This document discusses strategic human resource management and how HR strategies should align with and support a company's overall business strategies. It provides examples of different types of corporate, business, and functional strategies. The key roles of HR are to help formulate business strategies by providing workforce insights and ensure HR strategies, policies, and practices help execute the business strategies. An effective approach is to develop an HR scorecard to measure how HR activities influence employee behaviors and organizational outcomes that achieve the strategic goals. Conducting periodic HR audits can assess how well the HR function is performing and identify areas for improvement.
Models of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Models of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Strategy meaning
Strategy concept
Strategic management
Strategy management process
Strategic HRM
Aims of strategic HRM
Approaches to strategic HRM
HR strategies
Types of Hr strategies
Difference between strategic HRM and HRM
Hard & soft elements of HRM
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. Learning outcomes
1. Explain what human resource management is and how it relates to the
management process.
2. Show with examples why human resource management is important to all
managers.
3. Illustrate the human resources responsibilities of line and staff (HR) managers.
4. Briefly discuss and illustrate each of the important trends influencing human
resource management.
5. List and briefly describe important trends in human resource management.
6. Define and give an example of evidence-based human resource management.
7. Outline the plan of this book.
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3. 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.
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5. Types of Strategies
• Corporate-level strategy
– Identifies the portfolio of businesses that, in total, comprise the
company and the ways in which these businesses relate to each
other.
• Diversification strategy implies that the firm will expand by adding new
product lines.
• Vertical integration strategy means the firm expands by, perhaps,
producing its own raw materials, or selling its products direct ( a vertical
integration consists of companies that acquire a company that operates
either before or after the acquiring company in the production process).
• Consolidation strategy reduces the company’s size
• Geographic expansion strategy takes the company abroad.
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6. Types of Strategies (cont’d)
Business-level/competitive strategy
– Identifies how to build and strengthen the
business’s long-term competitive position in
the marketplace.
• Cost leadership: the enterprise aims to become
the low-cost leader in an industry.
• Differentiation: a firm seeks to be unique in its
industry along dimensions that are widely valued
by buyers.
• Focus: a firm seeks to carve out a market niche,
and compete by providing a product or service
customers can get in no other way. 6
7. Types of Strategies (cont’d)
Functional strategies
– Identify the basic courses of action that each
department will pursue in order to help the business
attain its competitive goals.
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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.
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10. HR’s Strategy Execution Role
• The HR department’s strategies, policies, and
activities must make sense in terms of the
company’s corporate and competitive strategies,
and they must support those strategies.
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11. 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.
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12. Creating a Strategy-oriented HR System
• Components of the HR process
– HR professionals who have strategic and other skills
– HR policies and activities that comprise the HR system
itself
– Employee behaviors and competencies that the
company’s strategy requires.
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13. The Basic Architecture of HR
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Figure 3–8
Source: Adapted from Brian Becker et al., The HR Scorecard: Linking People, Strategy, and
Performance (Boston: Harvard Business School Press, 2001), p. 12.
14. 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.
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15. Basic Model of How
to Align
HR Strategy
and Actions
with Business
Strategy
15
Figure 3–9
Source: Adapted from Garrett Walker and J. Randal MacDonald,
“Designing and Implementing an HR Scorecard,” Human Resources
Management 40, no. 4 (2001), p. 370.
Translating
Strategy into
HR Policy
and Practice
16. The HR Scorecard Approach
• HR scorecard
– Measures the HR function’s effectiveness and efficiency in
producing employee behaviors needed to achieve the
company’s strategic goals.
• Creating an HR scorecard
– Must know what the company’s strategy is.
– Must understand the causal links between HR activities,
employee behaviors, organizational outcomes, and the
organization’s performance.
– Must have metrics to measure all the activities and
results involved.
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19. HR Audit
• HR audit is an analysis by which an organization measures where
it currently stands and determines what it has to accomplish to
improve its HR function.
• It is a process of examining policies, procedures, documentation,
systems, and practices with respect to an organization s HR
functions.
HR audit generally involves:
(1) reviewing the functioning of most aspects of the company s
human resource function (recruiting, testing, training, and so on),
usually using a checklist,
(2) ensuring that the employer is adhering to government
regulations and company policies.
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