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strategic management of the HR > week two - the strategy process applied to HRM > Flashcards

week two - the strategy process applied to HRM Flashcards

1
Q

what are the key concerns related to ‘best practice’ approach in HRM

A
  • different levels of analysis
  • different units of analysis
  • time lag, reverse causality and cause-effect circularity
  • influence of environmental factors
  • different types of employees
  • different psychological profiles and expectations
  • implementation challenges
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2
Q

what is the HRM strategy process

A

topic 2, slide 5

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3
Q

what do effective HRM strategies aim at

A
  • increasing firm performance
  • fitting in with other aspects of the organisation
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4
Q

what are the two corporate strategies

A
  • maintaining evolutionary
  • keeping at a steady state
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5
Q

what is meant by maintaining evolutionary

A
  • focussing on growth, entrepreneurship and risk taking
  • aggressive M&As including in unrelated industries
  • external hiring, decentralisation and flexibility
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6
Q

what is meant by keeping at a steady state

A
  • focus on stability and internal, slow development
  • avoidance of M&As
  • efficiency, centralisation, paternalistic attitude
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7
Q

what are the two competitive strategies

A
  • porters business unit strategies
  • miles and snow’s business strategies
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8
Q

what are the two types of miles and snow’s business strategies

A
  • defender: conservative business units (low risk taking and innovation)
  • prospector: innovative business units (high risk taking and innovation)
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9
Q

what are some business strategies of the porters business unit strategies

A
  • overall cost leadership
  • differentiation
  • focus (combination of cost-leadership and differentiation)
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10
Q

what are the organisational characteristics of cost leadership

A
  • intense supervision of labour
  • structured organisation and responsibilities
  • products designed for ease in manufacture
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11
Q

what are the HR strategies of cost leadership

A
  • efficient production
  • detailed work planning
  • job-specific training
  • performance appraisal as a control device
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12
Q

what are the organisational characteristics of differentiation

A
  • strong marketing abilities
  • strong capability to research
  • attracts highly skilled people
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13
Q

what are the HR strategies of differentiation

A
  • innovation and flexibility
  • loose work planning
  • external recruitment
  • performance appraisal used as a development tool
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14
Q

what are the strategic HR areas of the miles and snow’s business strategies

A
  • work flows
  • staffing
  • employee separations
  • performance appraisal
  • training
  • compensation
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15
Q

what is the defender and prospector strategy of work flows

A

defender:
- efficient production
- detailed work planning
prospector:
- innovation
- flexibility

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16
Q

what is the defender and prospector strategy of staffing

A

defender:
- internal recruitment
- emphasis on technical qualifications
prospector:
- external recruitment
- emphasis on culture fit

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17
Q

what is the defender and prospector strategy of employee separations

A

defender:
- hiring freeze
- preferential rehiring policy
prospector:
- recruit as needed
- no preferential treated for laid off workers

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18
Q

what is the defender and prospector strategy of performance appraisal

A

defender:
- used as a control tool
- narrow focus
prospector:
- used as a development tool
- multipurpose appraisal

19
Q

what is the defender and prospector strategy of training

A

defender:
- individual training
- on the job training
prospector
- team training
- external training

20
Q

what is the defender and prospector strategy of compensation

A

defender:
- fixed pay
- job-based pay
prospector
- variable pay
- individual-based pay

21
Q

what is STEEPLE

A

key factors to fit with the environment
- sociocultural
- technological
- environmental and ethical
- political
- legal
- economic

22
Q

what is meant by socio cultural factors

A
  • social atmosphere
  • demographic and educational variables
  • social mobility
23
Q

what is meant by technological factors

A
  • R&D spending
  • technological development of the country
  • technological innnovation
24
Q

what is meant by the environmental and ethical factors

A
  • pollution and emission regulations
  • recycling policies
  • societal concern for the environment and ethical issues
25
Q

what is meant by political factors

A
  • political system
  • role of trade unions
  • national security and immigration policies
  • government support
26
Q

what is meant by legal factors

A
  • specific industry regulations
  • consumer protection
  • labour regulations
27
Q

what is meant by economic factors

A
  • phase of economic cycle
  • unemployment and inflation rate
  • monetary policy
  • fiscal policy
28
Q

what are the key dimensions of fitting with the environment

A
  • degree of uncertainty
  • volatility
  • magnitude of change
  • complexity
29
Q

what HR strategies imply a low degree of uncertainty

A
  • detailed work planning
  • fixed pay
  • job-specific training
30
Q

what HR strategies implies low volatility

A
  • control emphasis
  • fixed pay
  • job-specific training
31
Q

what HR strategies imply a low magnitude of change

A
  • socialisation of new employees
  • uniform appraisal procedures
32
Q

what HR strategies implies low complexity

A
  • control emphasis
  • internal recruitment
33
Q

what are the types of production processes a firm could have

A
  • routine vs nonroutine
  • levels of automisation
34
Q

what are the types of market posture could a firm have

A
  • product innovation for wide market segment vs low growth and innovation
35
Q

what are the types of a firms managerial philosophy

A
  • autocratic
  • egalitarianism
36
Q

types of organisational structure a firm can have

A
  • high formalisation
  • low formalisation
37
Q

what types of firm organisational cultures exist

A
  • high vs low entrepreneurial climate
    high vs low moral commitment
38
Q

what are distinctive competencies

A

characteristics that give a firm a competitive edge, allowing for competitive advantages to be obtained

39
Q

what are the three dimensions of HR strategy development

A
  • rational dimension
  • organisational dimension
  • political dimension
40
Q

what is the rational dimension

A

focus on economic/ financial goals

41
Q

what is the organisational dimension

A

focus on constraints and the needs of organisational structure with business strategy

42
Q

what is the political dimension

A

focus on the feasibility of HR decisions, balancing the needs from different stakeholders

43
Q

what the two strategies to motivate employees

A
  • commitment strategy: employee empowerment and intrinsic motivation
  • control strategy: direct supervision, extrinsic motivation
44
Q

what are the two way of developing capabilities

A
  • internalisation of capability development (make HR system)
  • externalisation of capability development (buy HR system)

strategic management of the HR (10 decks)

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