...Strategic Human Resource Management HRM325 Jay Perviz Dhanani Intel College, Nairobi ID: 119127768 Word count: 2594 Introduction: Strategic Human Resource Management is the process that entails having the right people at the right time in the right place at the right cost. It is also the process of responding and assessing the dynamic business environment and seeing the people of the organization as assets rather than cost or liability. Concepts of SHRM: Life cycle: The life cycle, for example, of a product can be defined into 4 main stages: Introduction, Growth, Maturity and Decline. The aspect of recruitment and Selection can be explained as follows: * In the Introduction stage, the recruitment and selection function would aim to attract the best technical and professional expertise to the organization, conduct the interviews based on open and closed-ended questions and carry out selection tests. * In the Growth stage, the recruitment and selection function would recruit the right number of qualified workers, plan the organization’s succession policies and manage rapid internal labour market movements. * In the Maturity stage, there is another aspect, RETENTION that is added to the function. This involves the minimization of layoffs by providing new opportunities and encouraging new mobility. The challenge becomes the internal assessment and deployment rather than external recruitment. * In the decline stage, the recruitment and selection function...
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...Outline The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. This paper will focus on 3 strategic plans of Choithram supermarkets and develop a HR plan for the year 2011. This HR plan will include selection and recruitment, induction and training, succession management, job vacancies forecasting and filling and compensation management in the company. Executive summary The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. There are four main themes that underpin the integration of HR strategy and strategic planning (Dawson, 1995). The first theme or assumption is that excellence in business entails a wider scope than just the mere accumulation of practices that are excellent. Secondly, achieving excellence in the corporate arena is the single most vital element that can be used by a business to achieve its missions, goals and visions (Agrylis, 1999). Thirdly, the aforementioned element gives the organization a holistic view where the focal...
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...CHAPTER-1 THE CONTEXT OF HRM 1: APPROACH, ORGANISATION AND LEGAL FRAMEWORK Definition of Human Resource Management “Human Resource Management is a central philosophy that people in the organization are managed and transition of this into policies and practice. To be effective the policies and procedures must be aligned with business or organizational strategy.” (Torrington and Hall) Nature of the human resource in organizations Human Resource Management brings organizations and people together so that the goals of each are met. The nature of HRM includes: 1. Broader function: HRM is a comprehensive function because it is about managing people in the organisation. It covers all types of people in the organisation from workers till the top level management. 2. People Oriented: Human resource is the core of all the processes of human resource management. So HRM is the process which brings people and organizations together so that their goals can be achieved. 3. Action Oriented: Human resource management believes in taking actions in order to achieve individual and organizational goals rather than just keeping records and procedures. 4. Development Oriented: Development of employees is an essential function of human resource management in order to get maximum satisfaction from their work so that they give their best to the organization. 5. Continuous function: As human resource is a living factor among all factors of production therefore it requires...
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...examined and discussed. The topics concerned are job retaining, job satisfaction, job security, global recruitment, job relevance, motivation, and employee rights. The purpose of this report is to focus on finding recommendations about what Samsung should do on each according situation, with ideas and concepts backed up from journal article references and textbook. Ultimately, Samsung may be able to handle its human resources and issues related with more efficiency and effectiveness by accepting recommendations suggested on this report,. Keywords: Recommendations for Human Resources Strategy, Efficiency, Effectiveness. Foundation of Samsung and its Current Strategies on Human Resource The Samsung Group, which was founded in 1938, is a leading global conglomerate composed of numerous businesses, including electronics, construction, chemical, financial industries and etc. Samsung has economic values over 318 trillion Korean won, with 64 domestic and 311 foreign affiliated companies. Samsung focuses on human rights, technology, social contribution, and development as a global conglomerate as main principles for its corporate philosophy, as well as placing importance in creativity, challenging attitude, and resolution ability in human resource to meets the new paradigm of the upcoming digital era. The recruitment system of Samsung is... Strategic Hr In Samsung Samsung Strategic HRM Case Introduction: In the recent time human resource management...
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...STU21489 Email Address: lou@tstt.net.tt ASSESSMENT PERIOD: April 2012 MODULE: Managing the Human Resource WORD COUNT: 3,302 The purpose of this study is to critically evaluate the role of the HRM function in delivering service quality to the Hilton Group. “The principles of HRM today are people-first, high-performance and high-commitment” RDI (2012) Module 8, Managing the Human Resources - Introduction "Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise" (Cherrington, 1995, p. 5). HRM can also be considered as a strategic and comprehensive approach to managing people and the workplace culture and environment. The Effective use of HRM enables employees to contribute effectively and productively to the overall company direction and in so doing achieve competitive advantage. Every organization business strategy is driven by numerous factors. Some of these may include external market factors, organizational factors which may include core competence and also people focusing factors. HRM must be explicitly aligned to support the organizations strategy in order to achieve success. In today’s fast grown organization, every successful company should pay utmost attention to HRM and its effective role. In paying attention to HRM, we focus on people, where people...
