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1、Strategic Human Resource Management1ObjectivesCompare and contrast the strategic view of human resource management and the traditional view of human resource management.Explain the role of strategic human resource management in the strategic management process.Given a particular strategy, recommend
2、the functional human resource practices that need to be chosen.Describe the essential elements of SHRMExplain how an organizations strategic plan is integrated with the major human resource management functions.2HRM Role Change The HR function has historically been reactive and subservient to the ot
3、her business functions. Role has changed recently due to environmental change and uncertainty Need to maintain an effective alignment with the environment while managing internal interdependencies. 3HRM Role Change Increasingly, competitiveness is viewed as being dependent on human capital and thus
4、human resources. Competitive advantage in companies is its workers-it is what often distinguishes companies with similar technology.HRM has come to be seen as directly related to the ability of the firm to cope with organizational and environment contingencies.Recently, there has been a reorientatio
5、n to an integrative, proactive, and strategic way of looking at an organizations employees.4HRM Role Change Historically, top management and subordinate line managers delegated personnel matters to the personnel department. Primary functions included:Human resource planning;Recruiting staffJob analy
6、sisperformance review systemsWage, salary, and benefits administrationEmployee trainingPersonnel record keeping5Characteristics of Past Approach HR/Personnel function was physically and psychology separated from the real work of the organization.Personnel depts. grew in a relatively uncoordinated, p
7、iecemeal fashion. HR/Personnel lacked an integrative, proactive, and, above all, strategic orientation.6Figure 2.1 Traditional and Strategic Views of HRM (a) Personnel-The Traditional View7Characteristics of Current Approach 1) The systematic integration of separate HRM functions2) Human resources a
8、re now viewed from a general management perspective rather from the perspective of a functional area and management now shares responsibility for HR.3) The inclusion of HR considerations in decisions affecting corporate strategies and structures.4) Strategic management and strategic human resource m
9、anagement integrate the separate HRM functions.8Figure 2.1 Traditional and Strategic Views of HRM (b) HRM - The Strategic View9Table 2.1 Theoretical Perspectives on SHRM10Competitive Advantage Through Human ResourcesBasic thesis: Effective utilization of HR can assist organizations in achieving comp
10、etitive advantage.Competitive advantage:a. Refers to the ability of an organization to formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment).b. Perceived customer value can create competitive advantage.11Competitive Advantage Through Human ResourcesC. O
11、ffering a product or service that is unique can create competitive advantages. 4 sources:1. Financial or economic capital capability.2. Physical capital capability.3. Human capital capability: Composition of workforce4. Organizational capability: The firms ability to manage people D. Key issue for o
12、rganizations is to achieve alignment among their various functions and be flexible in responding to their environment.12Strategic HRM HRM as a competitive advantage involves strategic human resource management.1) Represents an effort to link HRM activities to a firms business strategy.2) Based on a
13、growing recognition for HR managers to assume a broader role in the overall organizational strategy. 3) Recognition that the HR function should be planned, organized, and evaluated on the basis of its contribution to the business.4) SHRM is based on the recognition that HRM activities are organizati
14、onal in scope.13Strategic HRM 5) Recognition that HRM issues need to be considered in the formulation and the implementation of organizational strategy.6) Recognition that HRM practice will influence the organizations performance.7) The recognition of HR at the executive or strategic level in additi
15、on to the firm and operational levels.9) Emphasizes longer-term planning through the examination of a set of environmental, public policy, industry structure and organizational frameworks.14Integrating HR into Strategic PlanningThe Strategic Planning Process: Uluru EnergyMission, Goals, and Values S
16、tatementsEnvironmental Threats and OpportunitiesOrganizational Strengths and WeaknessesGoals and ObjectivesFormulation of StrategiesHow To Strategically Integrate HRM: Some Ideas and Examples15Essential Elements of SHRM 1. Internally transforming HR staff and structure2. Enhancing administrative eff
17、iciency3. Integrating HR into the strategic planning process4. Linking HR practices to business strategy and one another.5. Developing a partnership with line management6. Focusing on the bottom-line impact of HR and measuring that impact.16Developing PartnershipLearn about the firms businessRespond
18、 to and be aware of the firms needs and directionShift away from traditional HRM functionsMove toward supportive, collaborative relationships with line managersDemonstrate how HR is critical to business success17Measuring HRMCustomer ReactionsHR ImpactDollar Value of HR ProgramsBenchmarking HR Pract
19、ices18Table 2.7 Six measures of HR Service Delivery19ReviewWhy is Managing Human Resources So Important?What is Strategic Human Resource Management (SHRM)?Transforming HR Staff and StructureEnhancing Administrative EfficiencyIntegrating HR into Strategic PlanningFitting HR Practices to Business Strategy and OneAnotherPartnershipMeasuring HRMIs Strategic HRM Really Worth All the Trouble?20演讲完毕，谢谢观看！
