This document provides an introduction to strategic human resource management (SHRM). It defines SHRM and discusses its objectives, approaches, models and role in business strategy. SHRM ensures HR practices are aligned with organizational goals and focuses on long-term people issues. It emphasizes organizational ethics and sustainability. The document outlines the stages of strategic management and differences between SHRM, HR strategy, and traditional HRM. Finally, it discusses SHRM concerns and benefits, such as integrating HR with business strategy and adjusting practices to support organizational strategy.
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in an organization. It involves recruitment planning, strategic development, searching, screening, and evaluation and control. Selection ensures an organization has the right number and kind of people in the right place at the right time. The selection process includes preliminary interviews, selection tests, employment interviews, background investigations, selection decisions, physical examinations, job offers, contracts of employment, and evaluating the selection program. Together, recruitment and selection are fundamental HR processes for building an organization's human resource capacity and delivering quality service.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Training and development are important functions for organizations and individuals. Training refers to efforts by an organization to facilitate employees learning job-related competencies through planned activities. It aims to improve current work skills and is focused on short-term performance. Development refers to broader efforts to increase skills for future responsibilities and is oriented towards long-term career growth. Both training and development are beneficial for organizations, individuals, and human resource processes by improving performance and competitiveness.
Job design involves determining the tasks, methods, and relationships of a job. It aims to increase motivation, productivity, and quality of work life. Key considerations in job design include critical job characteristics and matching individuals to jobs. Approaches to job design are scientific, contemporary individual, team, and ergonomic. Contemporary approaches include job rotation, enlargement, and enrichment to provide variety, challenge and responsibility. Job design impacts outcomes like absenteeism and turnover.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
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
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in an organization. It involves recruitment planning, strategic development, searching, screening, and evaluation and control. Selection ensures an organization has the right number and kind of people in the right place at the right time. The selection process includes preliminary interviews, selection tests, employment interviews, background investigations, selection decisions, physical examinations, job offers, contracts of employment, and evaluating the selection program. Together, recruitment and selection are fundamental HR processes for building an organization's human resource capacity and delivering quality service.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Training and development are important functions for organizations and individuals. Training refers to efforts by an organization to facilitate employees learning job-related competencies through planned activities. It aims to improve current work skills and is focused on short-term performance. Development refers to broader efforts to increase skills for future responsibilities and is oriented towards long-term career growth. Both training and development are beneficial for organizations, individuals, and human resource processes by improving performance and competitiveness.
Job design involves determining the tasks, methods, and relationships of a job. It aims to increase motivation, productivity, and quality of work life. Key considerations in job design include critical job characteristics and matching individuals to jobs. Approaches to job design are scientific, contemporary individual, team, and ergonomic. Contemporary approaches include job rotation, enlargement, and enrichment to provide variety, challenge and responsibility. Job design impacts outcomes like absenteeism and turnover.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
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
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
This document discusses human resource planning at both the macro and micro levels in India. At the macro level, it focuses on demographic changes, legal issues, policies, technology, population planning and control, literacy and education, health and medical care, and housing. Effective human resource planning is important at the macro level to support India's economic planning and development. It also discusses the major reasons for emphasizing manpower planning, including the employment-unemployment situation, technological change, demographic changes, legislative controls, and the impact of pressure groups.
HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.
The document discusses the organization of HR departments in different structures. It describes how HR functions like recruitment, training, compensation etc. can be divided into front office, back office and centers of excellence. It then explains the organization of HR in line, functional, line and staff, divisional and matrix structures. In each structure the reporting relationships and responsibilities of the HR department are defined.
Differences between international and domestic HRMKavitha Ravi
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
This document discusses work redesign, which involves restructuring job tasks, duties, and responsibilities to make jobs more motivating for employees. It outlines the objectives of work redesign as placing the right person in the right job, improving skills-job fit, and maximizing output while increasing satisfaction. The document then examines interdisciplinary perspectives on job redesign from models like mechanistic, motivational, perceptual, and biological approaches. It describes the process of work redesign as revising job information, analyzing discrepancies, altering job elements, reforming descriptions, and reshuffling tasks. The advantages include improved quality of work life and productivity, while obstacles include difficulties in predicting job impacts and choosing analysis units. The conclusion states that work re
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
Human Resource Management (HRM) involves formal systems for managing employees in an organization. The key responsibilities of HRM include staffing, compensation/benefits, and job design. HRM aims to utilize human resources effectively, develop employees, reconcile individual and organizational goals, and maintain high employee morale. HRM also handles employee disputes, conducts performance appraisals, maintains a positive work environment, and develops public relations. Planning, organizing, directing, and controlling are the main managerial functions of HRM, while key operative functions include recruitment, training, compensation, and employee integration and development.
