a classroom discussion. number game ! 145 4300 4000 16000-20000 20000-25000 22
TRANSCRIPT
A classroom discussion
Number Game ! 145 4300 4000 16000-
20000 20000-25000 22
The Great Pyramid of Giza
A closer one
Wonders !
Inventions
Innovations
Practice
Success (or failure)
OUR primitive learning !
Power of TEAMWisdom of Goose !
Performance is the CORE
Performance
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 EffortsResources Value addition
Driving Forces for being strategicIncreasing Domain
Complexity
Accelerating Market Volatility
Intensified Speed of Responsiveness
Diminishing Individual Experiences
People and TechnologyE-governance example
16
“Maybe pushing on that wall to the right will give some space.”
17
“Oops!”
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?”
Strategic HRMthe 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’.
Strategic Fit: Vertical Integration
Strategic Fit: Horizontal Integration
People management systems constructThese systems create value to extent that they impact stock, flow, & change of intellectual capital/knowledge
Basis of core competencies
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
HRM: Resource based view
Dynamic capability construct illustrates interdependent interplay between workforce & core competence as it changes over time
HRM: Resource based view
PhilosophyStatements of how organization values & treats
employees; essentially culture of the organization
PoliciesExpressions of shared values & guidelines for action
on employee-related business issues
ProgramsCoordinated & strategized approaches to initiate,
disseminate, & sustain strategic organizational change efforts necessitated by strategic business needs
Five Ps of SHRM
PracticesHR practices motivate behaviors that
allow individuals to assume roles consistent with organization’s strategic objectives
Three categories of roles:LeadershipManagerialOperational
Five Ps of SHRM
ProcessesContinuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities
Five Ps of SHRM
Harvard Model (Beer et.al. 1984)
Linear model of SHRM
Matching model of SHRM
(Devanna et.al.1984)
High performance managementCareful 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)
High commitment managementA 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.
High involvement managementTreating 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.
Cultural integration is crucial
SHRM and Performance
