Human Resources Management - chapter 2, Summaries of Human Resource Management

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Strategic Human

Resource

Management

CHAPTER 2

Chapter Outline

• 2.1 Introduction
• 2.2 What is Strategic Management
• 2.3 Strategy Formulation
• 2.4 Strategy Implementation
• 2.5 The Role of Human Resources Competitive Advantage in Providing Strategic

2.2. What Is Strategic Management?

• Strategic Management
  • A process
  • An approach to addressing the competitive challenges an organization faces
  • Managing the “pattern or plan that integrates an
  • organization’s major goals, policies, and action sequences into a cohesive whole.”
  • Developing strategies for achieving the goals in light of its current environment

2.2. What Is Strategic Management?

• Strategic HRM
  • “The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.”
  • Strategic management is a process to address the organization’s competitive challenges by integrating goals, policies and action sequences into a cohesive whole.

2.2. What Is Strategic Management?

A model of the strategic management process

2.2. What Is Strategic Managemtheents?trategic

• Linkage between HRM and management process
  • Strategic choice
    • Where to compete? In what market?
  • How to compete? On what criterion or differentiating characteristic?
  • With what will we compete? What resources to beat our competitors? How to acquire, develop and deploy resources?

2.2. What Is Strategic Management?

Linkages of strategic planning and HRM

2.3. Strategy Formulation

SWOT Analysis

Strengths (^) Opportunities Weaknesses Threats 2.3. Strategy Formulation

2.4. Strategy Implementation

2.4. Strategy Implementation

• Variables to implementation be considered in strategy

Vertical Alignment

• HR practices and processes business.
• The link between strategy through people.
• Job analysis and design
• Selection systems
• Performance management systems
• Labor relations programs
• Recruitment
• Reward systems
• Training and development programs address and HR the strategic needs of the practices is primarily

2.4. Strategy Implementation

• Strategic Types
  • Porter’s Cost and Differentiation
    • Value can be created by reducing costs.
    • Value can be created by differentiating a product or service so the company can charge a premium price relative to its competitors

2.4. Strategy Implementation

• Strategic Types
  • Porter’s Cost and Differentiation
    • Value can be created by reducing costs.
    • Value can be created by differentiating a product or service so the company can charge a premium price relative to its competitors