390 likes | 418 Views
Understanding Strategic Human Resource Management. A classroom discussion. Number Game !. 145 4300 4000 16000-20000 20000-25000 22.
E N D
Understanding Strategic Human Resource Management A classroom discussion
Number Game ! 145 4300 4000 16000-20000 20000-25000 22
Power of TEAM • Wisdom of Goose !
Performance is the CORE Performance
What is strategic ? • Seeing in the big picture and aligning all the elements of system to generate synergetic efforts for the achievement of long term goal of the organization • Strategic in terms of: • Time • Efforts • Resources • Value addition
Driving Forces for being strategic • Increasing Domain Complexity • Accelerating Market Volatility • Intensified Speed of Responsiveness • Diminishing Individual Experiences
People and Technology • E-governance example
“Maybe pushing on that wall to the right will give some space.”
Shared Vision • A Chief Finance Officer (CFO) asks CEO: “What happens if we invest in our people and then they leave us?” CEO: What happens if we don’t, and they stay?”
Strategic HRM • the use of planning; • A coherent approach to the design and management of personnel systems based on an employment policy and workforce strategy and often underpinned by a ‘philosophy’; • Matching HRM activities and policies to some explicit business strategy; • Seeing the people of the organization as a ‘strategic resource’ for the achievement of ‘competitive advantage’.
HRM: Resource based view • People management systems construct • These systems create value to extent that they impact stock, flow, & change of intellectual capital/knowledge • Basis of core competencies
HRM: Resource based view • “Skill” concept expanded to consider stock of intellectual capital • “Behavior” concept reconceptualized as flow of knowledge within organization through its creation, transfer, & integration • Core competence arises from combination of organization’s stock of knowledge & flow of knowledge through creation, transfer, & integration in a way that is valuable, rare, inimitable, & organized
HRM: Resource based view • Dynamic capability construct illustrates interdependent interplay between workforce & core competence as it changes over time
Five Ps of SHRM • Philosophy • Statements of how organization values & treats employees; essentially culture of the organization • Policies • Expressions of shared values & guidelines for action on employee-related business issues • Programs • Coordinated & strategized approaches to initiate, disseminate, & sustain strategic organizational change efforts necessitated by strategic business needs
Five Ps of SHRM • Practices • HR practices motivate behaviors that allow individuals to assume roles consistent with organization’s strategic objectives • Three categories of roles: • Leadership • Managerial • Operational
Five Ps of SHRM • Processes • Continuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities
Matching model of SHRM (Devanna et.al.1984)
High performance management • Careful and extensive systems for recruitment, selection and training; formal systems for sharing information with the individuals who work in the organization; • Clear job design; • High-level participation processes; • Monitoring of attitudes; • Performance appraisals; • Properly functioning grievance procedures; • Promotion and compensation schemes that provide for the recognition and financial rewarding of the high-performing Members of the workforce. US Department of Labor (1993)
High commitment management • A form of management which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.
High involvement management • Treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them. • The aim is to create a climate in which a continuing dialogue between managers and the members of their teams takes place in order to define expectations and share information on the organization’s mission, values and objectives.
Learning Reflection/Feedback brsigdel@nasc.org.np