12 Performance is the CORE PeopleTechnologyStructurePerformance
13 What is strategic ?Seeing in the big picture and aligning all the elements of system to generate synergetic efforts for the achievement of long term goal of the organizationStrategic in terms of:TimeEffortsResourcesValue addition
14 Driving Forces for being strategic Increasing Domain ComplexityAccelerating Market VolatilityIntensified Speed of ResponsivenessDiminishing Individual Experiences
18 Shared VisionA Chief Finance Officer (CFO) asks CEO: “What happens if we invest in our people and then they leave us?”CEO: What happens if we don’t, and they stay?”
19 Strategic HRM the use of planning; A coherent approach to the design and management of personnel systems based on an employment policy and workforce strategy and often underpinned by a ‘philosophy’;Matching HRM activities and policies to some explicit business strategy;Seeing the people of the organization as a ‘strategic resource’ for the achievement of ‘competitive advantage’.
23 HRM: Resource based view People management systems constructThese systems create value to extent that they impact stock, flow, & change of intellectual capital/knowledgeBasis of core competencies
24 HRM: Resource based view “Skill” concept expanded to consider stock of intellectual capital“Behavior” concept reconceptualized as flow of knowledge within organization through its creation, transfer, & integrationCore competence arises from combination of organization’s stock of knowledge & flow of knowledge through creation, transfer, & integration in a way that is valuable, rare, inimitable, & organized
25 HRM: Resource based view Dynamic capability construct illustrates interdependent interplay between workforce & core competence as it changes over time
27 Five Ps of SHRM Philosophy Policies Programs Statements of how organization values & treats employees; essentially culture of the organizationPoliciesExpressions of shared values & guidelines for action on employee-related business issuesProgramsCoordinated & strategized approaches to initiate, disseminate, & sustain strategic organizational change efforts necessitated by strategic business needs
28 Five Ps of SHRM Practices HR practices motivate behaviors that allow individuals to assume roles consistent with organization’s strategic objectivesThree categories of roles:LeadershipManagerialOperational
29 Five Ps of SHRM Processes Continuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities
33 High performance management Careful and extensive systems for recruitment, selection and training; formal systems for sharing information with the individuals who work in the organization;Clear job design;High-level participation processes;Monitoring of attitudes;Performance appraisals;Properly functioning grievance procedures;Promotion and compensation schemes that provide for the recognition and financial rewarding of the high-performing Members of the workforce.US Department of Labor (1993)
34 High commitment management A form of management which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.
35 High involvement management Treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them.The aim is to create a climate in which a continuing dialogue between managers and the members of their teams takes place in order to define expectations and share information on the organization’s mission, values and objectives.