sap ppsdm_day 2
Post on 04-Jun-2018
216 Views
Preview:
TRANSCRIPT
-
8/13/2019 Sap Ppsdm_day 2
1/15
PERENCANAAN & PENGEMBANGAN SDM
Universitas Andalas PadangFakultas Kedokteran Program Study PsikologiMaret 2011
PERTEMUAN KE-2OVERVIEW STRATEGIC HRM
THEORETICAL PERSPECTIVES
-
8/13/2019 Sap Ppsdm_day 2
2/15
The Activities of Human Resource Management
-
8/13/2019 Sap Ppsdm_day 2
3/15
-
8/13/2019 Sap Ppsdm_day 2
4/15
What is Strategic Human Resource Management?
Human resource management
Involves attracting, developing and maintaining a
talented and energetic workforce to support the
organizations mission, objectives and strategies.
Is a strategic process.
-
8/13/2019 Sap Ppsdm_day 2
5/15
What is Strategic Human Resource Management?
Strategic human resource management
Applies the HRM process to ensure the effective
accomplishment of organizational mission and
strategies.
-
8/13/2019 Sap Ppsdm_day 2
6/15
What is Strategic Human Resource Management?
Human Resource Planning
The process of analyzing staffing needs and
planning how to satisfy these needs in a way that
best serves organizational mission, objectives andstrategies.
-
8/13/2019 Sap Ppsdm_day 2
7/15
What is Strategic Human Resource Management?
Steps in the HR planning process
1. Review organizational mission, objectives & strategies.
2. Review HR objectives and strategies.
3. Assess current human resources.
4. Forecast HR needs.
5. Develop and implement HR plans.
-
8/13/2019 Sap Ppsdm_day 2
8/15
What is Strategic Human Resource Management?
Human resource management process
1. How do organizations attract a quality workforce?
Human resource planning, recruitment and selection
2. How do organizations develop a quality workforce?
Employee orientation, training and development, and
career planning and development
3. How do organizations maintain a quality workforce?
Management of employee retention and turnover,
performance appraisal, and compensation and
benefits.
-
8/13/2019 Sap Ppsdm_day 2
9/15
Organizational Strategy Human Resource
Sustainable Competitive Advantage
An asset is anything the firm owns or controls.
Loosely, Asset is to Accounting as Resource is to
Management. Types of assets:
Physical: plant equipment, location, access to rawmaterials
Human: training, experience, judgment, decision-makingskills, intelligence, relationships, knowledge
Organizational: Culture, formal reporting structures,control systems, coordinating systems, informal
relationships
-
8/13/2019 Sap Ppsdm_day 2
10/15
Organizational Strategy Human ResourceSustainable Competitive Advantage
A capability is usually considered a bundle of assets or resources toperform a business process (which is composed of individual activities)
E.g. The product development process involves conceptualization,product design, pilot testing, new product launch in production,
process debugging, etc.
All firms have capabilities. However, a firm will usually focus on certain
capabilities consistent with its strategy.
For example, a firm pursuing a differentiation strategy would focuson new product development. A firm focusing on a low cost strategywould focus on improving manufacturing process efficiency.
The firms most important capabilities are called competencies.
-
8/13/2019 Sap Ppsdm_day 2
11/15
Organizational Strategy Human Resource
Sustainable Competitive Advantage
A competency is an internal capability that a companyperforms better than other internal capabilities.
A core competency is a well-performed internalcapability that is central, not peripheral, to a companysstrategy, competitiveness, and profitability.
A distinctive competence is a competitively valuable
capability that a company performs better than its rivals.
-
8/13/2019 Sap Ppsdm_day 2
12/15
Organizational Strategy Human Resource
HR as a Core & Distinctive Competency
a unique capability in the organization that creates high
value and that differentiates the organization from its
competitors. There has been growing recognition that human
resources contribute to sustaining a competitive
advantage for organizations.
-
8/13/2019 Sap Ppsdm_day 2
13/15
Resource-Based Organizational Strategies
The Resource-Based View (RBV) is a strategic management
tool used to determine the strategic resources available to an
organization.
The fundamental principle of the RBV is that the basis for a
competitive advantage of an organization lies primarily in the
application of the bundle of valuable resources at the
organization's disposal.
-
8/13/2019 Sap Ppsdm_day 2
14/15
Resource-Based Organizational StrategiesThere are four factors that are important to organizationalstrategic accomplishments.
ValuableA resource must enable an organization to employ
a value-creating strategy, by either outperforming itscompetitors or reduce its own weaknesses.
RareTo be of value, a resource must be rare by definition.
In-imitableIf a valuable resource is controlled by only oneorganization it could be a source of a competitive advantage.
Non-substitutableEven if a resource is rare, potentiallyvalue-creating and imperfectly imitable, an equally important
aspect is lack of substitutability.
-
8/13/2019 Sap Ppsdm_day 2
15/15
top related