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HRM for sports orgs > strategic human resource management > Flashcards

strategic human resource management Flashcards

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Sports Trivia flashcards
1
Q

what are the definitions of strategy in a business context by Alfred D. Chandler

A

‘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’

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2
Q

what are the definitions of strategy in a business context by Michael Porter

A

‘competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value’

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3
Q

what are the definitions of strategy in a business context by Peter Drucker

A

’ a firm’s theory about how to gain competitive advantages’

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4
Q

what are the definitions of strategy in a business context by Henry Mintzberg

A

‘a pattern in a stream of decisions’

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5
Q

what are the definitions of strategy in a business context by Exploring Strategy

A

‘the long-term direction of an organisation’

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6
Q

what are the five proposed different ways of conceiving strategy by Mintzberg (1987)

A

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

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7
Q

what is Human resource management by Beardwell and Clayton p.4, 2010

A

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

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8
Q

who are the stakeholders who have an interest in HRM

A

shareholders
management
employee groups
government
community
unions

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9
Q

what are the situational factors of HRM

A

workforce characteristics
business strategy and conditions
management philosophy
labour market
unions
task technology
laws and societal values

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10
Q

what are the HRM policy choices, outcomes and long-term outcomes

A

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

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11
Q

what is the gather facts of strategic plan process

A

gather inputs;
- from all stakeholders
- customers analysis
- competitor analysis
- industry analysis
- environmental
- company performance

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12
Q

what is the SWOT analysis of strategic plan process

A
  • external analysis
  • opportunities
  • threats
  • strengths
  • weaknesses
  • strategic questions
  • strategic issues
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13
Q

what is the review inputs of strategic plan process

A
  • all stakeholders
  • review inputs
  • review SWOT analysis
  • define 3-4 key statements
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14
Q

what is the strategic matrix of strategic plan process

A
  • all stakeholders
  • define strategies to address SWOT combinations:
  • opportunities vs strengths
  • opportunities vs weaknesses
  • threats vs strengths
  • threats vs weaknesses
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15
Q

what is the define strategies of strategic plan process

A
  • objectives
  • key strategies
  • short and long term goals
  • operational plans
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16
Q

what is the review & adjust of strategic plan process

A

final reviews
- all stakeholders
- review strategies
- review goals
- review plans
- adjust as necessary

17
Q

what is part of the deliberate strategy

A
  • strategic leadership
  • strategic planning
  • externally imposed strategies
18
Q

what is part of the emergent strategy

A
  • logical incrementalism
  • political processes
  • organisational systems
19
Q

what do the deliberate and emergent strategies combine to make?

A

realised strategy

20
Q

what are the outsourcing advantages?

A
  • should reduce operational and recruitment costs
  • focus on core processes
  • focus expertise on the issue
  • risk shifts to outsource vendor
21
Q

what are the outsourcing disadvantages

A
  • 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
22
Q

what is the behavioural perspective of HRM

A
  • 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
23
Q

what is human capital theory?

A
  • 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)
24
Q

what is the AMO model?

A
  • 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)
25
Q

linked to the AMO model, what are the sub-dimensions of HRM systems and the implications

A
  • 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

26
Q

what is the social exchange theory

A
  • 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)
27
Q

what is institutional theory

A
  • helps understand the adoption of HRM systems in organisations based upon a firm’s context
  • the use of HRM systems may not always result from rational decision-making based on an organisation’s strategic goals (Wright and McMahon 1993)
  • instead internal and external factors of the organisation may force it to adopt certain HRM practices in order to attain sense of legitimacy (Paauwe, 2004)
28
Q

what is the attribution theory

A
  • seeks to understand why employees have different reactions to the same HRM systems
  • the way in which workers interpret practices and to show how this interpretation can shape their responses to HRM practices
  • Nishii, Lepak and Schneider (2008) found that employee attributions regarding the purpose of implementing HRM systems can influence their collective behaviours and unit performance
  • communication and trust then becomes key
29
Q

what is best fit (contingency) and best practice (universalist)

A

best fit
- good HR depends on context (fit with environment, technology etc)

best practice (universalist)
- a set of HR practices that deliver superior organisational performance
- careful recruitment and selection, extensive training, above average pay, performance management systems, extensive employee involvement, job security

30
Q

what are best fit HR systems

A
  • HR systems are the ‘package’ of HR policies
  • HR systems depend on context (fit with strategy and environment - national, sector and organisational factors)
  • internal fit is also important
  • how well HR works with internal organisational context - appropriate goals and targets
  • the way HR policies fit together with each other - recruitment, appraisal, pay and training
31
Q

what is the best practice HR systems - high performance/commitment HRM

A
  • there is a specific bundle of HRM activities that will improve organisational performance
  • the bundle works together and mutually reinforces itself

in the bundle;
- employment security
- selective hiring and sophisticated selection
- self-managed teams/teamworking
- high pay contingent on company performance
- extensive training, learning and development
- reduction of status differentials/harmonisation
- sharing information

32
Q

what is the evaluation of best practice

A

survey evidence tends to support best practice
- but is HR the causal factor?
- omitted variables - e.g. culture, leadership
- direction of causality - does HR cause success or do the successful adopt HR practices?
- little consensus between studies about what constitutes ‘best practice’ HR
- is this mainly the focus in advanced technology and knowledge sectors?

33
Q

why don’t more firms follow SHRM? (Guest, King and Packard, 2001, p.11)

A
  • ‘managerial ignorance’
  • lack of understanding on what good or SHRM is
  • HR is not the causal factor?
  • “If good people management is self-evidently beneficial to organisations, why do not more of them adopt it?”
34
Q

why is HRM relevant to contemporary sports organisation?

A
  • need for flexibility and dynamism
  • need to retain elite talent
    focus upon change (Boxall & Purcell, 2003)
  • focus upon short term with an eye to long term? (Schuler, 1998)
  • mixture of “hard” and “soft” techniques
35
Q

why don’t we know about HRM cause and effect?

A
  • no agreement about the best ‘bundle’ required for an integrated approach
  • limited evaluation practice
  • methods - self report by single HR manager
  • what is measured? profit, quality, output, staff turnover, customer satisfaction, staff well-being?
  • causal links - between outcomes and HRM practices
  • context - what works, for whom and in what circumstances
  • implementation - policy/practice gap - role of line managers - workers responses to practices

many organisations are making difficult choices and downsizing/repositioning themselves

HRM for sports orgs (10 decks)

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