1. Understanding Strategic Human Resource Management
A classroom discussion

2. Number Game !

3. The Great Pyramid of Giza

4. A closer one

5. Wonders !

6. Inventions

7. Innovations

8. Practice

9. Success (or failure)

10. OUR primitive learning !

11. Power of TEAM
Wisdom of Goose !

12. Performance is the CORE
People
Technology
Structure
Performance

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 organization
Strategic in terms of:
Time
Efforts
Resources
Value addition

14. Driving Forces for being strategic
Increasing Domain Complexity
Accelerating Market Volatility
Intensified Speed of Responsiveness
Diminishing Individual Experiences

15. People and Technology
E-governance example

16. “Maybe pushing on that wall to the right will give some space.”

17. “Oops!”

18. Shared Vision
A 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’.

20. Strategic Fit: Vertical Integration
Organizational Strategy
HR Strategy

21. Strategic Fit: Horizontal Integration
HR Strategy
HR Functions and activities

23. HRM: Resource based view
People management systems construct
These systems create value to extent that they impact stock, flow, & change of intellectual capital/knowledge
Basis 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, & integration
Core 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 organization
Policies
Expressions of shared values & guidelines for action on employee-related business issues
Programs
Coordinated & 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 objectives
Three categories of roles:
Leadership
Managerial
Operational

29. Five Ps of SHRM Processes
Continuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities

30. Harvard Model (Beer et.al. 1984)

31. Linear model of SHRM

32. Matching model of SHRM
(Devanna et.al.1984)

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.

36. Cultural integration is crucial

37. SHRM and Performance

38. Learning Reflection/Feedback