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...Strategic HRM for banking The environments in which organizations operate today are divergent. Myanmar banking sector has been facing unprecedented challenges with the wave of privatization and globalization of myanmar economy. Banks are under intense pressure to perform in today’s volatile market place. Steep competition, globalization, growing customer demand and exposure to higher credit risks are forcing the banks to find new ways of providing better customer service so as to improve profitability. The strategic management of human resources is one of the ways companies may use to increase their competitiveness in the new organizational landscapes, since managing in a global marketplace, introducing new technology, developing organizational knowledge, improving customer service or product quality, requires considering the “human equation” (Pfeffer, 1998). The management of organization human resources is an integral part of how an organization is going to achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating HRM into the organization strategic plan is important step in Establishing an HR Strategy. The function of building human resources management strategy requires analyzing the current strategies of the organization and its goals which means Because of the globalization, the competition is very intense to get competitive advantage. Globalization represents the structural making of the world that is characterized by the free flow...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT AN OVERVIEW OF HR STRATEGY PERSPECTIVES 1 WHAT WE DO Serious business consultancy, better training, executive coaching, project management –www.humdyn.co.uk Keynote Speaking, Business satire, TV, Radio – www.academy-of-rock.co.uk 2 1. BEST FIT APPROACH HR practices must fit well with other aspects of the organisation to be effective The strategic position of the organisation may determine which practices to adopt 3 BEST FIT MODEL Environmental triggers integration Strategic Strategic objectives HR strategies Cultural change Structural changes Job/role profiling Individual attitudes , behaviours Competence-based HR policies ad practices The six pack - key levers Internal integration integration External 4 2. BEST PRACTICE APPROACH TO SHRM Greater use of the same HR practices, pursued collectively and consistently, will always result in better performance All organisations would benefit from adopting these practices 5 BEST PRACTICE HR ELEMENTS Careful recruitment and selection Extensive use of communications Teamwork with flexible job design Strong emphasis on training Involvement in decision-making with responsibility Performance appraisal with links to pay Fluid and adaptive organisational structure High quality staff and internal practices to achieve high quality products Optimal employee commitment to enterprise goals 6 GUEST’S BEST PRACTICE MODEL HRM Policies HRM Outcomes...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT AN OVERVIEW OF HR STRATEGY PERSPECTIVES 1 WHAT WE DO Serious business consultancy, better training, executive coaching, project management –www.humdyn.co.uk Keynote Speaking, Business satire, TV, Radio – www.academy-of-rock.co.uk 2 1. BEST FIT APPROACH HR practices must fit well with other aspects of the organisation to be effective The strategic position of the organisation may determine which practices to adopt 3 BEST FIT MODEL Environmental triggers integration Strategic Strategic objectives HR strategies Cultural change Structural changes Job/role profiling Individual attitudes , behaviours Competence-based HR policies ad practices The six pack - key levers Internal integration integration External 4 2. BEST PRACTICE APPROACH TO SHRM Greater use of the same HR practices, pursued collectively and consistently, will always result in better performance All organisations would benefit from adopting these practices 5 BEST PRACTICE HR ELEMENTS Careful recruitment and selection Extensive use of communications Teamwork with flexible job design Strong emphasis on training Involvement in decision-making with responsibility Performance appraisal with links to pay Fluid and adaptive organisational structure High quality staff and internal practices to achieve high quality products Optimal employee commitment to enterprise goals 6 GUEST’S BEST PRACTICE MODEL HRM Policies HRM Outcomes...
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...trategic process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage. The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a prominent part of business management, that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996). The relationship between the strategic planning of an organization’s people and the overall strategy is being increasingly recognized as one of great importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, changes the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 1994: p. 42)...
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...Development, Chapter 3 Answers to the end of chapter review questions 1. Explain the difference between vertical and horizontal alignment. Vertical strategic alignment (also termed vertical integration and external fit) is the process by which the HRD strategy, policies and plans are aligned with an organisation’s strategic goals and objectives. HRD interventions and initiatives are designed to support the organisation’s business strategy and strategic objectives. For instance, designing and implementing change management training to support a merger or acquisition strategy. In horizontal alignment (also termed horizontal integration or internal fit) the HRD function ensures that the HRD strategy, policies, plans and practices are consistent with the HRM strategy, policies, plans and practices. For instance, ensuring the set of competencies underpinning a management development programme is the same as that used for recruitment and selection. However, horizontal alignment goes beyond ensuring consistency between HRD and HRM. There is a need for a wider horizontal integration of organisational processes and activities: operational integration, intellectual integration, social integration and emotional integration (Ghosal & Gratton, 2005). 2. Summarise the key challenges facing the HRD practitioner in developing a strategic approach to HRD. Changing organisational culture is probably the biggest challenge confronting HRD practitioners. It is much more difficult to change culture...
