traditonal as shrm

7/27/2019 Traditonal as Shrm

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Shrm-strategic human resource management.

Strategy: Course of action

strategic HR management is best defined by

the outcomes of the work done by the

function that drives, or contributes to,

attainment of strategic business goals of the

organization. By strategic business goals It

mean goals that provide greater returns to

stakeholders.


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Goals that make the business stronger from a balancesheet perspective, that is enhancement of net worthor enhancement of return on assets, or

Goals that solidify business performance providing

greater confidence in the future of the business tostakeholders and analysts, as they seem to determinethe market worth more than any one constituency.These would include either goals, which ensuregreater financial returns in the near term or goals,which build the platforms for greater financial

returns in the medium to longer term.

Goals that significantly enhance market share orbuild brands leading to longer term financial returnsfor shareholders.


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PARAMETER TRADITIONAL HR SHRM1) Focus 1) Employee relations 1) Partnerships with internal and external

customers

2) Role of HR 2) Transactional change, follower andrespondent 2) Transformational change leader andinitiator.

3) Initiatives 3) Slow, reactive fragmented 3) Fast proactive and integrated4) Time horizon 4) Short term 4) Short , medium and long (as required)

5) Control 5) Bureaucratic roles, policiesprocedures 5) Organic flexible whatever is necessary tosucceed

6) Job design 6) Tight division of labor, independencespecialization 6) Broad flexible cross training teams.

7) Key investments 7) Capital products, 7) People knowledge8) Accountability 8) Cost center 8) Investment center


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Strategic HR offers three critical outcomes:

increased performance,

enhanced customer and employeesatisfaction and

increased shareholder value


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These outcomes are accomplished througheffective management of staffing,

retention and turnover processes,

selection of employees that fit with both theorganizational strategy and culture,

cost effective utilization of employee throughinvestment in identified human capital with thepotential for higher return ;

integrated HR programs and policies that clearly

follow from corporate strategy facilitation ofchange and adaptation;

and tighter focus on customer needs, emergingmarkets and quality


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This typology was developed by Alan Speaker.

The typology categorized hr activities in a

2X2 matrix acc. To the two dimension.

The two dimension are: The extend to which such activities are

rational or transactional.(administrative or

impersonal)

Whether they have high or low strategicvalue.


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High

staff planning,benefit

planningretirement

planning,compliance

Performance

enhancement,employee

relation,labor

negotiation,executive

compensation,employeedevelopment,management

development.recruitment

interviewingStrategic value

payroll,benefit

administration,retirement

administration,employeerecords,relocation

administration,

Recruitment informationprocessing,employee

assistance programme.Low

Transactional ---------type of hr activity---------relationship


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A co-ordinated set of actions aimed at

integrating an organizations culture,

organization, people and systems in order to

achieve business goals.


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four key dimensions of an organization must be

addressed. These are:

Culture: the beliefs, values, norms and

management style of the organization

Organization: the structure, job roles and

reporting lines of the organization

People: the skill levels, staff potential and

management capability

Human Resources systems: the people focused

mechanisms which deliver the strategy

employee selection, communications, training,

rewards, career development, etc.


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Employee security

Selective hiring

Team working

Compensation

Training

Sharing information


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Economic- good economy then good wages

salary,

Demographic-work force, diversity, dual

career, women, leaves, part time workers,work at home.

Legislation- laws, compensation, leaves,

health insurance, working hours.

Technology-general &specific training,teamwork, specific recruitment

Cultural system-language ,religion,social.


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Private organizations:

Creating high trust culture, team work,

Flexibility, update knowledge, deadline and

punctuality, change managementGovernment organization:

Government policies, mostly old and not

updated, job security, slow in action and

steps.


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Organization size

Organization structure.

Past practices and traditions

Top management Power and politics

Academic and professional influence.

traditonal as shrm

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