L3 Flashcards
RBV (Resource-based view)
An internal view that sees competitve advantage as something that that comes from inside the organisation and not by adapting to the environment.
An organizations capability depends on its resources such as financial, physical, human and organizational resources.
Mission, Vision and Goals
Mission: Why are we going to do something
Vision: What are we going to do
Goals: How are we going to do it.
4 components of how to practise SHRM
- HR philosophies
- describes the overarching values and guiding principles adopted in managing people. It is a public statement of how the organization consider/view Human and Human Resources in the organization and how does it align with organization’s strategy, mission & vision. For whom, stakeholders or shareholders perspective.
- HR strategies
- defines the direction in which HRM intends to go in each of its main areas of activity. Overall and at a specific level.
- HR policies
- set out what HRM is there to do and provide guidelines defining how specific aspects of HR should be applied and implemented.
- HR practices
- consists of the HRM activities involved in managing and developing people and in managing the employment relationship.
Stakeholders vs Shareholders
Stakeholders
- People working in the organization and wants something out of it such as payment, meningfulness or social connections (co-operative/mutal benefit organization)
Shareholders
- The people owning the organizations, the ones who gain when the organization is doing well. (Business organization)
Three overall HR approaches
High Performance Management
* Major aim is the IMPACT ON
PERFORMANCE
High Involvement Management
* Major aim is the TO INVOLVE PERSONNEL
IN THE DEVELOPMENT OF ORGANISATION
High Commitment Management
* Major aim is the MUTUAL RELATION that
will be used a control mechanism
One is always dominant and then two latent, so all three is always used.
Name as many different specific strategies as you can
- ENGAGEMENT
- PERFORMANCE
- TALENT MANAGEMENT
- REWARD
- CORPORATE SOCIAL RESPONSIBILITY (CSR)
- DIVERSITY AND INCLUSION
- Organization design and development
- Human capital management
- Knowledge management
- Resourcing
- Learning and development
- Employment relationships
These specific strategies often comes in a bundle of (3 and more) chosen strategies that the HR function wants to work with.
Talent management (as specific strategy)
How the organization ensures that it has the talented people it needs to achieve success.
Learning and development (as specific strategy)
Providing an environment in which employees are encouraged to learn and develop.
Diversity and inclusion (as specific strategy)
Acknowledging cultural and individual differences in the workplace, valuing the different qualities
which people bring to their jobs and ensuring that people with different backgrounds are included as
part of the organization on the same terms as everyone else.
Policies vs Practices
Is there to do and provide guidelines defining
how specific aspects of HR should be applied and implemented. The Policies are the “formalisation” of the practices and the guidelines for these activities so that “unity”; “fairness” and “ethical HR” can be achieved.
Practises consists of the HRM activities involved in managing and developing people/HR and in managing the employment relationship. HR practices support the achievement of the organization’s goals and values when aligned vertically
Transactional activities vs Strategic activities
Transactional activities consists of the service delivery aspects of HR - recruitment, training, dealing with people issues, legal complience and employee services.
Strategic activities support the achievement of the
organization’s goals and values and involve the
development and implementation of forward-looking HR
strategies such as talent management and performance
management which are integrated with one another and
aligned to business objectives.
Three-Legged Stool Model
Centres of expertise
* These work with line managers to help them reach their goals through effective strategy formulation and execution. They are often ‘embedded in business units or departments.
Strategic business partners
* These handle all the routine ‘transactional’services across the business which include such activities as recruitment, absence monitoring and advice on dealing with employee issues like discipline and absenteeism.
Shared Service center
* These handle all the routine ‘transactional’services across the business which include such activities as recruitment, absence monitoring and advice on dealing with employee issues like discipline and absenteeism.
The HR Delivery model /HR Leader’s Roles
Human Capital Developer
Employee Advocate
Strategic Partner
Functional Expert