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...The Globalization and IHRM of Lenovo ⅠIntroduction Lenovo Group Limited is a Chinese multinational personal technology company that develops, manufactures and markets desktop and notebook computers, workstations, servers, storage drives, IT management software, and other related products and services. Lenovo was incorporated in Hong Kong in 1988 under its previous name, Legend.[1] Lenovo's principal operations are located in Morrisville, North Carolina, Beijing, China and Singapore. (Global Headquarters : The United States Raleigh ( North Carolina Research Triangle Park ) (The main R & D centers: Beijing, China, Japan and Japan, Shanghai, Shenzhen and the United States, North Carolina, Raleigh (Production base and assembly facilities: Beijing, Shanghai, Huiyang and Shenzhen; India's Pontiac Lee (Pondicherry,); Monterrey, Mexico (Monterrey,); the United States Greensboro (in Greensboro); and in the global contract manufacturing and OEM Lenovo is the world's second largest PC maker and markets the ThinkPad line of notebook PCs and ThinkCentre line of desktops. These brands became part of Lenovo's offerings after its 2005 acquisition of IBM's personal computer business. Lenovo also sells the IdeaPad line of notebook computers. Lenovo markets its products directly to consumers, small to medium size businesses, and large enterprises, as well as through online sales, company-owned stores, chain retailers, and major technology distributors and vendors. 1.Joint ventures,...
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...corporate development process. Human resource managers need to bring the initiative into play in order to enable enterprises face a high growth stable development trend in the future. Therefore this essay argues that the human resource policies are designed to assist organization achieve corporate strategy. This essay aims to explore and discuss how the human resources policies are designed in order to assist organization achieve their strategy. Literature review In terms of the literature review on the human resource, most of the scholars pay more attention on the human resource management in different social and economic environment or different companies, even the international human resource management. Others also explore the strategic human resource management, and the foundations...
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... 3) Significance of HR best practices and organisational behaviour (OB) tools within a MNC 3 4) Assumptions underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments. 5 5) The influence of culture on HR best practices………………………………………………………. 5 6) Conclusion…………………………………………………………………………………………………………… 6 7) References…………………………………………………………………………………………………………… 6 Introduction Human Resource Management (HRM) has brought profound change and debate to how employees are seen within an organisation. A review of HRM history with a look at relevant theories being propagated today for a better understanding of the HRM context with insights to the HR Practitioner moving forward. This is followed by a breakdown of the HR best practice, recruitment and selection and its challenges for MNCs. The accompanying OB tools are reviewed to see how MNCs would be able to best address talent acquisition. Assumptions are then looked at underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments with focus on MNC originating from emerging economies. Finally the influence of culture on HR Best Practice with OB solutions is reviewed. The theoretical and changing HRM landscape The best way to understand the complexities in modern HRM is to understand its origins so as to fully appreciate its strategic value and not fall prey to past...
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... 2 Bank of America's talent management program led to success for the company Bank of America's executive performance and retention strategy breaks down into the objectives set out in Figure 2.1 (Fisher and Congel, 2009, p. 22), 'attract, retain and develop great leaders.' This process occurs in distinct phases over the first 36 months of executive promotion but begins even before the new hire, if 'attracting great leaders' requires adequate compensation, with "clear and calibrated" (Fisher and Congel, p. 25) criteria screened by recruitment specialists. This includes more than business skill, extending to integration into the existing executive team as well as the total human resource silo the executive will ultimately oversee. This overall fit is assessed in order to prevent "derailment" (Fisher and Congel, 2009, p. 24) through conflict or loss of credibility at the head of a changing and challenging culture. Job development takes place prior to selection and incorporates the needs and objectives of the stakeholders who will depend on the new executive, presumably reducing the likelihood of revolt during and after transition and facilitating success before individual talent is even invited. Once these "critical roles" are defined, getting "the right people" in them occurs through extensive evaluation and ranking...
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... Information is an essential tool for managers in the retention, recruitment, utilization and evaluation of human resources in health services organizations. Since they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss the project plan overview of human resources information systems (HRISs) and their strategic and operational use in a health care organization. Certain topics include: Role and functions of a HRIS for human resources management Relationship of a HRIS to other information systems Process of planning, developing, and implementing a HRIS Implications of effective HRIS utilization for health services managers Managing human resources effectively requires information from several sources. Computer technology enables hospitals and other health care organizatoin to combine human resources into a single database that can be used to support multiple personnel and managerial functions. A human resources information system (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department and managers...
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