...STRATEGIC HUMAN RESOURCE MANAGEMENT CLASS NOTES/WORK The Strategic Approach to Employee Resourcing (Adapted from Armstrong, 2006) Definition The objective of HRM resourcing strategies is ‘To obtain the right basic material in the form of a workforce endowed with the appropriate qualities, skills, knowledgeand potential for future training. The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity uponwhich most other HRM policies geared towards development and motivation couldbe built.’ Keep (1989)Resourcing strategy ‘ is concerned with obtaining and keeping the number andquality of staff required and with selecting and promoting people who ‘fit’ the culture and the strategic requirements of the organization ’ Armstrong The aim of the resource based strategy is to ensure that a firm achievescompetitive advantage by employing more capable people than its rivals. Thesepeople will have a wider and deeper range of skills and will behave in ways that will maximize their contribution. Armstrong How the organization attracts and retains the right employees 1. By being the employer of choice2. By providing them better opportunities and rewards than competitors3. By developing a positive psychological contract which increases commitment and creates mutual trust 4. By deploying the resources in ways that maximize the intellectual capitalthey provide. Strategic HRM approach to resourcing The...
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...Chapter 2 CHAPTER 2—STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS MULTIPLE CHOICE 1. The chief of one police force emphasizes the number of arrests while another police chief emphasizes community outreach. Which effectiveness value is the second police chief most likely using? a. human relations b. open-systems c. rational-goal d. internal-process ANS: B PTS: 1 REF: 73 BLM: Apply 2. Top managers have a number of roles in the achievement of organizational effectiveness. Which of the following is included in an examination of the internal environment? a. opportunities b. weaknesses c. uncertainty d. resource availability ANS: B PTS: 1 REF: 52-53 BLM: Understand 3. Top managers have a number of roles in achieving organizational effectiveness. Which of the following is included in an examination of the external environment? a. threats b. mission c. production technology d. strengths ANS: A PTS: 1 REF: 52-53 BLM: Understand 4. What do the choices top managers make about goals, strategies, and organizational design have a tremendous impact on? a. organizational profitability b. organizational efficiency c. organizational effectiveness d. organizational market share ANS: C PTS: 1 REF: 53 BLM: Remember 5. What is top management doing when looking for strengths and weaknesses? a. assessing the external environment b. analyzing the competition c. evaluating the internal situation in order to define its distinctive competence d. determining the effectiveness...
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...Number: J060 Subject: Strategic Management Topic: Summary Article on Business Level Strategy In the pursuit of operationalising the concept of business-level strategy in research, Donald C. Hambrick explains that strategy is generally viewed as a pattern of important decisions that guides the organization in its relationships with its environment, affects the internal structure and processes of the organization, and centrally affects the organization's performance. Numerous variables (e.g., nature of the industry, product life cycle,other environmental attributes) can be introduced to enrich the array of possible strategy-performance theories to be tested. Miles and snow [1978] have systematically examined the linkage between business-level strategy and structure. The range of organizational processes and managerial activities that could be tested for their associations with business level strategies appears to be substantial. Research on business-level strategy has implicated basically four different approaches to operationalising the construct. First, some researchers have seen strategy as a situational art that can best be studied through in-depth case studies. When cases are used in an attempt to build theory, they likewise involve qualitative descriptions of business-level strategies. An attraction of textual characterizations of strategy is that they may be used when strategy is treated as a predictor, mediator, or criterion variable in a research design. Second...
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...International Journal of Hospitality Management 29 (2010) 720–728 Contents lists available at ScienceDirect International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman Does workplace fun matter? Developing a useable typology of workplace fun in a qualitative study Simon C.H. Chan ∗ Department of Management and Marketing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong a r t i c l e Keywords: Workplace fun Useable typology Qualitative study Hospitality industry i n f o a b s t r a c t A fun work environment is a positive atmosphere for organizations to attract and retain employees. This study identifies the significant factors of workplace fun and develops a useable typology of workplace fun activities in the hospitality industry. A qualitative case study with grounded theory approach was used by conducting interviews with ten hotel human resource (HR) practitioners in the People’s Republic of China. The results identified four “S”s of workplace fun factors, namely: (1) Staff-oriented workplace fun, (2) Supervisor-oriented workplace fun, (3) Social-oriented workplace fun, and (4) Strategy-oriented workplace fun. This study provides a roadmap to guide future hospitality management research in workplace fun domain. © 2010 Elsevier Ltd. All rights reserved. 1. Introduction As the jargon goes, “Happy Employees Produce Happy Customers.” (Wong and Ko, 2009, p. 196) There is a great challenge for organizations...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2046-9012.htm EJTD 36,1 Employability and talent management: challenges for HRD practices Staffan Nilsson Centre for Policy Studies in Higher Education and Training, Department of Educational Studies, University of British Columbia, Vancouver, Canada, and HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden, and 26 Received 14 May 2011 Revised 15 August 2011 Accepted 16 September 2011 ¨ Per-Erik Ellstrom HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden Abstract Purpose – The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach – The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using...
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...Human Resource Management Case Study Report Ernst and Young Lauren Dixon - 18174 Ernst and Young Background to Human Resources and Strategy: Definition of HR Human Resources is the sector of a company that is attentive on actions relating to its employees. Some of these activities can include recruiting and hiring of new employees, training of current employees, orientation, employee benefits and firing. Definition of Strategy A strategy is way of devising a route to reach a specific goal. It can be seen as a way of gaining a possible advantage over an opponent. As there is no was to predict the future, strategy is likened to a set of possibilities rather than a set idea. Relationship between HR and Strategy Human resources and strategy will always have an extremely essential bond. Every company’s human resources sector will want to be able to provide sound strategy’s to implement upon their employees. Company’s want to be able to say that they have the best equipped staff for their jobs, that their strategy’s are extremely successful in training staff; increasing sales, reaching goals, and different types of recruitment. Making a company strive comes from having human resources aware of what strategies need to be created and implemented appropriately. An operational human resources sector of a business should be able to organise staff to efficiently and effectively reach its company’s goals and aims. Background to Ernst and Young Ernst...
