strategic human resource management Flashcards
what are the definitions of strategy in a business context by Alfred D. Chandler
‘the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’
what are the definitions of strategy in a business context by Peter Drucker
’ a firm’s theory about how to gain competitive advantages’
what are the definitions of strategy in a business context by Exploring Strategy
‘the long-term direction of an organisation’
what are the five proposed different ways of conceiving strategy by Mintzberg (1987)
The 5P’s as a possible solution
There is no single definition of strategy but rather a plurality of definitions.
- Plan
- Ploy
- Pattern
- Perspective
- Position
what is Human resource management by Beardwell and Clayton p.4, 2010
a collection of policies used to organise work…and centres on the management of people…concerned with recruitment, selection, learning and development, reward, communication, teamwork and performance management
who are the stakeholders who have an interest in HRM
shareholders
management
employee groups
government
community
unions
what are the situational factors of HRM
workforce characteristics
business strategy and conditions
management philosophy
labour market
unions
task technology
laws and societal values
what are the HRM policy choices, outcomes and long-term outcomes
policy choices;
employee influence
human resources flow
reward strategies
reward systems
work systems
HRM outcomes;
commitment
competence
congruence
cost effectiveness
long-term outcomes
individual well-being
organisational effectiveness
societal well-being
what is the gather facts of strategic plan process
gather inputs;
- from all stakeholders
- customers analysis
- competitor analysis
- industry analysis
- environmental
- company performance
what is the SWOT analysis of strategic plan process
- external analysis
- opportunities
- threats
- strengths
- weaknesses
- strategic questions
- strategic issues
what is the review inputs of strategic plan process
- all stakeholders
- review inputs
- review SWOT analysis
- define 3-4 key statements
what is the strategic matrix of strategic plan process
- all stakeholders
- define strategies to address SWOT combinations:
- opportunities vs strengths
- opportunities vs weaknesses
- threats vs strengths
- threats vs weaknesses
what is the define strategies of strategic plan process
- objectives
- key strategies
- short and long term goals
- operational plans
what is the review & adjust of strategic plan process
final reviews
- all stakeholders
- review strategies
- review goals
- review plans
- adjust as necessary
what is part of the deliberate strategy
- strategic leadership
- strategic planning
- externally imposed strategies
what is part of the emergent strategy
- logical incrementalism
- political processes
- organisational systems
what do the deliberate and emergent strategies combine to make?
realised strategy
what are the outsourcing advantages?
- should reduce operational and recruitment costs
- focus on core processes
- focus expertise on the issue
- risk shifts to outsource vendor
what are the outsourcing disadvantages
- may not actually save money or ‘do it better for less’
- vendor may work with multiple clients your organisation may not be a priority
- high cost of bringing back in house if expertise lost
what is the behavioural perspective of HRM
- it argues that organisations require desired behaviours of employees to meet challenges of internal and external environments
- HRM systems can contribute to organisational effectiveness by managing and controlling such desirable behaviours (Jackson et al. 1995)
- attempts to understand the relationship between HRM systems and organisational outcomes
what is human capital theory?
- a firm-level resource that can contribute to firm-level performance and generate economic value (Barney & Wright, 1998)
- However, different from other types of resources, human capital is owned by employees and can be transferred to other firms if employees leave
- critical for firms to use HRM systems to enhance existing levels of human capital (e.g. attracting and training employees) and to prevent loss of human capital investments to other firms (e.g. by motivating and retaining employees)
what is the AMO model?
- individual performance is a function of an employee’s abilities, motivation and opportunity to perform
- performance = f (ability, motivation, opportunity)
- used to explain the mediating processes through which HRM systems are related to organisational performance (Becker & Huselid, 1998)
linked to the AMO model, what are the sub-dimensions of HRM systems and the implications
- skill-enhancing
- motivation- enhancing
- opportunity-enhancing
successful HR systems need to select and develop able employees, keep them motivated, and facilitate effective work and job design
- recruitment and selection, training, pay and appraisal, employee voice, managing re-structuring and redundancy
what is the social exchange theory
- based on Gouldner’s theory (1960) work on social exchange relationships
- suggests that individuals who receive benefits from one party and to respond in kind
- HRM systems intended to benefit employees may be considered as the organisation’s investment in employees; they may then reciprocate with positive attitudes and behaviours toward the organisation to maintain exchange relationship (Takeuchi et al., 2007)