This presentation discuss the japanese way of managing their people. It discusses the various hr activities in japan alongwith some of its major issues and challenges.
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The document discusses international compensation strategies. It outlines that international compensation includes base salary, benefits, perks, and short and long-term incentives based on employee contributions. The objectives are to attract competent expatriates, facilitate movement between locations, provide reasonable pay levels across locations, be cost-effective, and align with business strategy. A compensation philosophy outlines goals, performance linkage, market targeting, and the role of appraisals. Compensation considers business factors, employee preferences, market practices, and is administered through salary bands, job pay rates, performance linkage, starting salaries, and reviews.
The document discusses using regression analysis for human resource (HR) forecasting. It begins with an overview of forecasting, describing it as predicting future needs based on historical data. Regression analysis determines the proportional relationship between two variables, such as production output and manpower needs. The document shows an example using data from a jeans manufacturer to develop a regression equation that can predict HR needs based on production targets. It concludes that HR forecasting helps businesses efficiently allocate resources and avoid overstaffing or understaffing while reducing costs.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
2008 Setting Goals And Objectives TrainingImanSabri
This training presentation covers setting goals and objectives and introduces the SMART framework. It explains that goals are general and long-term while objectives are specific, measurable, and set to accomplish goals. The presentation teaches that setting goals and objectives is the critical first step in planning and that the company uses management by objectives with corporate goals informing departmental and individual objectives. Employees are evaluated based on accomplishing their objectives, which should be SMART - specific, measurable, achievable, realistic, and time-oriented.
The survey found that while many organizations have begun preparing for potential skills gaps as older workers retire, preparation efforts are still in early stages for many. 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years. Regarding replacing retiring older workers with younger workers, 27% of organizations are just becoming aware of this issue as a potential problem. Nearly half of organizations believe the loss of older workers' talent and skills over the next decade could potentially cause problems for their organization or industry.
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
This document discusses human resource planning at both the macro and micro levels in India. At the macro level, it focuses on demographic changes, legal issues, policies, technology, population planning and control, literacy and education, health and medical care, and housing. Effective human resource planning is important at the macro level to support India's economic planning and development. It also discusses the major reasons for emphasizing manpower planning, including the employment-unemployment situation, technological change, demographic changes, legislative controls, and the impact of pressure groups.
HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.
The document discusses the organization of HR departments in different structures. It describes how HR functions like recruitment, training, compensation etc. can be divided into front office, back office and centers of excellence. It then explains the organization of HR in line, functional, line and staff, divisional and matrix structures. In each structure the reporting relationships and responsibilities of the HR department are defined.
Differences between international and domestic HRMKavitha Ravi
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
This document discusses work redesign, which involves restructuring job tasks, duties, and responsibilities to make jobs more motivating for employees. It outlines the objectives of work redesign as placing the right person in the right job, improving skills-job fit, and maximizing output while increasing satisfaction. The document then examines interdisciplinary perspectives on job redesign from models like mechanistic, motivational, perceptual, and biological approaches. It describes the process of work redesign as revising job information, analyzing discrepancies, altering job elements, reforming descriptions, and reshuffling tasks. The advantages include improved quality of work life and productivity, while obstacles include difficulties in predicting job impacts and choosing analysis units. The conclusion states that work re
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
Human Resource Management (HRM) involves formal systems for managing employees in an organization. The key responsibilities of HRM include staffing, compensation/benefits, and job design. HRM aims to utilize human resources effectively, develop employees, reconcile individual and organizational goals, and maintain high employee morale. HRM also handles employee disputes, conducts performance appraisals, maintains a positive work environment, and develops public relations. Planning, organizing, directing, and controlling are the main managerial functions of HRM, while key operative functions include recruitment, training, compensation, and employee integration and development.
This presentation discuss the japanese way of managing their people. It discusses the various hr activities in japan alongwith some of its major issues and challenges.
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The document discusses international compensation strategies. It outlines that international compensation includes base salary, benefits, perks, and short and long-term incentives based on employee contributions. The objectives are to attract competent expatriates, facilitate movement between locations, provide reasonable pay levels across locations, be cost-effective, and align with business strategy. A compensation philosophy outlines goals, performance linkage, market targeting, and the role of appraisals. Compensation considers business factors, employee preferences, market practices, and is administered through salary bands, job pay rates, performance linkage, starting salaries, and reviews.
