This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
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.!
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
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
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.
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.!
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
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
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.
Helikx approach towards Human Resource managementpbji
This VUCA world and how to handle New Normal. The baby boomers are dis appearing and how to handle the new gen Y and Gex x now it is Gen Z. The ways and means to manage them. Where to change the strategy? How to adopt new methods? What to do first? What the success percentage? The possible ideas and outcomes.
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
In a time of growing health expenditures and inefficiencies, ageing populations, rise of chronic diseases, co-morbity and technical evolutions, there is a worldwide quest for performant, innovative and sustainable health systems that are, a.o. effective and cost efficient, patient-centric, integrated and co-creative and able to deal with the growing society dynamics.
Effectively implementing strategic initiatives that tackle the aforementioned challenges or dissolve existing problems appears a frightening task since the majority of the implementations fail.
Current approaches and frameworks addressing organizational changes are fragmented, heterogeneous and mostly descriptive. In this study, we aim to design and develop a more prescriptive, holistic and integrated approach.
ERP Introduction (Lecture)
Chapter 1-The Roots of Distribution Information Management
Chapter 2-Strategic Use of Distribution Information Systems
Chapter 3-Information System Tactical Planning
Chapter 4-Selecting the System
Chapter 5-ERP Implementation
Chapter 6-The ERP Components
Chapter 7-Automating Sales and Marketing
Chapter 8-Replenishment
Chapter 9-Operations Management
Chapter 10-Executive Information Systems
Chapter 11-Managing the System
Chapter 12-Standardization and Putting the System to Work
Chapter 13-Customer Relationship Management
Chapter 14-Logistics and Procurement Systems
Chapter 15-Building a Best in Class ERP
This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
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.
Strategy meaning
Strategy concept
Strategic management
Strategy management process
Strategic HRM
Aims of strategic HRM
Approaches to strategic HRM
HR strategies
Types of Hr strategies
Difference between strategic HRM and HRM
Hard & soft elements of HRM
2. SHRM
DEFINITION
It is the linking of human resources with strategic
goals and objectives in order to improve business
performance and develop organizational culture that
foster innovation, flexibility and competitive
advantage.
3. Different Approaches of SHRM
Traditional Approach
Strategy Implementation Approach
Strategy Formulation Approach
Best Practices Approach
Best Fit Approach
4. Traditional Approach
This approach has no role in the formulation and
implementation of business strategy
It assumes that the people and job are stable.
Advantages
Helps in better analysis of a specific job
Help in assess the person-fit recruitment &
selection of Qualified person for a specific job.
5. Strategy Implementation Approach
It aligns the HR process with the organizational goals.
HR strategies need to be aligned with the business
strategy.
Steps:
Identifying the org. business strategy
Deducing the organizational capabilities needed to
implement the strategy
6. The recruitment & selection process that focus on
candidate who can work with the org. goals
Strategy Formulation Approach
Focus – hiring candidate who can add value
to an org. product & services.
Add value- people with unique KSA
Assumes that the strategy and staffing are stable&
change according to the external environmental
factors- Political, Social, economic, demographic,
technological factors, Suppliers, Customers, creditors,
competitors etc.
7. Best practice approach
Best practice approach believes that there is a set of best HRM
practices and adopting them will lead to superior organizational
performance. The HR practices to be followed are:
Employment security
Selective hiring
Self-managed teams or team working
High pay contingent on company performance
Extensive training
Reduction of status differences
Sharing information
8. In essence, recruiting and retaining talented, team-
oriented, highly motivated people is seen to lay a basis
for superior business performance
Criticisms
Disconnection from company's goals and context
Disregard of national differences such as management
practices
difficulty arises when we go beyond these
straightforward practices.
9. Best Fit Approach
Best fit approach believes that there is no universal
prescription for HRM practice.
It emphasises the fit between HR activities and the
organisation's stage of development ("external-fit")
Criticisms
Lack of alignment with employee interests,
compliance with prevailing social norms and legal
requirements