1、Chapter 2 Strategic Human Resource ManagementLearning Objectives1.Describe differences between strategy formulation and strategy implementation.2.List strategic management process components.3.Discuss HRM function s role in strategy formulation.4.Describe linkages between HRM and strategy formulatio
2、n.5.Discuss typologies of strategies and associated HRM practices.6.Describe HR issues and practices associated with directional strategies.IntroductionuGoal of strategic management is to deploy and allocate resources in a way that gives an organization competitive advantage.uHRM function must be in
3、tegrally involved in the companys strategic management process.uA business model is how the firm will create value for customers profitably.fixed and variable costscontributing and gross margins 2-*Business Model Accounting ConceptsFixed CostsVariable CostsMarginsGross MarginWhat is Strategic Manage
4、ment?Strategic human resource management(SHRM)is the pattern of planned HR activities and deployments intended to enable an organization to achieve its goals.Strategic management is a process to address the organizations competitive challenges by integrating goals,policies and action sequences into
5、a cohesive whole.2-*2 Phases of StrategicManagementStrategy FormulationStrategy ImplementationStrategic Management Process Model Strategy FormulationStrategy ImplementationRecruitingTrainingPerformance management Labor relations Employee relationsJob analysisJob design SelectionDevelopment Pay struc
6、tureIncentivesBenefitsProductivityQualityProfitabilityBehaviorsResultsSkills,AbilitiesKnowledgeSkillsBehaviorCultureOpportunitiesThreatsStrengthsWeaknessesStrategy-Decisions about CompetitionWhere?How?With What?Strategic Planning and HRM Linkages AdministrativeOne-wayTwo-wayIntegrativeStrategy Formu
7、lationExternalAnalysisInternalAnalysisSHRM-Strategy FormulationMissionGoalsExternal AnalysisStrategic ChoiceInternal AnalysisStrategy Implementation VariablesProductMarketStrategyPerformanceTypes ofInformationOrganizationalStructureTaskDesignSelectTrain DevelopPeopleRewardSystemsHRMs 3 Implementatio
8、n Variables:TaskPeopleRewardsystems Strategic ImplementationRecruitingTrainingPerformance management Labor relations Employee relationsJob analysisJob design SelectionDevelopment Pay structureIncentivesBenefitsProductivityQualityProfitabilityBehaviorsResults -productivity -absenteeism -turnoverSkill
9、s,AbilitiesKnowledgeSkillsBehaviorCulture2-*HRM PracticesJob Analysis/DesignRecruitment/SelectionPerformance ManagementRecruitment/SelectionTraining/DevelopmentPay Structure/Incentives/BenefitsLabor-Employee RelationsPorters StrategiesCostDifferentiation5 Categories of Directional StrategiesConcentr
10、ationInternal GrowthExternal GrowthDownsizingsMergers&AcquisitionsHRs Role-Strategic Competitive AdvantageEmergent Strategies Enhancing Competitiveness Strategic CompetitiveAdvantage=SummaryuHR are most important asset and single largest most controllable cost within the business model.uHR professionals must develop business,professional-technical,change management and integration competencies.uHRM has a profound impact on the strategic plan implementation by developing and aligning HRM practices that ensure the company has motivated employees with necessary skills.2-*
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