Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
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.
Approaches to strategic hrm high-involvement management - strategic human r...manumelwin
This approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
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
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
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.
Approaches to strategic hrm high-involvement management - strategic human r...manumelwin
This approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
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
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.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
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.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
Limitations to the concept of strategic hrm - strategic human resource manag...manumelwin
The concept of strategic HRM appears to be based on the belief that the formulation of strategy is a rational and linear process. This indicates that the overall HR strategy flows from the business strategy and generates specific HR strategies in key areas.
Definition of hr strategies - strategic human resource management - Manu mel...manumelwin
HR strategies set out what the organization intends to do about its human resource management policies and practices, and how they should be integrated with the business strategy and each other.
Approaches to strategic hrm strategic fit - strategic human resource manage...manumelwin
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.
Definition - human resource management - Manu Melwin Joymanumelwin
Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
Approaches to strategic hrm - the resource-based approach - strategic human ...manumelwin
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.
Characteristics of HRM - human resource managementmanumelwin
The characteristic of HRM are by no means universal. There are many models, and practices within different organizations are diverse, often only corresponding to the conceptual version of HRM in a few respects.
Human Resource Management and Its Importanceprachimba
Human Resource Management (HRM) is a crucial function within organizations that focuses on managing the people who work for the organization. Its primary objective is to maximize employee performance to achieve the organization's goals effectively.
Human Resource Management- Chap1_230509_171504.pdfYashPatil400755
Introduction
An HRM presentation is more than just a slideshow filled with facts and figures. It’s a powerful tool for conveying the essence of Human Resource Management, a critical function within any organization. In this comprehensive exploration, we delve into the art and science of creating a successful HRM presentation.
Chapter 1: The Essence of HRM Presentation
In the first chapter, we establish the foundation for understanding HRM presentations. We define HRM and its significance in modern organizations. We emphasize that HRM presentations are not just about policies and procedures but are a reflection of an organization’s culture, values, and commitment to its workforce.
Chapter 2: Planning and Preparation
This chapter is dedicated to the preparatory stages of creating an HRM presentation. It covers the importance of defining objectives, audience analysis, and setting clear goals. It also delves into the research required to gather accurate data and the organization of content to ensure a coherent flow.
Chapter 3: Crafting Engaging Content
Engaging content is the heart of any presentation. This section discusses techniques for crafting compelling narratives, choosing appropriate visuals, and using storytelling to make the content relatable. We’ll also explore the use of statistics, case studies, and real-life examples.
Chapter 4: Designing an Impactful Presentation
Aesthetic appeal is essential for capturing the audience’s attention. We explore design principles, the use of colors, fonts, and imagery. This chapter also provides tips on using technology to create visually stunning slides and choosing the right platform for delivery.
Chapter 5: Effective Data Visualization
Data is a vital component of HRM presentations. In this section, we dive into the art of data visualization, discussing the use of charts, graphs, and infographics to present complex information clearly. We also address ethical considerations when presenting sensitive HR data.
Chapter 6: Navigating the Challenges
Every presentation faces potential roadblocks. This chapter highlights common challenges HR professionals may encounter when delivering HRM presentations, including resistance to change, addressing sensitive HR issues, and maintaining confidentiality.
Chapter 7: Engaging the Audience
Engaging the audience goes beyond the content; it’s about interaction and communication. We discuss strategies for audience engagement, including Q&A sessions, polls, and surveys. We also explore the use of multimedia elements like videos and quizzes.
Chapter 8: The Ethical Imperative
Ethics play a crucial role in HRM presentations. This chapter discusses the importance of transparency, respecting privacy, and adhering to legal and ethical standards when sharing sensitive HR information.
Chapter 9: Measuring Impact and Effectiveness
Once the presentation is delivered, it’s vital to assess its impact. We delve into methods for evaluating the effectiveness of HRM pr
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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. Definition of Strategic HRM
• Strategic HRM defines the
organization’s intentions
and plans on how its
business goals should be
achieved through people.
4. Definition of Strategic HRM
• It is based on three
propositions: first, that human
capital is a major source of
competitive advantage;
second, that it is people who
implement the strategic plan;
and, third, that a systematic
approach should be adopted
to defining where the
organization wants to go and
how it should get there.
5. Definition of Strategic HRM
• Strategic HRM is a process
that involves the use of
overarching approaches to the
development of HR strategies,
which are integrated vertically
with the business strategy and
horizontally with one another.
6. Definition of Strategic HRM
• These strategies define
intentions and plans related to
overall organizational
considerations, such as
organizational effectiveness,
and to more specific aspects
of people management, such
as resourcing, learning and
development, reward and
employee relations.
