strategic human resource management this course in a nutshell
TRANSCRIPT
Strategic Human Resource
Management
This course in
a nutshell
Business Strategies Adaptation Model
Defender Prospector Analyzer Reactor
Competitive Strategies Differentiation Cost Leadership Focus
HR Practices: Options for Fit with
Strategy
Job Analysis & Design Recruitment & Selection Training & Development Performance Appraisal Pay Systems Labor & Employee
Relations
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets
Combining Strategy & HR Choices
From Human Resource Management: Gaining a
Competitive Advantage, by Noe, Hollenbeck, Gerhart & Wright, McGraw-Hill, 4th edition, 2003,
pages 70-71
Business Strategies Competitive Strategies
Differentiation
Cost Leadership
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
independent autonomous
repetitiveroles
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
short-term focus
high concern for
quantity
comfortwith
stability
risk averse
promoteinternally
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
define required
skills
train
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
behavioralperformancemanagement
Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets
performance-based
compensation
internally consistent
pay
high differentialssuperiors/
subordinates
Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets
workerparticipation
seek ideas –improve
efficiency
Business Strategies Competitive Strategies
Differentiation Cost Leadership
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
developnew ideas
broadly defined
jobs
generaljob
descriptions
balance process with
results
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
highly creative
cooperativemoderate concern for
quality longtermfocustolerate
ambiguity
risktaker
recruitexternally
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
limitedsocialization
broad careerpaths
focus =cooperation
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation
results basedperformancemanagement
evalsencouragerisk taking
Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets
external equity
marketdriven