The document discusses using regression analysis for human resource (HR) forecasting. It begins with an overview of forecasting, describing it as predicting future needs based on historical data. Regression analysis determines the proportional relationship between two variables, such as production output and manpower needs. The document shows an example using data from a jeans manufacturer to develop a regression equation that can predict HR needs based on production targets. It concludes that HR forecasting helps businesses efficiently allocate resources and avoid overstaffing or understaffing while reducing costs.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
2008 Setting Goals And Objectives TrainingImanSabri
This training presentation covers setting goals and objectives and introduces the SMART framework. It explains that goals are general and long-term while objectives are specific, measurable, and set to accomplish goals. The presentation teaches that setting goals and objectives is the critical first step in planning and that the company uses management by objectives with corporate goals informing departmental and individual objectives. Employees are evaluated based on accomplishing their objectives, which should be SMART - specific, measurable, achievable, realistic, and time-oriented.
The survey found that while many organizations have begun preparing for potential skills gaps as older workers retire, preparation efforts are still in early stages for many. 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years. Regarding replacing retiring older workers with younger workers, 27% of organizations are just becoming aware of this issue as a potential problem. Nearly half of organizations believe the loss of older workers' talent and skills over the next decade could potentially cause problems for their organization or industry.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
The document outlines the key components of an effective talent management strategy: 1) planning for talent needs, 2) attracting critical talent, 3) recruiting critical talent, 4) assessing critical talent, 5) developing critical talent, and 6) retaining critical talent. It discusses challenges such as globalization and the war for talent, and provides examples from successful companies like SAS and Southwest Airlines that invest in their employees through benefits, culture and training. An integrated six-part talent strategy can help organizations compete for top talent as the global economy recovers.
This document provides an overview of how to align training with an organization's strategic plan. It discusses defining training and strategic training, and explains the elements of a strategic plan including mission, vision, values, goals and objectives. The document describes how to conduct a SWOT analysis to understand an organization's strengths, weaknesses, opportunities and threats. It also explains how strategic training can provide a competitive advantage when linked to business strategy and goals. The document provides guidance on conducting a needs assessment, including collecting data through tools like surveys, observations and interviews to identify performance gaps and determine if training is an appropriate solution.
This document provides an introduction to strategic human resource management (SHRM). It defines SHRM and discusses its objectives, approaches, models and role in business strategy. SHRM ensures HR practices are aligned with organizational goals and focuses on long-term people issues. It emphasizes developing a skilled workforce, organizational culture and values to achieve competitive advantage. The document contrasts SHRM with traditional HRM and HR strategies, and discusses how SHRM integrates HR with overall business strategy.
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
The document summarizes the findings of a SHRM survey on job analysis activities. It found that the most common methods used to conduct job analyses were interviews, observation, and structured questionnaires. Organizations most commonly collected information on knowledge, skills, abilities, and tasks. This information was primarily used for recruitment, performance standards, and compensation. Job analyses were conducted most for management, nonexempt, and professional nonmanagement positions.
Manpower planning is the process of forecasting an organization's future staffing needs and determining how to meet those needs. It involves matching the supply of internal and external human resources with expected openings over a defined time period. Effective manpower planning helps ensure an organization has the right number and types of employees needed to achieve its objectives. Key aspects of manpower planning include projecting workforce needs, developing succession plans, managing skills and training, and maintaining a flexible workforce.
Manpower planning (MPP) is the process of determining an organization's manpower requirements and meeting those needs. MPP consists of forecasting, developing, and controlling. It is important for ascertaining needs, presenting existing manpower inventories, determining shortfalls or surpluses, and initiating programs. MPP is required at national, sector, industry, and individual unit levels and is affected by internal factors like policies and strategies as well as external factors like government policies and business environment. MPP involves analyzing demand, forecasting supply, estimating net requirements, and planning for recruitment, development, or adjustments based on future surpluses or deficits.
The document discusses various steps and methods for manpower planning, including demand forecasting and supply forecasting. It describes techniques like bottom-up analysis, Delphi technique, nominal group technique, ratio analysis, regression analysis, and Markov analysis for forecasting demand. Methods of internal and external supply like transfer, promotion, educational institutes, and advertisements are also summarized.
Manpower planning involves estimating personnel needs over time for projects and operations. It has five essential elements: analyzing current resources, reviewing employee utilization, forecasting demand and supply of employees, and developing a manpower plan. Manpower planning ensures optimum use of human resources, facilitates training and development, and helps identify and address potential shortages or surpluses to reduce costs and improve productivity.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
XYZ Ltd plans to enter the banking industry and spend 1000 crore to open branches in state capitals and major cities over the next year. They need to develop an HR plan to staff the new banking operations, taking into account their existing workforce of 20,000 employees across airlines, hospitality, and consumer durables.
