policies and plans for achieving these goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be”• “strategy is the determination of basic long – term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals”.• “strategy is the determination of organizational objectives in the light of environmental variables and determination of course of action and commitment of organizational resources to achieve these objectives.” Asst. Prof. Amaresh C Nayak
  3. 3. • This definition of strategy provides its following features : – strategy relates the firm to its environment – strategy is the right combination of factors both external and internal – strategy is a relative combination of actions – strategy may even involve contradictory action – strategy is forward looking Asst. Prof. Amaresh C Nayak
  4. 4. • Strategy – is the direction and scope of an organization over the long term, – which achieves advantage in a changing environment – through its configuration of resources and competences – with the aim of fulfilling stakeholder expectations. Asst. Prof. Amaresh C Nayak
  5. 5. • Strategic management is the process of: – specifying an organizations objectives, – developing policies and plans to achieve these objectives, and – allocating resources so as to implement the plans. Asst. Prof. Amaresh C Nayak
  6. 6. • Philosophy – Integrating human resource management strategies and systems to achieve overall mission, strategies, and success of the firm while meeting needs of employees and other stakeholders. Asst. Prof. Amaresh C Nayak
  7. 7. • Concepts – linked to the strategic needs of an organization – to provide it with an effective workforce while meeting the needs of its members and other constituents – human resource department’s methods, procedures, systems to achieve specific strategies. Asst. Prof. Amaresh C Nayak
  8. 8. • Concept – – involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization – a concern with the ways in which HRM is crucial to organizational effectiveness. – the management of employees at all levels in the business, directed towards sustaining competitive advantage. Asst. Prof. Amaresh C Nayak
  9. 9. • Concept – – Increasing awareness of the importance of linking the organization’s human resource practices to strategy that leads to greater performance• Definition - – “SHRM centers on how organizations can improve their competitive performance by considering and utilizing their human resource more effectively.” Asst. Prof. Amaresh C Nayak
  10. 10. • Definition – – “The pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.” • focus on a firm’s human resources • the concept of activities highlights HR programs, policies and practices • the “pattern” and” plan” describe the goal and process of strategy Asst. Prof. Amaresh C Nayak
  11. 11. • Definition – – SHRM is generally perceived as a distinctive approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce (s555). Asst. Prof. Amaresh C Nayak
  12. 12. • Definition – – Strategic Human Resource Management claimed that • human resource problems are problems solved by linking HRM and strategy formulation at an early stage • problems with strategy implementation are solved by early adjustment of the HRM to these strategies (299). Asst. Prof. Amaresh C Nayak
  13. 13. • Definition – – strategic utilization of human resources means • Management is active, not reactive • There is high integration between policies • An orchestration role is played by senior management • and there is articulation of policies by senior management Asst. Prof. Amaresh C Nayak
  14. 14. • Essential elements of SHRM: – Internally transforming HR staff and structure: • Transforming HR staff • Transforming the organizational structure – Enhancing administrative efficiency: • HR staff is to be “administrative experts” • Improving administrative efficiency • Enhancing Administrative efficiency • Creation of Value Asst. Prof. Amaresh C Nayak
  15. 15. • Essential elements of SHRM: – Integrating HR into the strategic planning process – Linking HR practices to business strategy and to one another • Vertical fit • Horizontal fit • External fit • Resource Flexibility • Coordination flexibility• Asst. Prof. Amaresh C Nayak
  16. 16. • Essential elements of SHRM:• Developing a partnership with line management: – Step 1. Provide the business with good human resource databases – Step 2. Alter the senior management role when it comes to human resource management – Step 3. The line organization must alter its incentive and control Asst. Prof. Amaresh C Nayak
  17. 17. • Essential elements of SHRM: – Focusing on the bottom-line impact of HR and measurement of that impact: • Customer/stake holder • HR impact • Money value of HR programs • Benchmarking HR practices Asst. Prof. Amaresh C Nayak
  18. 18. • SHRM focuses to gain competitive advantage• SHRM practice is coupled with business strategy• SHRM elevates micro level (individual personal level) to the macro level (business strategy level)• SHRM takes global business and social trends Asst. Prof. Amaresh C Nayak
  19. 19. • SHRM analyzes human resources against current and future business strategies• SHRM is intended to assist management in the best use of internal labor market• SHRM includes organizational analysis and design• Benchmarking against successful internal and external organizations Asst. Prof. Amaresh C Nayak
  20. 20. • SHRM is part of the business plan.• The strategic HR considerations are – Is the organizational culture supporting the long- term business strategy? – Is the organization’s structure consistent with the business strategy? – Is management’s executive staffing adequate? Are skills adequate? – Are the management-performance systems properly focused? Asst. Prof. Amaresh C Nayak
  21. 21. • Human Resource Strategy plays a vital role in the achievement of an organisations overall strategic objectives• Human resources strategy fully understands and supports the direction in which the organisation is moving• HR Strategy also supports other strategic objectives of marketing, financial, operational and technology departments. Asst. Prof. Amaresh C Nayak
  22. 22. • An HR strategy should aim to capture "the people element" of an organisation – it has the right people in place – it has the right mix of skills – employees display the right attitudes and behaviours, and – employees are developed in the right way. Asst. Prof. Amaresh C Nayak
  23. 23. • HR strategy may be more about teasing "people" content and adds value to organisation – articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies – identifies fundamental underlying issues which must be addressed by business if its people are to be motivated, committed and operate effectively. Asst. Prof. Amaresh C Nayak
  24. 24. • The areas will entail – a careful consideration of existing or developing plans and strategies – identifying which of these plans and strategies are so fundamental Asst. Prof. Amaresh C Nayak
  25. 25. • The areas will include – workforce planning issues – succession planning – workforce skills plans – employment equity plans – black economic empowerment initiatives – motivation and fair treatment issues – pay levels designed to recruit, retain and motivate people Asst. Prof. Amaresh C Nayak
  26. 26. • The areas will include – the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims – a grading and remuneration system which is seen as fair and giving proper reward for contributions made – wider employment issues which impact on staff recruitment, retention, motivation etc. Asst. Prof. Amaresh C Nayak
  27. 27. • The areas will include – a consistent performance management framework which is designed to meet the needs of the organisation – career development frameworks which look at development within the organisation at equipping employees with "employability“ – policies and frameworks to ensure that people development issues are addressed systematically Asst. Prof. Amaresh C Nayak
  28. 28. • The HR strategy will need careful planning of the people issues• HR strategy can add Value – changes in the overall employment market – cultural changes which will impact on future employment patterns – changes in the employee relations climate – changes in the legal framework – HR and employment practice being developed in other organisations Asst. Prof. Amaresh C Nayak
  29. 29. • Opportunities for development of HR Strategy – a major new internal initiative could present the right opportunity to push for an accompanying HR strategy • restructuring exercise, a corporate acquisition, joint venture or merger exercise. – a new externally generated initiative for HR strategy – "Right moment“ Asst. Prof. Amaresh C Nayak
  30. 30. Asst. Prof. Amaresh C Nayak

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