Strategic Human

Resource
Management
This
course in a
nutshell
Business Strategies
Adaptation Model
Defender
Prospector
Analyzer
Reactor
Competitive Strategies
Differentiation
Cost Leadership
Focus
HR Practices: Options
for Fit with Strategy
Job Analysis & Design
Recruitment & Selection
Training & Development
Performance Appraisal
Pay Systems
Labor & Employee
Relations
J ob 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
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
Pay Structure/I ncentives/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
Combining Strategy &
HR Choices
From Human Resource Management:
Gaining a Competitive Advantage,
by Noe, Hollenbeck, Gerhart &
Wright, McGraw-Hill, 4
th
edition,
2003, pages 70-71

Business Strategies
Competitive Strategies
Differentiation
Cost Leadership
J ob 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
independent
autonomous
repetitive
roles
J ob 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
short-term
focus
high
concern for
quantity
comfort
with
stability
risk
averse
promote
internally
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
define
required
skills

train
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
behavioral
performance
management
Pay Structure/I ncentives/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
performance-
based
compensation
internally
consistent
pay
high differentials
superiors/
subordinates
Pay Structure/I ncentives/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
worker
participation
seek ideas
improve
efficiency
Business Strategies
Competitive Strategies
Differentiation
Cost Leadership
J ob 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
develop
new
ideas
broadly
defined
jobs
general
job
descriptions
balance
process with
results
J ob 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
highly
creative

cooperative
moderate
concern for
quality
long
term
focus
tolerate
ambiguity
risk
taker
recruit
externally
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
limited
socialization
broad
career
paths
focus =
cooperation
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
results based
performance
management
evals
encourage
risk taking
Pay Structure/I ncentives/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
external
equity
market
driven