A regional retail manager is responsible for 28 stores across small and large formats. They need to develop a manpower plan to address steadily increasing product demands while keeping wages stable. The plan should indicate current staffing across store sizes and positions, expected tenure, and future staffing needs as 6 cities each have 2 large stores and 16 smaller stores are more dispersed.
Human factors that affect human resource planning
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, improve mood, and reduce feelings of stress and anxiety. The document recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
Bangalore University, MBA 2nd Semester
Subject: Human Capital Management (HCM), Module 6
Contents: Introduction, Characteristics, Scope, and Barriers of SHRM, SHRM versus conventional HRM, Linking HR Strategy with Business Strategy, Linking HR strategy with business strategy, HR strategy classification, SHRM, and business performance.
This document discusses strategic human resource management (HRM). It defines strategic HRM as concerning how HRM is critical to an organization's survival and success. The document outlines various perspectives on strategy, including classical, evolutionary, processual, and systemic perspectives. It also discusses models of strategic HRM, including matching HRM to business strategies or organizational life cycles. Additionally, it covers debates around "best practice" versus "best fit" approaches to HRM and the resource-based view of relating HRM to organizational performance.
This document discusses strategy-driven human resource management. It explains that managers must consider their organization's current environment and future goals when developing a strategic plan. A successful strategy requires employees who support the organization's strategic objectives. The document also discusses how analyzing internal and external factors can provide strategic advantages and how human resource practices should promote the achievement of strategic objectives.
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and the roles of HR managers. Specifically, it notes that HRM involves planning, organizing, and overseeing the recruitment, management, and training of employees. It also discusses the significance of HRM for achieving organizational goals and facilitating employees' professional growth. Additionally, the document outlines some of the challenges currently facing the HRM field, such as adapting to technological changes and developing skills for modernized work.
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxmccormicknadine86
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
*
Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
*
HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
*
Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
*
SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
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.
Strategic human resource management (SHRM) aims to align human resource practices with organizational strategy to achieve competitive advantage. SHRM involves determining strategic HR objectives that support long-term business goals and developing plans to organize human capital. It integrates people management with strategic planning to build an employee base with the skills and abilities needed to implement organizational strategies. The goal of SHRM is to ensure HR activities enable the firm to be at least one step ahead of competitors.
Ch2 Human Resource Policies and StrategiesKomal Sahi
Human resource strategies and policies play an important role in organizational success. An effective HR strategy has three key elements: strategic objectives, a plan of action to meet those objectives, and alignment between HR strategies and the overall business strategy. Developing strong HR policies provides guidelines for employee management and ensures consistency. Regular strategic planning allows an organization to assess its mission, vision, external environment, and goals to develop effective strategies and policies over the long term.
This document outlines the syllabus for a Business Strategy course. The course is divided into 5 units that cover key concepts in strategic management: introduction, vision/mission/objectives, strategic analysis, strategy formulation, and strategy implementation. Unit 1 introduces concepts like the strategic management process and different perspectives on strategy. Unit 2 covers developing a strategic vision and mission. Unit 3 focuses on analyzing the external and internal environment. Unit 4 addresses strategy formulation at the business and corporate levels. Unit 5 looks at implementing strategy through organizational structure and leadership.
Strategic HRM Alignment Business and HR ExcellenceSeta Wicaksana
Strategic human resource management (SHRM) aims to align human resource strategies and practices with the overall business strategy. It involves analyzing the external environment, assessing the internal human resource strengths and weaknesses, and developing HR strategies to support the organizational goals and strategies. Effective SHRM requires integrating HR into strategic planning, formulating supportive HR strategies, implementing those strategies, and providing feedback to evaluate their impact. This allows HR to contribute to organizational performance by ensuring the availability of an efficient workforce, providing necessary training and skills development, and fostering employee commitment and motivation.
INTEGRATING HR STRATEGY WITH BUSINESS STRATEGY UNDER THIS TOPIC I COVER NATURE, DIFFERENCE BETWEEN TRADISIONAL HRM AND STRATEGIC HRM, BARRIERS, MODELS, ROLE AND SUMMERY
NOTES ON SHRM for mba students . It help in their mba and also helpful for ne...komal549009
Strategic human resource management (SHRM) links human resource management with strategic business goals to improve performance. SHRM views employees as strategic assets and aims to develop a culture and structure that contributes to business objectives. It involves analyzing external opportunities/threats, formulating internal strength-based strategies, implementing those strategies, and evaluating outcomes. Theories of SHRM include the fit perspective of aligning HR practices with business strategy, and the resource-based view of developing rare, valuable human capital for competitive advantage. SHRM has evolved from traditional personnel management to take a more strategic, transformational role.
