The document provides an assignment for a human resource management consultant to advise a company on restructuring their HR practices to compete globally. It includes: 1. Identifying strategic issues for the board of directors and critically examining the company's HR system using SHRM theories. 2. Proposing a training strategy to create a high-performance organization and a strategic HR implementation plan covering areas like recruitment and performance management. 3. Examples of potential HR challenges companies may face including developing digital skills in a retail workforce and addressing staffing shortages in industries like healthcare.

2. INTRODUCTION TO
SHRM

3. ASSIGNMENT
• As a Human Resource Management Consultant,
you have been invited by a company of your
choice to advise them on the possibility of
restructuring their HR practices in order to
compete more effectively in the global
marketplace. Linking relevant theories on SHRM,
and the role of SHRM in creating a high-
performance organization, discuss and critically
examine the HR system within the selected
company.

4. • Identify strategic issues that need to be addressed by the
Board of Directors
• Critical reflection of different SHRM development and
practices from various business sectors and propose
training strategy to create high performance organisation
for the chosen firm.
• Provide a strategic HR implementation plan to create a
high performance and competitive organisation.

5. • The proposed implementation plan should
cover SHRM, HR Planning, Recruitment,
Selection, Performance Appraisal
strategies.

6. Examples of HR challenges
• Example 1
• NHS
• Before lockdown: shortage of ICU nurses
and doctors
• Currently: ramp up Covid19 testing? Who
are the testers going to be?
• Brexit? etc
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7. DISCOVERY OF COVID VACCINE

8. • Supply chain management challenges
• Resistance to immunisation

9. Example 2
• 10 million apples are going to rot in the UK
if we can’t get the people to pick them
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10. Example 3
• A SME enterprise has 2000 staff.
• Looking for software developers
• Relying on job advertisements does not
produce the expected results
• Engaging search consultants is too
expensive
• What to do?
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11. Example 4
• A retailer is losing sales in the pandemic
• The new corporate strategy (game plan) is
to digitise the supply and distribution
channels etc
• But the workforce has little knowledge of
digitisation.
• People are worried: lose job, status, pay
• Digitisation: damned if you do, damned if
you don’t
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12. • UK Govt: Vaccinate everyone over 11

13. Management of the relationship between
the employer and employee
EMPLOY
ER
EMPLOYEE
Simple Level:

14. CONTRIBUTION
REWARD ---------

15. 2. DIFFERENT TITLES: PM, HRM AND MHC
“ Personnel management is the part of the
management concerned with people at work
and their relationships with an
enterprise................" manual page 5
"............. to ensure.................... the
employees obtain both material and
psychological rewards from their
work".... manual page 7

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Human Resource Management
at Work
– The policies and practices involved in carrying
out the “people” or human resource aspects of
a management position, including recruiting,
screening, training, rewarding, and appraising
(Dessler).
– ..

17. Factors impacting
on relationship:
Internal and
External

18. Internal: What kind of a company
we want to be? What will keep
you in business in the next 5/10
years?

19. BMW
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20. Aldi
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22. Apple
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23. • BMW = INNOVATION
• ALDI=LOW PRICE
• RED BULL= BRAND NAME
• APPLE= DESIGN AND MIXING DIVERSE
TECHNOLOGIES
• TALENTS REQUIRED?
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24. Internal: what kind of company do we want to
be?
Versus
Walmart
Factors impacting on relationship:
Internal and External
NORDSTROM
Low cost differentiated service
Highly efficient staff empowered staff
operations staff: Keep an eye on stock customised

25. EXTERNAL: PEST OR PESTLE
Political + Legal
Examples:
- Discrimination at work
- Minimum wage legislation
- Max working hours
- Whistle-blowing

27. Economic
• Minimum wage= pressure on the relationship
• Inflation
• Economic Growth

28. Social
Pressure of Employer to improve working
conditions
For example, G_______ C_________ Effect

29. GLASS CEILING EFFECT

30. Morgan (1995)
Strategies used by women to break through the glass ceiling:
- Delilah
- Elizabeth I
-
- Florence Nightingale
- First Lady

31. A successful man:

32. BEHIND AN UNSUCCESSFUL MAN IS ALSO A WOMAN

33. Behind a successful woman?

34. Technology
HR Implications?
- New Products/services
- New Processes

35. Origins of HRM/MHC
1.Taylorism
2.Human Relations School
3.Japanese Management
4.Specific HRM studies and models
5.Material context of HRM

36. 1. Taylorism
• Rational Economic Man : M__________ is a prime
motivator of human behaviour
• Taylor also emphasised work methods= Assembly
Line Production
F W TAYLOR (1905)
ONEY

37. 2. Human Relations School
TOYOTA

38. Maslow:
Question:
How can the employer satisfy each of the above
Make a few suggestions

39. Studies of Culture

41. A GLIMPSE OF NATIONAL
CULTURAL DIFFERENCES

43. NAMES, NAMES, NAMES

44. Satisfied customers

45. Prospective customer

47. Hofstede
Hofstede (1980) Nations differ on
several cultural dimensions:

48. Cultural
Difference
s
Power
Distance
Individualism
Versus
Collectiviam
Long-Term
Orientation
Masculinity
Versus
Femininity
Uncertainty
Avoidance

49. Power Distance
The way that society treats the unequal distribution
of W______, S_____ or R_____.

50. Individualism and Collectivism:
• concerns for self and immediate family
versus concern for a larger group
Femininity versus Masculinity:
• relationships versus material acquisition

51. Confucianism versus
Dynamism:
• Short versus long-term
Broad implicationsof above?

52. Influence of Japanese Management
on HR thinking (1980s)
Theory J Theory A
Theory Z
Length of
Employment
Career path
lifetime short long
Progression
and exposure
to many areas
Specialised
In chosen
area
Less
specialised
Than A
Slow Rapid Slow
Promotion
Appraisal L_______ P___________ ?
Consensus
By many
Decision making Consensus
By many
Individual
Responsibility for
Decision outcome collective individual ?
Welfare benefits Many Few Many
oyalty erformance

53. Theory Z= model of HRM
Biased towards J
Ignores the exploitative nature of
Japanese management.
William Ouchi (1981)
J+A=Z

54. What are the HR challenges in China?

57. The Best of Corporate Culture

58. • Storey's Hard and Soft model
• Purcell's HR classification
• Legge: Differences between PM and HRM
• Resource-Based View
• Harvard Model
• Etc
SPECIFIC STUDIES OF HRM

59. Storey's Hard and Soft HRM

60. Differentially
Do organisations practise hard or soft?

61. Sequentially

62. • Rhetoric: managers preach ______ but
practise ________

63. Purcell's Classification of HRM

64. Legge: PM versus HRM
PM has been repackaged:
Beneficiaries of repackaging
•Line managers
•HR/PM = Board position
•Academics/Consultants

65. Resource- Based View (Robert Grant)
Mix of HR: Skills, Knowledge, Networks =
Human Capital

66. Harvard Model
Beer et al (1984) developed a Harvard model/Four C’s
model of HRM
C =Commitment
C =Congruence
C =Competence
C =Cost effectiveness

67. Material Context of HRM/MHC
Changing role of trade unions
Reaganism and Thacherism

68. EU: Maastrict Treaty

69. Impact of Globalisation on HRM
• Peter Drucker: "Every
manager must be a -------
manager"
• Robert Townsend " The first
role of the CEO is to fire the
HR department"

70. Conclusions: