Shrm-strategic

Strategy:

human resource management.

Course of action

strategic

HR management is best defined by the outcomes of the work done by the function that drives, or contributes to, attainment of strategic business goals of the organization. By strategic business goals It mean goals that provide greater returns to stakeholders.

Goals that make the business stronger from a balance sheet perspective, that is enhancement of net worth or enhancement of return on assets, or Goals that solidify business performance providing greater confidence in the future of the business to stakeholders and analysts, as they seem to determine the market worth more than any one constituency. These would include either goals, which ensure greater financial returns in the near term or goals, which build the platforms for greater financial returns in the medium to longer term. Goals that significantly enhance market share or build brands leading to longer term financial returns for shareholders.

PARAMETER 1) Focus

TRADITIONAL HR 1) Employee relations

SHRM 1) Partnerships with internal and external customers

2) Role of HR

2) Transactional change, follower and respondent 3) Slow, reactive fragmented 4) Short term 5) Bureaucratic roles, policies procedures

2) Transformational change leader and initiator. 3) Fast proactive and integrated 4) Short , medium and long (as required) 5) Organic flexible whatever is necessary to succeed

3) Initiatives 4) Time horizon

5) Control

6) Job design

6) Tight division of labor, independence 6) Broad flexible cross training teams. specialization 7) Capital products, 8) Cost center 7) People knowledge 8) Investment center

7) Key investments 8) Accountability

 Strategic

HR offers three critical outcomes: increased performance, enhanced customer and employee satisfaction and increased shareholder value

These outcomes are accomplished through effective management of staffing, retention and turnover processes, selection of employees that fit with both the organizational strategy and culture, cost effective utilization of employee through investment in identified human capital with the potential for higher return ; integrated HR programs and policies that clearly follow from corporate strategy facilitation of change and adaptation; and tighter focus on customer needs, emerging markets and quality

 This

typology was developed by Alan Speaker. The typology categorized hr activities in a 2X2 matrix acc. To the two dimension. The two dimension are: The extend to which such activities are rational or transactional.(administrative or impersonal) Whether they have high or low strategic value.

High

staff planning,benefit planningretirement Strategic value planning,compliance payroll,benefit administration,retirement administration,employee records,relocation administration,

Performance enhancement,employee relation,labor negotiation,executive compensation,employee development,management development.recruitment interviewing

Low

Recruitment information processing,employee assistance programme.

Transactional ---------type of hr activity---------relationship

co-ordinated set of actions aimed at integrating an organizations culture, organization, people and systems in order to achieve business goals.

four key dimensions of an organization must be addressed. These are: Culture: the beliefs, values, norms and management style of the organization Organization: the structure, job roles and reporting lines of the organization People: the skill levels, staff potential and management capability Human Resources systems: the people focused mechanisms which deliver the strategy employee selection, communications, training, rewards, career development, etc.

 Employee

security Selective hiring Team working Compensation Training Sharing information

 Economic-

good economy then good wages

salary, Demographic-work force, diversity, dual career, women, leaves, part time workers ,work at home. Legislation- laws, compensation, leaves, health insurance, working hours. Technology-general &specific training,team work, specific recruitment Cultural system-language ,religion,social.

 Private

organizations: Creating high trust culture, team work, Flexibility, update knowledge, deadline and punctuality, change management Government organization: Government policies, mostly old and not updated, job security, slow in action and steps.

 Organization

size Organization structure. Past practices and traditions Top management Power and politics Academic and professional influence.

 CA

is advantage of one firm over its competitors in making profit or brand It can be: Marketing R &D Innovation Supply chain Superior production capacity Distribution system

 Company

A can make CA by offering special sales. If policy gets successful then competition is likely to imitate, initial advantage thus quickly loss.

Human

resource is less susceptible to imitation, CA is likely to be more sustainable. Why: HR aspects are not easily visible to outsiders Even visible cannot be imitated easily, one practice may be successful when used in combination with other HRM practice.

 1.HR

as resource: difficult to replicate, no substitute, be rare, create value

2.Ability to learn fast can get CA Innovation Change Organization renewal Creation and transfer of knowledge

 3.

Integration of organization resource, practices and capabilities can lead to CA.

to Bernardin & Russell(1993) three alternative ways to add sustainable competitive advantage: Active role in organisation change process Help organisation to survive and remain competitive. Linking stakeholders by appropriate practice.

4.Acc

 5.

Acc to competency based model, develop input based ,transformational, output based organizational competency.

Human resources are considered scarce. Not freely available in unlimited Quantities. Not all human resources are equally valuable to producers. Some workers are not highly skilled (i.e. are less scarce) compared to others, and do not earn as high a wage. Very skilled and educated workers are typically very productive, and, therefore, are highly valued by employers. These workers usually command a high wage/salary. Examples would be a star athlete or brain surgeon. Workers who possess significant skills due to education and training are said to have high levels of human capital.
It takes discipline and hard work to develop human capital. To do so often means investing one's time and savings in education and training courses. HR is inimitable.

Deciding priorities Imagine that you are a Health Extension Practitioner in a rural area and you are planning to conduct a vaccination campaign and also a malaria control campaign. Both are necessary to improve the health of your local community, but there are only limited human resources available and it is not possible to do both of these campaigns immediately. In this situation you need to decide: should you continue with the malaria campaign or the vaccination campaign, or share your resources in some way between both campaigns?. Both campaigns may be beneficial for members of the community (beneficence), and none of the decisions seem to involve potential breaches of confidentiality. You may need to gather more information about the situation in order to be helped to make the correct decision