Strategic Human Resource Management is that all initiatives involving how people are managed need to be aligned with and support the organization’s overall strategy.
*Dimensions
-Human Resource Planning
-Recruitment and Selection
-Training and Development
-Performance Appraisal
-Compensation
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
The document discusses moving HR from an operational to a strategic role. It summarizes HR trends like talent management and metrics. The state of the HR profession in South Africa is examined, noting skills shortages and engagement issues. Key aspects of strategic HR management and HR risk management standards are defined. The importance of HR aligning with business strategy and managing risks like safety, skills gaps, and retention are emphasized.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. Contents
• Introduction
• Concept of SHRM
• Objectives of SHRM
• Approaches to SHM
• Role of SHRM
• Models of SHRM
• Contribution of HRM to business strategy
• Contemporary issues in HRM
• Internal and external fit in SHRM systems
• Summary
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3. Preamble (1-3)
2/7/2017 KATOPOLA, Daudi : Lesson 1 3
• SHRM covers the concepts and practices that guide and
align Human Resource Management philosophy, tactical
planning and practice with the strategic and long term
goals of the organization, with a particular focus on
human capital. It deals with the macro-concerns of the
organization regarding structure, quality, culture, values,
commitment, matching resources to future needs and
other longer term people issues.
4. Preamble (2-3)
• Strategic HRM gives direction on how to build the
foundation for strategic advantage by creating an effective
organizational structure and design, culture, employee
value proposition, systems thinking, an appropriate
communication strategy and preparing an organization for
a changing landscape, which includes downturns and
mergers & acquisitions. Sustainability and corporate
social responsibility come within the ambit of this
discipline, especially with reference to organizational
values and their expression in business decision making.
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5. Preamble (3-3)
• Strategic HRM emphasizes organizational codes of
ethics, managing the societal impact of business
decisions, philanthropy and the role of the human
resource professional in improving the quality of life of
employees, their families and the community at large.
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6. Introduction
• Although most business leaders recognize the importance
of the people factor, few of them have been successful in
using HR effectively, in such a way as to inspire success
and to achieve a high-performance business strategy.
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7. …cont’d
• Business leaders who believe they can decide the HR
priorities without a deeper understanding of the
relationship between business strategy, organization and
people will find that their organization never becomes a
truly high-performing company. HR managers who believe
they can determine the HR agenda for any organization
largely within the HR function itself will fail to add value to
the organization they work for.
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8. …cont’d
• In our view, the CEO and the HR leader need to form a
natural alliance so that together they manage the balance
between keeping the successful core activities of the past,
doing away with other, less successful existing activities
and building new capabilities for growth and future
success.
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9. …cont’d
• What is needed more than ever before is a common view
on the business HR agenda that needs to be delivered in
order for the organization to be successful overall. Rapid
change is happening in all sectors of public and corporate
life, and the ability to adapt to such change has become
of strategic importance. Clarity on what needs to be done
on the human side of the organization is vital. In a high-
performance company, people behave in an inspired,
responsible and decent manner. Such a company has a
way of doing business whereby ‘heart and mind’ come
together.
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10. HR Practices corresponding to the stages
of an organization’s life cycle
Life Cycle
Stages
HR Practices
Start-up • Flexible patterns of work
• Recruitment of highly motivated & committed employees.
• Competitive pay
•Little formality
Growth • More sophisticated recruitment & selection
• Training & development
• Performance Mgmt process
• Reward systems
• Developing stable employee relations
Maturity • Attention to the control of labour cost
• Focus on increasing productivity
• Control compensation
Decline • Emphasis on rationalization of workforce & downsizing
• Retraining & career consulting services
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11. Concept of SHRM
• In order to understand the meaning and nature of
Strategic HRM, the concepts of strategy and strategic
management need to be understood.
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12. Strategy meaning (1-2)
• Strategy is a term that comes from the Greek strategia,
meaning "generalship." In the military, strategy often
refers to maneuvering troops into position before the
enemy is actually engaged
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13. Strategy (2-2)
Institutions CRDB
Bank
NMB Bank NBC Bank TBL Tahmeed
Assets
Worth
Tsh5.3
trillion ($2.4
billion)
Tsh4.5
trillion ($2
billion)
$0.7 billion
Market
Share
20% 17% 6%
Strategy Product
Innovation
Close to
customer
?? Quality Customer
Care
2/7/2017 KATOPOLA, Daudi : Lesson 1 13
14. Quote: ATE Employer of the Year-2016 (TBL)
"TBL certification demonstrates that delivering World Class
human resources practices is possible in the country and
could be easily linked with the overall TBL's consistent high
performance in the market."
