a classroom discussion. number game ! 145 4300 4000 16000-20000 20000-25000 22

A classroom discussion

Number Game ! 145 4300 4000 16000-

20000 20000-25000 22

The Great Pyramid of Giza

A closer one

Wonders !

Inventions

Innovations

Practice

Success (or failure)

OUR primitive learning !

Power of TEAMWisdom of Goose !

Performance is the CORE

Performance

What is strategic ?Seeing in the big picture and aligning

all the elements of system to generate synergetic efforts for the achievement of long term goal of the organization

Strategic in terms of:Time EffortsResources Value addition

Driving Forces for being strategicIncreasing Domain

Complexity

Accelerating Market Volatility

Intensified Speed of Responsiveness

Diminishing Individual Experiences

People and TechnologyE-governance example

16

“Maybe pushing on that wall to the right will give some space.”

17

“Oops!”

Shared VisionA Chief Finance

Officer (CFO) asks CEO: “What happens if we invest in our people and then they leave us?” CEO: What happens if we don’t, and they stay?”

Strategic HRMthe use of planning;A coherent approach to the design and

management of personnel systems based on an employment policy and workforce strategy and often underpinned by a ‘philosophy’;

Matching HRM activities and policies to some explicit business strategy;

Seeing the people of the organization as a ‘strategic resource’ for the achievement of ‘competitive advantage’.

Strategic Fit: Vertical Integration

Strategic Fit: Horizontal Integration

People management systems constructThese systems create value to extent that they impact stock, flow, & change of intellectual capital/knowledge

Basis of core competencies

HRM: Resource based view

“Skill” concept expanded to consider stock of intellectual capital

“Behavior” concept reconceptualized as flow of knowledge within organization through its creation, transfer, & integration

Core competence arises from combination of organization’s stock of knowledge & flow of knowledge through creation, transfer, & integration in a way that is valuable, rare, inimitable, & organized

HRM: Resource based view

Dynamic capability construct illustrates interdependent interplay between workforce & core competence as it changes over time

HRM: Resource based view

PhilosophyStatements of how organization values & treats

employees; essentially culture of the organization

PoliciesExpressions of shared values & guidelines for action

on employee-related business issues

ProgramsCoordinated & strategized approaches to initiate,

disseminate, & sustain strategic organizational change efforts necessitated by strategic business needs

Five Ps of SHRM

PracticesHR practices motivate behaviors that

allow individuals to assume roles consistent with organization’s strategic objectives

Three categories of roles:LeadershipManagerialOperational

Five Ps of SHRM

ProcessesContinuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities

Five Ps of SHRM

Harvard Model (Beer et.al. 1984)

Linear model of SHRM

Matching model of SHRM

(Devanna et.al.1984)

High performance managementCareful and extensive systems for recruitment, selection

and training; formal systems for sharing information with the individuals who work in the organization;

Clear job design;High-level participation processes;Monitoring of attitudes;Performance appraisals;Properly functioning grievance procedures;Promotion and compensation schemes that provide for

the recognition and financial rewarding of the high-performing Members of the workforce.

US Department of Labor (1993)

High commitment managementA form of management which is

aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.

High involvement managementTreating employees as partners in the

enterprise whose interests are respected and who have a voice on matters that concern them.

The aim is to create a climate in which a continuing dialogue between managers and the members of their teams takes place in order to define expectations and share information on the organization’s mission, values and objectives.

Cultural integration is crucial

SHRM and Performance

Learning Reflection/Feedback

brsigdel@nasc.org.np