Lecture No.
Strategic Human Resource Management
Simple Concepts…
• People are the essential capital of all organizations
• Humans create organizational innovations and
accomplishments
• Organizational success depends upon careful attention to
human capital
But harder than you think…
History of HRM’s Organizational Role
Formerly (HRM):
• Administration
• Employee relations
• Benefits
Now:
• Business Partner
• Gaining Strategic Advantage
Models of Strategy
• Industrial Organization (O/I) Model
• External environment is primary determinant of organizational
strategy
• Environment presents threats & opportunities
• All competing organizations control or have equal access to resources
• Resources are highly mobile between firms
• Organizational success is achieved by
• Offering goods & services at lower costs than competitors
• Differentiating products to bring premium prices
Models of Strategy
• Resource-Based View
• An organization’s resources & capabilities, create competitive
advantage
• Organizations can identify, locate & acquire key valuable resources
• Resources are not highly mobile across organizations & once acquired
are retained
• Valuable resources are costly to imitate & non-substitutable
Both are Right…!
• Research provides support for both positions
• Acquire resources to support strategy
• Determine strategy based on resources
Strategy Human Resource Management
addressed both approaches
Strategic HR Management
• Strategic Human Resource Management
– Aligning initiatives and practices involving how
people are managed so that they support the
organizational mission and business strategy
Core competencies should drive business strategy….
A Core Competency is a deep proficiency that enables a
company to deliver unique value to customers.
• It embodies an organization’s collective knowledge.
• It creates sustainable competitive advantage for a company and helps
it branch into a wide variety of related markets.
• It’s hard for competitors to copy or procure.
• Understanding Core Competencies allows companies to invest in the
strengths that differentiate them and set strategies that unify their
entire organization.
Example of Core Competencies
• Walt Disney World Parks and Resorts
– Animatronics and Show Design
– Story Creation and Themed Attractions
– Efficient operation of theme parks
Strategic HRM Approach
• Facilitates development of high-quality workforce through
focus on types of people & skills needed
• Facilitates cost-effective utilization of labor, particularly in
service industries where labor is generally greatest cost
• Facilitates planning & assessment of environmental
uncertainty & adaptation of organization to external forces
Distinctive Human Resources
• How can HRM practices specific to an
organization create a competitive advantage?
Examples of HRM Practices
HRM practices can allow and motivate individuals to support an
organization’s strategic objectives
– Hiring Practices
• Who do we hire
• Where do we look for workers
– Performance Management Practices
• On what criteria are workers assessed
– Compensation and Reward Practices
• What behaviors/actions are rewarded
HRM Practices - Exercise
– Hiring Practices Two Watch Companies
• Who do we hire
• Where do we look for workers Rolex
– Performance Management Practices • Very expensive
• On what criteria are workers assessed • Hand Made
– Compensation and Reward Practices
• What behaviors/actions are rewarded Timex
• Inexpensive
• Mass Produced
Challenges: Economic
• Global Trade Challenge
– Jobs and prosperity depend upon international trade
– Job migration to South East Asia and China
• Challenge of Productivity Improvement
– Productivity = outputs/inputs ratios
– Essential for long-term success
– Requires strategic thinking and creative responses
– Understanding motivation
Challenges: Technological
• Computerization
– Impacts virtually all aspects of work and life
– Provide large amounts of data at great speed to managers
– Flexibility e.g. telecommuting
• Automation
– Potential benefits include speed, better customer service,
predictability and production quality
– Use robots for hazardous or boring jobs
Challenges: Cultural
• Work related attitudes
– Changing attitudes toward work and leisure
– Demand for ethical conduct of business
• Ethnic diversity
– Cultural mosaic
• Attitudes toward governments:
– Divided population
Challenges: Demographic Trends
• Increasing number of women in the workforce
• Shift toward knowledge workers
• Educational attainment of workers
• Employment of older workers
• More part-time, contract and contingent workers
Objectives of SHRM: Organizational
• Contribute to organizational effectiveness
• Means of helping the organization to achieve its primary
objectives
• Provide level of service appropriate to the organization
Objectives of SHCM: Employee
• Assist employees in achieving their personal goals
– Employee performance may decline or employees may
leave the organization if personal objectives are not
considered
Objectives of HRM: Societal
• Respond to the needs and challenges of society
• Minimize negative impacts on the organization
• Reflect society’s concerns e.g. ecological
Goals of Strategic HCM
• Attract, retain, and motivate employees
• Direct employee efforts toward goals of organization
• Assist in the development of the strategic direction of the
organization
• Provide the organization a source of competitive
advantage
– Example: Watch Industry
Steps in Strategic HRM
Environmental
Environmental
Analysis
Analysis
Organizational
Organizational Analysis
Analysis of
of Choice
Choice &
&
Analysis
Analysis of
of
Mission
Mission && Organizational
Organizational Implementation
Implementation
Strengths Organizational
Organizational
Goals
Goals Strengths && Of
Of HCM
HCM
Culture
Culture Strategies
Strategies Strategies
Strategies
Analysis
Analysis
Review
Review &&
Evaluation
Evaluation of
of
HCM
HCM
Strategies
Strategies
Activities in Human Resource Management
• HC strategy formulation
• Recruitment and selection (staffing)
• Performance appraisal
• Training and development
• Compensation and benefits
• Employee rights
• Labor/management relations (if union)
Today’s Workforce Realities:
• Decade of boom & bust leaves working families with:
– Stagnant, declining incomes
– Increased inequality
– Longer working hours
– Less retirement savings; fewer health care benefits
– Broader job insecurity
– Loss of worker voice in society
• Current government policies producing:
– Further cuts in services & jobs
– Tax policies that further increase inequality
– Deep divisions over war policies
– Direct attacks on workers, unions, and core values
Thank you