-TBL Human Resource Director Mr. David Magese
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15. Definitions in use
• Some of the definitions in use include the
following:
• Strategy is that which top management does that is of
great importance to the organization.
• Strategy refers to basic directional decisions, that is, to
purposes and missions.
• Strategy consists of the important actions necessary to
realize these directions.
• Strategy answers the question: What should the
organization be doing?
• Strategy answers the question: What are the ends we
seek and how should we achieve them?
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16. Strategic Management-As per general opinion, strategic
management means strategic planning implemented by
the management for solution of various problems arose in
the area of production, employees,& finance to the
business unit.
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17. Scope of Strategic Management
• To fix mission of the unit
• To make favourable internal environment
• Analysis & evaluation of External environment
• SWOC analysis to be made
• Selection of new alternatives to achieve mission
• To develop grand strategy
• To fix short-term annual targets
• To raise resources & facilities
• Evaluation & control on activities.
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18. Stages in Strategic management
• Strategic analysis
• Environmental analysis
• Establish organizational direction
• Strategy formulation
• Strategy implementation
• Strategic control
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19. Stages in Strategic management
• Strategic analysis
• Environmental analysis
• Establish organizational direction
• Strategy formulation
• Human resource planning
• Strategy implementation
• Work force utilisation and employment practices
• Reward and development system
• Strategic control
• Performance impact of human resource practices
• Human resource evaluation
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20. HR strategy ?
“the pattern of planned human resource activities
intended to enable an organization to achieve its
goals”
- Wright and McMahan 1992
“the overall plan that leads the implementation of
specific HRM functional areas. HRM strategies
guide personnel decisions that ensure the best fit
for the organization. All functional areas of HRM
strategies need to match the overall business
strategy”
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21. HR Strategy
HR Strategy is concerned with two key elements:
i. Determining the strategic objective
ii. Developing a plan of action
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22. Strategic Human Resource Management
Strategic Human Resource Management is
is the practice of attracting, developing,
rewarding, and retaining employees for the
benefit of both the employees as individuals
and the organization as a whole.
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23. Objectives of SHRM
i. To ensure the availability of a skilled,commited, & highly
motivated workforce in the organization to achieve
sustained competitive advantage.
ii. To provide direction to the organization so that both the
business needs of the organization & the individual &
collective needs of its workforce are met.
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24. Difference btn SHRM & Traditional HRM
Traditional HRM SHRM
Focus of activity Employee relations Partnership with internal &
external groups
Role of HR Reactive & transactional Proactive & transformational,
change leader
Initiative for
change
Slow & not integrated with
larger issues
Fast,flexible & systematic
Time Horizon Short-term Consider various time frames
Control Bureaucratic control Organic control
Job design Focused job design Broad job design
Important
investment
Capital,products,technology
& finance
People & their knowledge
skills & abilities
Accountability Cost centre Investment centre
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25. Difference btn SHRM & HR Strategy
SHRM HR Strategies
• A general approach to strategic
management to HR
• Aligned with the organizational
intention with future directions
• Focus on long term people issue
• Defines the areas in which specific
HR strategies need to be developed
• Focus on macro concern such as
structure & culture
• Strategic HRM decisions are built into
strategic business plans
• Outcome of the general SHRM
approach.
• Focus on specific organizational
intentions about what needs to be
done.
• Focus on specific issues that facilitate
the achievement of corporate strategy.
• Human resource strategy derived
from SHRM
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26. SHRM concern
SHRM concern is to ensure
• HR management is fully integrated with the strategy and strategic
needs of the firm
• HR policies cohere across policy areas and areas of hierarchy
• HR practices are adjusted and used by line manages and
employees as part of their everyday work
262/7/2017 KATOPOLA, Daudi : Lesson 1
27. Benefits of SHRM
i. Identifying and analysing external opportunities and threats
that may be crucial to the company's success.
ii. Provides a clear business strategy and vision for the future.
iii. To supply competitive intelligence that may be useful in the
strategic planning process.
iv. To recruit, retain and motivate people.
v. To develop and retain of highly competent people.
vi. To ensure that people development issues are addressed
systematically.
vii. To supply information regarding the company's internal
strengths and weaknesses.
viii. To meet the expectations of the customers effectively.
ix. To ensure high productivity.
