Human Resource Management: Gaining a Competitive Advantage Chapter 02 Strategic Human Resource Management Copyright © 2013 by The McGraw-Hill Companies, Inc.. List strategic managemen
Trang 1Human Resource Management:
Gaining a Competitive
Advantage
Chapter 02
Strategic Human Resource
Management
Copyright © 2013 by The McGraw-Hill Companies, Inc All rights reserved McGraw-Hill/Irwin
Trang 2Learning Objectives
1 Describe the differences between strategy
formulation and strategy implementation.
2 List strategic management process components.
3 Discuss HRM function’s role in strategy formulation.
4 Describe the linkages between HRM and strategy
formulation.
5 Discuss typologies of strategies and associated
HRM practices.
Trang 3deploy and allocate resources in a way
that gives an organization competitive
advantage.
in the company’s strategic management
process.
create value for customers profitably.
2-3
Trang 4What is Strategic
Management?
(SHRM) is the pattern of planned HR activities
and deployments intended to enable an
organization to achieve its goals
Strategic management is a process to address
the organization’s competitive challenges by
integrating an organization’s goals, policies and
action sequences into a cohesive whole
Trang 6Strategic Management Process
Model
Strategy Formulation Strategy Implementation
HR Practices
•Recruiting
•Training
•Performance management
•Labor relations
•Employee relations
•Job analysis
•Job design
•Selection
•Development
•Pay structure
•Incentives
•Benefits
HR Capability
•Skills,
•Abilities
•Knowledge
HR Needs
•Skills
•Behavior
•Culture
Strategic Choice Goals
Mission
Internal Analysis
•Strengths
•Weaknesses
Trang 7Strategy- Competition Decisions
2-7
Trang 8Strategic Planning and HRM Linkages
Trang 9Strategy Formulation
External Analysis
•Opportunities
•Threats
Internal Analysis
•Strengths
•Weaknesses
2-9
Trang 10SHRM-Strategy Formulation
Mission Goals
Strategic Choice
Trang 11SWOT Analysis for Google Inc.
SWOT Analysis for Google,
Inc
2-11
Trang 12Strategy Implementation
Variables
Strategy Implementation
Variables
Types
of
Information
Organizational Structure
Task Design
Select Train Develop People
Reward
Systems
Trang 13HRM’s 3 Implementation
Variables:
2-13
Trang 14
Strategic Implementation
HR Practices
•Recruiting
•Training
•Performance management
•Labor relations
•Employee relations
•Job analysis
•Job design
•Selection
•Development
•Pay structure
•Incentives
•Benefits
Human Resource Actions
•Behaviors
•Results
Human Resource Capability
•Skills,
•Abilities
Human Resource Needs
•Skills
•Behavior
•Culture
Trang 15HRM Practices
2-15
Trang 16Porter’s Strategies
Trang 175 Categories of Directional
Strategies
Concentration Internal Growth External Growth
Mergers &
Acquisitions
Mergers &
Acquisitions
2-17
Trang 18Role Behaviors
Behaviors that are required of an
individual in his or her role as a
jobholder in a social work
environment.
Different role behaviors are required
for different strategies.
Trang 19Human Resources are the most important
asset and single largest most controllable cost
within the business model
HR professionals must develop business,
professional-technical, change management and integration competencies
HRM has a profound impact on the strategic
plan implementation by developing and aligning
HRM practices that ensure the company has
motivated employees with necessary skills
2-19