hr strategyngf
TRANSCRIPT
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HUMAN RESOURCE
MANAGEMENT STRATEGY
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HUMAN RESOURCE MANAGEMENT
STRATEGY
The Meaning of StrategyA critical factor that affects Firm PerformanceA factor that contributes to CompetitiveAdvantage in marketsHaving a long-term focusPlans that involve the top executives and/or boardof directors of the firm
A general framework that provides a perspective
for selecting specific policies and procedures
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HUMAN RESOURCE MANAGEMENT
STRATEGY
Why is HR critical to firm performance?85% of all firms in the US are service firms.Service is delivered by people.
Low quality HR leads to low quality customerservice.In the 21st century effective knowledgemanagement translates into competitiveadvantage and profits.
Knowledge comes from a firms people.
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HUMAN RESOURCE MANAGEMENT
STRATEGY
What is unique about Human ResourceManagement?
HR is multidisciplinary: It applies the disciplinesof Economics (wages, markets, resources),
Psychology (motivation, satisfaction), Sociology(organization structure, culture) and Law (min.wage, labor contracts, EEOC)
HR is embedded within the work of all managers,and most individual contributors due to the needof managing people (subordinates, peers andsuperiors) as well as teams to get things done.
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HR STRATEGY: STRATEGIC FIT
Training Rewards
Corporate Strategy
Business Strategy
HR Strategy
HR System(Performance Mgmt.)
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HR STRATEGY: HR SYSTEM
INTERNAL FIT
HR Strategy
Performance Management System
Goal Setting
Performance
Measurement
Coaching
Rewards
Appeal
Performance Evaluation
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HR STRATEGY: CONTEXT OF HR
SYSTEM
1. The Five Factors Influencing the HR System External Environment
Social: social values, roles, trends, etc.
Political: political forces, changes. Ex. Bush
presidency and its agenda for Social Security.
Legal: laws, court decisions, regulatory rules.
Economic: product, labor, capital, factor markets.
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HR STRATEGY: CONTEXT OF HR
SYSTEM
2. The Workforce Demographics
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HR STRATEGY: CONTEXT OF HR
SYSTEM
3. Organization Culture Weak vs. Strong culture
Type of culture
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HR STRATEGY: CONTEXT OF HR
SYSTEM
4. Organization Strategy What are a firms distinctive competencies?
What is the basis that competitive strategy be
sustained?
What are a firms strategic objectives?
Compare corporate and Business strategies.
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HR STRATEGY: CONTEXT OF HR
SYSTEM
5. Technology of Production & Organization of
Work Physical layout/employee proximity
Required employee skills
Ease of monitoring employees input
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HR STRATEGY: CONTEXT OF HR
SYSTEM
Critical Thinking Questions:
1. Should a company monitor the HR environment
and imitate Best Practices of HR from
successful firms? What caveats would you want
to apply to applying Best HR Practices?
2. Give an example of a type of Organizational
Culture that would reinforce strategy: What
type of HR practices would fit with this culture?
3. What type of HR practices would fit with jobs
with tasks that are highly ambiguous,
uncertain and creative? What about
predictable, routine and certain tasks?
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HR STRATEGY: STRATEGIC ROLES
Distribution of Task Outcomes: 3 Possibilities
1. Foot soldier: low upside, low downside of
performance variance
2. Guardian: low upside, high downside ofperformance variance
3. Star: high upside, low downside of
performance variance
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HR STRATEGY: STRATEGIC ROLES
Critical Thinking Questions:
1. Which Roles are Strategic? Foot soldier,
guardian or star?
2. What are the advantages of focusing on footsoldiers with the company HR policies?
3. What are the liabilities of stars? When is it
advantageous to cultivate and sustain stars?
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HR STRATEGY: CONSISTENCY
Consistency is an important quality related to the
implementation of HR policies. Employees
should receive a clear, undiluted message of what
behaviors are important and desirable. When
there is a fit between HR systems, employees arelikely to receive consistent feedback. The 3 types
of consistency are
1. Singleemployee consistency
!. "mongemployee consistency
#. Temporal consistency
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HR STRATEGY: CONSISTENCY
Critical Thinking Questions
1.Are there circumstances when it is effective to
have inconsistent HR policies? Give an
example.
2. Does an emphasis on temporal consistency
create a barrier for change when change is
necessary?
3. What impact (if any) would consistency have on
the organization culture?