12. Strategic Human
Resource Management
Definition:
The pattern of planned
human resource
deployments and activities
intended to enable an
organization to achieve its
goals.
15. HR Practices: Options
for Fit with Strategy
Job Analysis & Design
Recruitment & Selection
Training & Development
Performance Appraisal
Pay Systems
Labor & Employee Relations
16. Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
17. Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
18. Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets
23. A Word of Caution
The terms “strategy” and
“planning” may be applied to
EVERY function in a generic
way … meaning that you will
have a strategy and make a
plan for each activity (like
training, recruiting, etc.)
24. A Word of Caution,
con’d
For the purposes of your maps,
use “strategy” and “planning” as
HR FUNCTIONS
Strategy=“corporate strategy” -- the
relationship of the company’s
strategy to HR activities
Planning=The supply and demand
of employees
Notas del editor
SM is a process for analyzing a company’s competitive situation, developing the company’s strategic goals, and devising a plan of action, and allocation of resources human organizational physical that will increase the likelihood of achieving those goals
Mission = statement of org’s reasons for being customers served needs satisfied value received by customers technology used Goals = what org hopes to achieve in the medium- to long-term future how mission will be operationalized External analysis = examining org’s operating environment to identify strategic opportunities and threats Internal analysis = attempts to identify org’s strengths and weaknesses Strategic choice = org’s strategy ways org will attempt to fulfill its mission achieve its long-term goals
U=unitary, single hr department responsible org wide H=holding company, unrelated diversification --> individual HR departments M=//holding, businesses more closely related, hr handled within each division, synergy from corporate HR across businesses flat=hr diffused through org, operating mgrs take on more hr activities --> smaller HR staff for service, consultation
Job analysis & design -- narrow sets of tasks, limited sets of skills complex array of tasks, multiple high-level skills Recruitment & selection -- internal, supervisor, fit, informal external, HR, qualifications, formal Training & development -- individual, OJT, job-specific, buy team, external, generic, make Performance appraisal -- customized, developmental, multipurpose, multiple inputs uniform, control, narrow-focus, supervisory Pay systems --fixed, job-based, seniority, centralized variable, individual-based, performance, decentralized Labor/employee relations --top-down, adversarial bottom-up, enlightened
