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CHAPTER 2 Organisational strategy, structure, culture and policy

CHAPTER 2 Organisational strategy, structure, culture and policy. Session objectives. Explain the concepts and characteristics of SHRM Understand the relationships between SHRM and business strategies Appreciate the various critiques of SHRM Discuss several models of SHRM

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CHAPTER 2 Organisational strategy, structure, culture and policy

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  1. CHAPTER 2 Organisational strategy, structure, culture and policy

  2. Session objectives • Explain the concepts and characteristics of SHRM • Understand the relationships between SHRM and business strategies • Appreciate the various critiques of SHRM • Discuss several models of SHRM • Explain the relationships between SHRM and organisational strategy, structure, culture and policy • Discuss the roles and structures of HR functions

  3. SHRM and business strategy HR and organisational strategy linkages: • Accommodative • Interactive • Fully integrated

  4. Critics of SHRM • Can SHRM adopt a flexible and strategic perspective? • Can practitioners implement the SHRM agenda?

  5. SHRM – strategy, structure, culture and policy Relationships: • Culture • Strategy • Structure

  6. The ‘flexible firm’ model • Numerical flexibility • Functional flexibility • Distancing • Pay flexibility

  7. Organisational culture and HRM • Organisational culture includes philosophies, values, beliefs, work systems and practices, expectations and limitations on employee behaviour • Four broad types: • Elite • Meritocratic • Collegial • Leader-focused

  8. Cultural change • Excellence theorists believe that culture can be modified to achieve efficiency/profitability • Structural efficiency principle (SEP) and Award restructuring put pressure on organisations to change work practices and modify traditional cultures • HR specialist drives the process • Change can also result from innovative HR approaches

  9. Principles of effective HR policies • Congruency • Compatibility • Clarity • Stability • Flexibility • Cultural appropriateness • Relationships

  10. HRM structures • No HR function • Line managers alone • Line managers, with centralised HR support • Centralised functional generalists • Centralised functional specialists • Decentralised functional generalists or specialists • Contract specialists

  11. Strategic partnerships • The new HR • Devolvement of HRM functions • Joint provision of HR services • Strategic focus of role

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