Scribd
Upload
49 views18 pages

Chapter-2 (HRM-411) Sec-02, Spring-15

The document discusses human resource strategies and policies. It explains that HR strategy should align with and support corporate strategy. It also discusses different levels of strategy including corporate, competitive, and operational strategies. Finally, it outlines considerations for developing HR policies and linking HR processes to organizational strategy, emphasizing the importance of reciprocal relationships between HR and business strategies.

Uploaded by

Zobayer Ahmed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
49 views18 pages

Chapter-2 (HRM-411) Sec-02, Spring-15

The document discusses human resource strategies and policies. It explains that HR strategy should align with and support corporate strategy. It also discusses different levels of strategy including corporate, competitive, and operational strategies. Finally, it outlines considerations for developing HR policies and linking HR processes to organizational strategy, emphasizing the importance of reciprocal relationships between HR and business strategies.

Uploaded by

Zobayer Ahmed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 18

Human Resource Planning

HRM-411,

Chapter 2
HUMAN RESOURCE POLICIES AND
STRATEGIES

1
strategy

• A set of related actions that managers take to


increase their company’s performance

• HR strategy designed to give concrete guidance


and help to identify specific practices that are
adaptable for org

2
Strategy
Strategy is primarily concerned with-

• The scope of an organisation’s activities


• Matching the activities of an organisation to that environment
in which it operates
• Resource implication
• Operational decisions
• The values and expectations of stakeholders
• Long-term direction

3
IBM’s HR Strategy
1) innovation, 2) business value, 3) global integration, and 4)
on-demand infrastructure. Behind this overall strategy are
all of the employees who make it work.
• IBM motivates its employees through:
• • Performance-based opportunities.
• • Leadership.
• • Hiring diverse and talented people.
• • Flexibility.
• • A values-based climate.

4
Role of HR Strategy in Strategic
Management
• 1. Behavioral role theory
• Employee behavior is the key factor for implementing
strategy
• Aligning HR policies and practices
• Sustainable competitive advantage
• Economic value
• Cost minimization
• Agency theory
5
Role of HR Strategy in Strategic
Management
• Institutional theory
Strategic linkage and acceptance from stakeholders

• Dependency theory
HR can influence the performance of the organization.

6
Levels of strategy

1.Corporate level

- Overall scope of the organization


- How to run in structural and financial terms
- How resources will be allocated to different operations.

2.Competitive or Business level


- How to compete in a market
- Which products or services should be developed and offered to which
markets
- To what extent it meets customers needs
- Does it achieve the objective of the organization, viz., long term
profitability, market growth and efficiency.
7
3.Operational strategies:

Adopted at the functional level and the success at the


functional or operational level ultimately enable an
organization to achieve the corporate level and
competitive strategies.

8
HR Policies and Procedures
A comprehensive coverage of policies embrace any
action or decision, taken by either employees or
management in relation to the working environment, the
rights and responsibilities of employees and
management, and the action of both parties.

Procedures prescribe the details for carrying out


policies. They spell out the specific rules and
regulations, the steps, time, place and personnel
responsible for implementing policies.

10
HR Program
HR Program is a stable plan of action that continues over an extensive
period of time.
•Some universal elements in HR Program are-
1.Employment- Selection and job change
2.Training and development
3.Communication
4.Grievances and discipline
5.Wages and salary
6.Health and safety
7.Benefits and Services
8.Labor relations
9.Research
11
Considerations in Developing HR policies

1. Policy statement constitutes criteria for making


decisions.
2. Policies provide a clear idea of what management
and employees can expect.
3. Policies may originate from anywhere inside an
organization or from external sources-community,
state, legislation, economy change, international
forces.
4. Approval of new or changed HR policies ultimately
comes from top management.
12
Considerations in Developing HR policies

5.Formulating policies the first


consideration is the objective and
purpose.
6. It is required to anticipate circumstances
that may arise in administration, as well
as knowledge of operating problems.
7. Unions have had a tremendous impact
on policy formulation.
13
Linking HR Processes to
Strategy
• Aligning HR Stategy with business strategy can be done
in one of these ways-

1. Start with organizational strategy and then create HR stategy


2. Start with HR competencies and then craft corporate strategies
based on these competencies
3. Do a combination of both in a form of reciprocal relationship
14
1.Corporate strategy leads to HR
strategy
• Corporate strategy drives HR strategy. In other words,
personnel needs are based on corporate plans. If a
firm decides to compete on the basis of offering low
cost products, HR policies and practices must align
and be based on low labor costs.

15
2.HR Competencies lead to
business strategy
• This “skills determine strategy” outlook relies too
heavily on employee capabilities and not enough on
environmental analysis. Nor is consideration given to
changing HR practices in training or compensation to
facilitate this change in startegy.

16
3. HR strategy and Corporate
strategy

• HR strategy generates the business strategy and


business strategy determines the HR strategy. This
concept of reciprocal interdependence is widely
accepted in the HR strategy literature.

17
4. HR becomes a business partner

• The key concept is the “concurrent strategy


formulation”. Strategy development, based on
environmental analysis, is conducted at the same time
that HRM issues are considered. HR issues do not
solely determine strategy, nor does strategy unilaterally
determine HR practices. Hr managers must understand
the numbers language of business or the outcome
expectations of nonprofit organizations.
18
5. Strategic partnering

• Organizations realize the impact that HRM strategy can


have on organizational effectiveness and as HR
managers develop the internal relationships to ensure
that the strategy is effective.

19

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy