Human Resource Management Strategic Human Resource Management

Human Resource Management Strategic Human Resource Management http://edition.cnn.com/2009/WORLD/asiapcf/09/23/india.vp.beaten/index.html    NEW DELHI, India (CNN) -- Angry workers beat to death a human resources vice president after he laid off 42 employees at an auto-parts manufacturing company in southern India, police said Wednesday. Roy George was vice-president for human resources at Pricol, the auto-parts company. Some four to five workers, belonging to a union not recognized by the company, barged into his office and beat him up with iron rods, said N. Kannan, a police superintendent of Coimbatore in Tamil Nadu state. India: HR manager killed by workers http://www.workplacebullying.org/2010/11/14/hr-exec-killed/  GHAZIABAD: A 45-year-old human resources manager, who was employed with Allied Nippon, succumbed to his injuries on Sunday. Joginder Singh, who passed away around 12.15am, had suffered multiple head and chest injuries when workers of the factory management on Saturday. clashed with the 9 prisoners in Jabalpur enrol for MBA (HR)    BHOPAL: Nine inmates in the Jabalpur central jail have enrolled themselves for Master of Business Administration (MBA) course. The interesting part is their choice for area of specialisation. All of them have opted for the master's in Human Resources (HR). Eight out of the nine have been convicted for murder, one on charges of theft. HRM – Crucial to the Success of Organization I believe the only game in town is the personnel game ... My theory is if you have the right person in the right place, you don't have to do anything else. If you have the wrong person in the job, there's no management system known to man that can save you. Walter Wriston Former Chairman and Managing Director Citicorp Human Resource Management   Conducting job analysis Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Compensating employees Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining)  Training and developing managers Building employee commitment        HRM Practices  HRM practices should – Increase employees’ knowledge, skills and abilities (KSA). – Motivate employees to leverage their KSAs for the firm’s benefit – Empower employees to do so. Increase employee’s KSA  Training  Selection  Compensation Level Motivation Enhancing Practices  Internal Promotion  Incentive System Empowerment Enhancing Practices  Grievance Procedure  Flex Time  Employment Security  Participation Programme Strategic Human Resource Management  Strategic Human Resource Management – The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. – Formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors the company needs to achieve its strategic aims. Linking Corporate and HR Strategies Effective HR Strategy Formulation and Implementation Organizational Strategies Fit Consistency Consistency Fit Organizational Characteristics Environment Consistency HR Strategies Fit Improved Firm Performance Fit Consistency Organizational Capabilities Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies Business Strategy Overall cost leadership Common Organizational Characteristics • Sustained capital investment and access to capital • Intense supervision of labor • Tight cost control requiring frequent, detailed control reports • Low-cost distribution system • Structured organization and responsibilities • Products designed for ease in manufacture HR Strategies • Efficient production • Explicit job descriptions • Detailed work planning • Emphasis on technical qualifications and skills • Emphasis on job-specific training • Emphasis on job-based pay • Use of performance appraisal as a control device Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies Business Strategy Common Organizational Characteristics Differentiation • Strong marketing abilities • Product engineering • Strong capability in basic research • Corporate reputation for quality or technological leadership • Amenities to attract highly skilled labor, scientists, or creative people. HR Strategies • Emphasis on innovation and flexibility • Broad job classes • Loose work planning • External recruitment • Team-based training • Emphasis on individualbased pay • Use of performance appraisal as development tool Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies Business Strategy Common Organizational Characteristics Focus • Combination of costleadership and differentiation strategy directed at a particular strategic target. HR Strategies • Combination of HR strategies above. Selected HR Strategies That Fit Miles and Snow’s Two Major Types of Business Strategies Strategic HR Area Defender Strategy Prospector Strategy Work flows • Efficient production • Control emphasis • Explicit job descriptions • Detailed work planning • Innovation • Flexibility • Broad job classes • Loose work planning Staffing • Internal recruitment • HR department makes selection decision • Emphasis on technical qualifications and skills • Formal hiring and socialization process • External recruitment • Supervisor makes selection decision • Emphasis on fit of applicant with culture • Informal hiring and socialization process of new employees Selected HR Strategies That Fit Miles and Snow’s Two Major Types of Business Strategies Strategic HR Area Defender Strategy Prospector Strategy Employee separations • Voluntary inducements to leave • Hiring freeze • Continuing concern for terminated employee • Preferential rehiring policy • Layoffs • Recruit as needed • Individual on his/her own • No preferential treatment for laid-off workers Performance appraisal • Uniform appraisal procedures • Used as control device • Narrow focus • High dependence on superior • Customized appraisals • Used as developmental tool • Multipurpose appraisals • Multiple inputs for appraisals Selected HR Strategies That Fit Miles and Snow’s Two Major Types of Business Strategies Strategic HR Area Training Defender Strategy Prospector Strategy • Individual training • On-the-job training • Job-specific training • “Make” skills • Team-based or crossfunctional training • External training • Generic Training emphasizing flexibility • “Buy” skills Compensation • Fixed pay • Job-based pay • Seniority-based pay • Centralized pay decisions • Variable pay • Individual-based pay • Performance-based pay • Decentralized pay decisions Selected HR Strategies For Firms Low and High on Different Environmental Characteristics Environmental Dimension Low High Degree of Uncertainty • Detailed work planning • Job-specific training • Fixed pay • High dependence on superior • Loose work planning • Generic training • Variable pay • Multiple inputs for appraisals Volatility • Control emphasis • Efficient production • Job-specific training • Fixed pay • Flexibility • Innovation • Generic training • Variable pay Selected HR Strategies For Firms Low and High on Different Environmental Environmental Characteristics Dimension Low High Magnitude of Change Complexity • Explicit job descriptions • Formal hiring and socialization of new employees • “make” skills • Uniform appraisal procedures • Control emphasis • Internal recruitment • Centralized pay decisions • High dependence on superior • Broad job classes • Informal hiring and socialization of new employees • “buy” skills • Customized appraisals • Flexibility • External recruitment • Decentralized pay decisions • Multiple inputs for appraisals