human resource strategy.ppt

The Idea of Strategic HRM No definitive, robust theory. No agreement on meaning, factors, outcomes. how is SHRM linked with organisational performance? difficult to establish firm relationships given intervening factors: structure, culture wider environment various typologies of business and associated HR strategies Empirical studies tend to use large-scale questionnaire surveys (Storey) case-studies on SHRM. Theoretical empirical gaps between rhetoric and real experience - downsizing and redundancies etc. Stages in a Corporate Strategy Process Planning Levels Strategy Formulation Managers analyse the situation develop strategies to achieve the mission. SWOT analysis: planning to identify Organizational Strengths: manufacturing ability, marketing skills Weaknesses: high labor turnover, weak financials. Environmental Opportunities: new markets Threats: economic recession, competitors Manifestation of Strategy and Policy Maintenance Standing plans (programmed decisions) policies, rules, and standard operating procedures (SOP). general and specific guides to action. Programme arrangements and allocations. Innovations New initiatives, programmes and projects Schools of Strategy Prescriptive Design School Strategy (formation as a process of conception) Planning (formal process) Positioning (analytical process and techniques) Descriptive Schools (metaphors) Enterpreneurial (visionary) Cognitive (mental) Learning (emergent, adaptation, incremental) Power (a process of negotiation between interests) Cultural (collective values, beliefs and behaviours) Environmental (reactive, contingent) Configuration (process of transformation from one state to another - management of change) Michael Porter -- Value-Added Chain Analysis Mintzberg on Strategy Plan (intended) direction, guide, a course of action. Pattern (realised) consistency in behaviour over time e.g. high end, low risk, patterns evolved out of the past. What plan have we actually pursued over the last 5