x. To ensure business surplus thorough competency
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28. HRM Practices
Firm strategy Institutional /
Political forces
HR Capital pool
(Skills, abilities)
HR behaviors
Firm level outcomes
(performance,
satisfaction,
absenteeism etc)
Resource
based view
of the firm
Cybernetics
Agency/transaction costs
Resource dependence
institutional
Behavioral
approach
Theoreticalframe work of SHRM
282/7/2017 KATOPOLA, Daudi : Lesson 1
29. Theoretical frame work of SHRM
• Strategy driven
• Resource based view
• Competitive advantage based on unique allocation of resources {selection
/Compensation package}
• Behavioral view
• Control and influence the behaviors of individuals (Infosys)
• Cybernetics systems
• Adoption or abandonment of practices based on feedback on contributions
to strategy (Bosch – MICO)
• Agency/transactions cost view
• Use of control systems, performance evaluation and reward systems etc
• (In the absence of performance evaluation strategy may not be pursued)
• Non-Strategy driven
• Resource dependence and power theories
• Power and politics= legislation, unionization, control of resources, expectations of
social responsibility.
• Institutional theory
• In appropriate performance evaluation dimensions (inertia / rational decision making
appraisal
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30. Four Components of SHRM
SHRM
Human
Resource
Activities
Pattern &
Plans
Purposeful
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31. The VRIO Framework
• VRIO framework a resource based view of an
organization determines the value of human resources for
the organization on the basis of four criteria- value,
rareness, imitability & organization.
VRIO
Rarene
ss
Imitabili
ty
Organiz
ation
Value
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33. Theoretical Perspectives of SHRM
SHRM
Fit
Perspective
Functional
perspective
Economic
Perspective
Typological
perspective
332/7/2017 KATOPOLA, Daudi : Lesson 1
34. Theoretical Perspectives of SHRM
• Fit Perspective-match its internal resources & skills with
opportunities available in the external environment.
• Functional Perspective-An organization performs best
when each departmental unit maximizes its contributions
limited to its unique area of expertise.
• Economic perspective- Human resources are a unique
& distinguishable source of competitive advantage.
• Typological Perspective-Three distinct ‘types’ of HR
strategies
Inducement
Investment
Involvement
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35. The human resource environment
• Global changes
• Boarders and barriers
• E-commerce
• Emerging markets, new markets.
• Technology
• Demography
• Culture
• Etc….
• The imperative >>‘HR focus’
352/7/2017 KATOPOLA, Daudi : Lesson 1
36. The human resource environment
-General environment
• Technology and organisational structure
• Worker values and attitudinal trends
• Management trends
• Demographic trends
• Trends in utilisation of human resources
• International developments
362/7/2017 KATOPOLA, Daudi : Lesson 1
37. The human resource environment
-General environment
• Influence of technology
• HRIS
• Redeployment of HR staff to
operating units
• New organisational structures
(Short / accountability)
• Unbounded corporations
• Virtual corporations / networked
organisations
• Cellular organisations/guilds
• Respondent organisations/
supply niche components
• Stimulus for entrepreneurial
business
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
372/7/2017 KATOPOLA, Daudi : Lesson 1
38. The human resource environment
-General environment
• Ethical/moral issues
• (older generation blaming
younger generation)
• Time spent on work/ leisure
• Work enjoyment / satisfaction
/appeals
• Loyalty of employees
• Location near / far
• Age
• Younger no loyalty and expect
none
• New employee Perception before
joining and after joining the job
(extrinsic to intrinsic)
• (image, induction and orientation,
socialization process)
• Emphasis on core values, cultures,
family, social service)
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
382/7/2017 KATOPOLA, Daudi : Lesson 1
39. The human resource environment
-General environment
• Management of diversity
• Work teams
• Virtual teams
• Human resource outsourcing
• Open book management
• TQM
• Integrated manufacturing
• Reengineering
• Management of professionals
• Managing of aftermath of Mrg &
Aqui
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
392/7/2017 KATOPOLA, Daudi : Lesson 1
40. The human resource environment
-General environment
• Aging work force (HMT)
• Baby boom-US, China
• Labour Shortages
• Racial diversity
• Occupational
distribution for women
• Dual career couples
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
402/7/2017 KATOPOLA, Daudi : Lesson 1
41. The human resource environment
-General environment
• Telecommuting /
working from home
• Relocation from work
• Growing use of
temporary and
contingent workers
• Employee leasing
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
412/7/2017 KATOPOLA, Daudi : Lesson 1
42. The human resource environment
-General environment
• COMESA
• EU
• SADC
• WTO
• EAC
Technology and