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...Asia Pacific Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations...
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...NP Solutions, LLC changes in the market or technology environments. In this paper, we present four idealized case studies, representing one view of innovation strategy types. These were first described by Raymond Miles and Charles Snow in 1978 Miles & Snow’s structures, response characterization and to in changes (1) THE ENTREPENEURIAL PROBLEM As with any strategy assessment, a choice must be made regarding the market arena, the technology, and the products or services to be offered. Miles & Snow identify this as “The In short, how . Despite the intervening thirty or so years, of in management management’s particular Entrepreneurial Problem.” should the company manage share? it market technology or markets, remains as a dominant theory for Innovation Strategy. Many other papers have evaluated Miles & Snow strategy typologies (2) (3) (4) , yet few In NPD terms, we would say that The Entrepreneurial Problem should be addressed is Stages 1 and 2, or the Fuzzy Front End, such that we have identified a clear and present market need for our new product, service, or program. authors have specifically address how each would approach and implement the New Product Development (NPD) Process. After a brief introduction of each of the four Miles & Snow strategy types, we will describe how each firm would approach an NPD effort by utilizing its inherent management view. THE ENGINEERING PROBLEM It’s often said that invention is the realization...
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...1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research...
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...of this report is to advise Company X’s Chief Operating Officer (COO) how the effective use of the planning and leading functions can be utilised to ensure innovative values and practices are occurring within the organisation. The report was commissioned by the COO following the acquisition of a new business that lacked formalised planning and consequently the sales and profitability of the business had been in a decline over the past three years. In Item 3 the report examines innovative values and practices in the context of the planning and leading functions, and specifically, how the effective use of formalised planning processes can create an innovative environment. The positive impacts of strategical planning that incorporates human resource management and a formalised educational program are then analysed. The issue of strategical training is highlighted as an area of importance in order to stimulate innovation and...
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...between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has long been recognized that culture can also severely restrict the strategy selected to begin with, because of the myopia of shared beliefs among decision makers regarding the organization’s goals, competencies, and environment (Lorsch, 1985). Moreover, shared assumptions about the organization’s core mission can limit not only the strategy but also the vision (Schein, 2004). Thus, one of the...
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...com/0142-5455.htm Quality of work life and career development: perceptions of part-time MBA students Jessica Li College of Information, University of North Texas, Denton, Texas, USA, and Quality of work life and career development 201 Received 19 April 2010 Revised 8 November 2010 Accepted 10 November 2010 Roland K. Yeo Kuwait Maastricht Business School, Salmiya, Kuwait Abstract Purpose – The purpose of this paper is to examine what employees perceive as positive and negative aspects of their work, and how these affect their perceptions of the quality of work life (QWL) and their career development decisions. Design/methodology/approach – This is a qualitative study using data collected from an online discussion forum. Thematic and textual analysis was performed to identify core themes associated with perceptions of QWL and career development. Data analysis was based on the researchers’ interpretations of narratives based on the online postings of 140 part-time MBA students and guided by the literature. Findings – Four major themes emerged as domains of tensions within which employees operated to construct meanings around their work life. These include: internal and external tension, private and public tension, self and otherness tension, and present and future tension. Career development support, flexibility and autonomy in job design as well as flexibility in career development planning emerged as positive career development strategies that would affect employees’ perceptions...
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...their attempts to cope with street life. The study used both quantitative and qualitative data. Quantitative data was collected from 50 street children in eight areas in Kumasi where the street children are predominant. The study identified that children who live on the street adopt a range of survival strategies, both legal and/or illegal, to confront the challenges of urban street life. The study further identified that the plight of children arises not so much out of negative experiences they have gone through such as child abuse or child neglect but broadly to the absence of and inadequate programmes resulting from the low-priority placed on issues related to child welfare in the country generally. These challenge human right and underpin injustice in the country. The problems street children face can be corrected overtime through working with the affected children directly and by addressing the symptoms indirectly. Promotion of preventative services and programmes in the communities where the children come from can also help in addressing causal factor. Key Words: Livelihood, Street children, Survival strategies, INTRODUCTION The youth constitute the most important human resource...
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...|. | | | |[pic] | | | | | |Module | | | |Managing your People | | | | | | | | ...
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...Golding, N (2007) in Beardwell, I., Claydon, T. & Beardwell,J. Human Resource Management: A Contemporary Approach, 5th Edition, Pearson Exploring the Relationship between Strategic Management and SHRM: The Best-Fit School of SHRM The Best-Fit (or contingency) school of SHRM explores the close link between strategic management and HRM, by assessing the extent to which there is vertical integration between an organisation’s business strategy and its HRM policies and practices. This is where an understanding of the strategic management process and context can enhance our understanding of the development of SHRM, both as an academic field of study and in its application in organisations. The notion of a link between business strategy and the performance of every individual in the organisation is central to ‘fit’ or vertical integration. Vertical integration can be explicitly demonstrated through the linking of a business goal to individual objective setting, to the measurement and rewarding of that business goal. Vertical integration between business strategy or the objectives of the business and individual behaviour and ultimately individual, team and organisational performance is at the core of many models of SHRM. Inherent in most treatments of fit is the premise that organisations are more efficient and /or effective when they achieve fit relative to when a lack of fit exists (Wright & Snell 1991:757) . This vertical integration or ‘fit’ where ‘leverage’ is gained through...
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