1 / 23

Theoretical Foundations

Theoretical Foundations. Concept & definition Strategy & Strategic Planning Planning & SBU HR Planning. Mission. Analyze. SWOT. ENV. Obj. Strategic 1. Strategic2. Strategic3. Choose. Functions of Strategic Planning. Periodic forward scanning Analysis based on longer time frame

hhorne
Télécharger la présentation

Theoretical Foundations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Theoretical Foundations • Concept & definition • Strategy & Strategic Planning • Planning & SBU • HR Planning

  2. Mission Analyze SWOT ENV Obj. Strategic1 Strategic2 Strategic3 Choose

  3. Functions of Strategic Planning • Periodic forward scanning • Analysis based on longer time frame • Communication about goals and resource allocation • Framework for short-term plan evolution and integration • Institutionalization of longer-term time horizons necessary for investments such as in research and development • Decisional criteria framework for short-term decision making

  4. International Strategy • Multinational Strategies • Global Strategies • Transnational strategies:Strategic Alliances • Sustainable Global Competitive advantage

  5. HR Contributions to Strategy • เป็นส่วนหนึ่งของกระบวนการกำหนดกลยุทธ์ • เป็น Driving Force

  6. STRATEGY-DRIVEN ROLE BEHAVIORS AND PRATICES • Competitive strategies require different human resource practices and different role behaviors • Successful implementation of employee probably need to be cooperative • Different sets of strategies and role behaviors different human resource practices and required

  7. Ex.innovation strategies • Group-oriented,long-term appraisal system • generalizes skill development and board career paths • compensation packages include stock ownership

  8. Ex.quality enhancement strategies • Employment security guarantees • extensive training programs • participate decision making

  9. Ex.cost reduction strategies • Performance appraisal systems emphasizing result in short-term • virtually no training programs • very specialized jobs • narrow and specialized career paths • procedures for continual tracking of wage rates in the labor market

  10. STRATEGIC HUMAN RESOURCE ACTIVITY TYPOLOGY

  11. Alan Speaker.senior vice president at synhrgy HR technology High Strategic Value of Activity Low Type of HR Activity Transactional Relationship FIGURE 4-2Strategic Typology of Human Resource Activities

  12. CLASSIFYING HUMAN RESOURCE TYPES External Sourceof Labor Internal Assignment and Promotion Criteria Group Contribution Individual Contribution FIGURE 4-3Strategic Staffing Policies

  13. NETWORK ORGANIZATIONS AND STRATEGY Ex. • GeneralMotors • Lewis Galoob Toys • Texas Instruments

  14. ORGANIZATIONALLEARNING Competitive Advantage Intellectual capital Organizational Learning Change in HRPractices

  15. OrganizationalLearning in International Alliances Several human resource management practices and facilitate organizational learning • Communicating the strategic goals of alliance widely • Forcing the focus of decisionsto long-range consequence • Rewarding organizational learning through career progressions • Not allowing the alliance partner to control human resource function • Maintaining some slack in staffing on site • Providing managers and staff member who have language skills • Making longer alliance assignments • Monitoring the human resource assignments of alliance partner

  16. INTERGRATION OF STRATEGY AND HUMAN RESOURCE PLANNING • Administrative linkage • One - way linkage • Two - way linkage • Integrative linkage

  17. DeterminantsofIntegration • Intense competition • technological change • employee skill • several workforce • level of diversification

  18. Benefits of Integrating Human Resource Planning with Strategic Planning • Generates more diverse solutions to complex organizational problem • Ensures consideration of human resources in organizational goal-setting processes • Ensures consideration of human resources in assessment of organization's abilities to accomplish goals and implement strategies • Reciprocal integration prevents strategy formulation based on personnel rigidities/preferences • Facilitates concurrent consideration of strategic plans and managerial succession

  19. Condition Under Which Integration May Not Be Appropriate • The five Stages of organizational development are follows: • Initiation • Functional growth • Controlled growth • Functional integration • Strategic integration

  20. THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING Strategic Components of HR Management Relevant to internal Fit • Management Awareness • Management of the Function • Portfolio of Programs • Personnel Skills • Information Technology • Awareness of the Environment

  21. Planning Problem • Many manager do not like to plan • often results in reallocations of resources that determinepower and status • mismatch between the tasks of planning and individual managers’ skill • lack of top-level executive commitment to strategic planning process

  22. Requirements for Strategic Human Resource managers • Information management skills • Planning skills • Management skills • Integration skills • Change management skills

  23. Summary

More Related