organisational structure
Worker values and
attitudinal trends
Management trends
Demographic trends
Trends in utilisation of
human resources
International
developments
422/7/2017 KATOPOLA, Daudi : Lesson 1
43. International strategy
• Multinational, global and transnational strategies
• Strategic alliances
• Sustainable global competitive advantage
• Globally competent managers
• Location of production facilities
432/7/2017 KATOPOLA, Daudi : Lesson 1
44. HUMAN RESOURCE ACTIVITY TYPOLOGY
Staffing planning
Benefits of planning
Retirement planning
Compliance
Performance enhancement
Consulting
Employee relations
Labour negotiations
Executive compensation
Employee development
Management development
Recruitment interviewing
< IMPORTANT TO EXECUTIVES >
Payroll
Benefits administration
Retirement administration
Employee records
Relocation administration
Recruitment information processing
< IMPORTANT TO EMPLOYEES >
Recruitment information processing
Employee assistance programs
Strategic value of
activity
Low
High
RelationshipTransactional Type of HR activity
442/7/2017 KATOPOLA, Daudi : Lesson 1
45. Benefits of integrating HRP with Strategic
planning
• Generates more solutions to complex organizational
problems
• Ensures consideration of human resources in
organizational goal setting process
• Ensures consideration of human resources in
assessment of organizational abilities to accomplish
goals and implement strategies
• Reciprocal integration prevents strategy formulation
based on personal rigidities/preferences
• Facilitates concurrent consideration of strategic plans
and managerial succession.
452/7/2017 KATOPOLA, Daudi : Lesson 1
46. Strategic components of HRM relevant to
internal fit
• Management awareness
• Management of the function
• Portfolio of programs
• Personnel skills
• Information technology
• Awareness of the environment
462/7/2017 KATOPOLA, Daudi : Lesson 1
47. HR Practitioners Role
• The HR managers have keen role in the effective planning and implementation of
the policies and decisions that in tune with the business changes.
1. They should act as strategic partners and be proactive in their role than mere
reactive, passive spectators.
2. The HR managers should understand how far their decisions contribute to
business surplus incorporating human competency and performance to the
organisation.
3. Strategic HR managers need a change in their outlook from seeing themselves as
relationship managers to strategic resource managers.
i. Kossek (1987, 1989) argues that major HRM innovations occur when senior management takes
the lead and adoption of innovative SHRM practices is dependent on the nature of relationship
of the HR Department with the CEO and the line managers.
ii. Legge (1978) commenting on the actions of the personnel practitioner in the innovation process
suggests that adoption of an innovation by an organization depends largely on HR practitioners'
credibility with information and resource providers.
4. HR Department and HR managers in these innovative organizations play a strategic
role (Ulrich, 1997) linking the HR strategy with the business strategy of the
organization.
5. A crucial aspect concerning SHRM is the concepts of fit and flexibility. The degree of
fit determines the human resource system's integration with organization strategy. It is
the role of HR Managers to ensure this fit in between Human Resource System with the
Organization Strategy.
472/7/2017 KATOPOLA, Daudi : Lesson 1
48. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic contributions of traditional areas
• Evaluating strategic contributions in emerging areas
482/7/2017 KATOPOLA, Daudi : Lesson 1
49. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic
contributions of traditional
areas
• Evaluating strategic
contributions in emerging
areas
• Scope of evaluation
• Strategic impact
• Level of analysis
• Criteria
• Level of constituents
• Ethical dimensions
492/7/2017 KATOPOLA, Daudi : Lesson 1
50. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic
contributions of traditional
areas
• Evaluating strategic
contributions in emerging
areas
• Audit approaches
• Analytical approaches
• Quantitative and
qualitative measures
• Balance scorecard
perspective
• Benchmarking
• Industry influences
502/7/2017 KATOPOLA, Daudi : Lesson 1
51. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic
contributions of traditional
areas
• Evaluating strategic
contributions in emerging
areas
• Little
• Results not revealed
512/7/2017 KATOPOLA, Daudi : Lesson 1
52. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic
contributions of traditional
areas
• Evaluating strategic
contributions in emerging
areas
• HRP
• Staffing
• Training
• Performance evaluation
systems
• Compensation systems
• Utility analysis
• labour and employee
relations
522/7/2017 KATOPOLA, Daudi : Lesson 1
53. Human Resource Evaluation
• Overview of evaluation
• Approaches to evaluation
• Prevalence of evaluation
• Evaluating strategic
contributions of traditional
areas
• Evaluating strategic
contributions in emerging
areas
• Equal employment
opportunity and
management of diversity
• Quality readiness
532/7/2017 KATOPOLA, Daudi : Lesson 1