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We’re here today to review the important subject of Strategic Human Resource Management (SHRM)
More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy.. We are Group 5
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda
We’ll quickly run through the definitions and the roles and activities before answering the most important question of priority in the roles for SHRM Lets start at the beginning with what Strategic HRM actually is before storming into the HR’s Roles and Activities associated with it… Strategic HRM focuses on the linking of all HR activities with overall organisations’ strategic objectives.
“Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.”
Human Resource managers must:
Focus on developing HR programs that enhance organizational performance
Involve HR in Big Picture organizational strategic planning from start
Pro-actively participate in big picture decision making on mergers, acquisitions, and downsizing
Redesign organizations and the work processes to enhance overall organizational performance
Measure and document the financial results of all HR activities
AMRISH HR Managers have many many roles to play in an organisation, however the 4 KEY roles are
Strategic Partner
Administrative Expert
Employee Champion
Change Agent
Let us run through these roles in a little more detail and discuss. Where the HR Manager has gained a seat at the management table and adds value through direct impact on quantifiable business objectives.
Every HR decision, plan, or process has to be aligned with the core business strategy.
The HR Manager needs to quickly develop business acumen, must be able to add value to the organization’s overall strategic objectives by employing a shared mind-set and accountability to key performance indicators.
To add value, HR must innovate and continue to step outside of traditional roles and proactively seek out opportunities to learn the business.
To participate and contribute in business discussions, HR business partners must not only ensure smooth systems and processes, but consider the strategic impacts of talent and organization choices.
It is all about creating and delivering value aligned with the organization’s objectives.
HR must first be strategic business partners who just happen to manage the most valuable assets of the organization—its human capital.
To be an Employee Champion requires the HR Manager to be the employees voice in management decisions
The HR Manager needs to be on “everyone’s” side
An approach to be Fair & Principled is needed
Good employee relationships will help and keep HRM’s finger on the pulse and consider Employee responses to any changes
It is a tricky balance to achieve, but is critical to the organisation’s health A change agent is a person who acts as a catalyst for change within the organisation
Start by leading change within the HR Department and Function itself
Develop new Problem Solving Communication & Influence Skills
The HR FUNCTION MUST CHANGE, AND LEAD THE CHANGE
The HR Function must change to be more critical & more strategic
The HR Manager needs to lead the Organisation’s Cultural Transformation and have a transformational effect on the organizations workplace culture
To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…
Within these Major Roles there are a large range of activities to be managed HRM involves the acquisition, development, reward and motivation, maintenance and eventual departure of an organisation’s human resources.
Certain key HRM activities must be undertaken to satisfy these aims: each activity is interrelated and together they represent the core of HRM. Certain key activities must be undertaken to satisfy these aims. Each activity is interrelated and together they represent the core of HRM
This list is just the tip of the iceberg, but lets run through some of these important Activities Job Analysis
Within Job analysis two things must be defined:
The Job Descriptions: for individual
The Job Specifications
Possibility of grouping some jobs together to increase efficiency
Looking to analyse jobs to possibly enhance performance?
This is the starting Point for planning job efficiency…
HR Planning or employment planning:
Organisation attempts to ensure it has the right no of qualified people in the right jobs at the right time.
Does this by comparing present supply of people with the projected demand for HR.
Produces decisions to add, reduce or reallocate employees internally.
It achieves quality human resources, employee and a more effective equal opportunity planning.
Employee recruitment
Decide to fill from within or outside the organisation
Be attractive to new and prospective employees to obtain a good pool of candidates
Methods used:
job posting
paper ads
WEB
executive search
Employee selection
3 Step process
Initial Screening: Screen the all the applications received
Review and Ranking: Review the applications, psychological testing, interview, check reference, medical test
Make the final selection
Performance appraisal
Determine how well employees are doing continuously..
Communicate the results of appraisals to the employees
Establish a plan for performance improvement
Appraisal results used for:
performance based rewarding
identifying training and development needs
placement decisions
HR development activities
Focus on acquisition of attitudes, skills & knowledge (ASK!)
Continuously Develop and Improve
Knowledge
Skills
capacity to adapt
change
FREDA
Industrial Relations:
Is the relationship between the employee and employer. It deals with the employee attitude and behavior.
If the policies formed by the HRM is done by open communication and the HR policies are fair and equitable and there is satisfaction with work and life then the reflection of this would create trust, cooperation, commitment and high performance. However if the policies are done by ill communication with unfair and discriminatory policies then obviously the result would be negative as there would be low work and life satisfaction which would lead to conflict, mistrust, low commitment and poor performance.
Industrial Relations traditionally takes a broader perspective, involving governments, industrial tibunals, employer associations, trade unions, industrial law, awards, terms and conditions of work, grievance producers, dispute settlement, advocacy and collective bargaining.
Remuneration (or) Compensation:
Refers to the cash rewards employees receive for working in an organization, such as their base pay, bonuses, incentive payments and allowances.
This being one of the motivating factors for employees and reinforces their behavior demanded by the organization’s business strategies.
Research proves that there is a positive relationship between pay systems and organizational performance.
STUART
Managing diversity
HR Management need to provide a good environment to Integrate multicultural Fiji population
Within Fiji there are Language challenges, with Fijian, Hindi and various levels of English spoke,
Also different levels of literacy ie how well they can read any of the languages
Ensuring clear communications within the company is vital for everyone to understand the overall strategies and aims of the organisation
As with all South Pacific Isdland Countries there are challenges with Gender Equality and Cultural challenges
Health and safety programs
It is everyone’s responsibility to ensure all employees Physical & Mental Safety, & Wellbeing
HR Management has responsibility to both the organization and employees to lead the way with Health and Safety
HR Management must provide a Safe environment for all employees
Within Fiji the Legal requirements are under the Health and Safety at Work Act 1996, and the related Regulations.
Career planning
HR Management have a role to assist employees with their Career planning
This will benefit both employee and the organisation in developing the employees talents and skills, and retaining the employee
The HR Manager by assisting the employee to identify: their career goals, new job opportunities, personal improvement
By doing this HR ensures qualified employees available for all levels of the organisation
If one role has to be chosen as the most important role it must be STRATEGIC PARTNER.
Strategic partner precedes the other roles as this is at the planning stage, which is crucial to any organisation
It is where all the HR strategies are aligned with the overall objective of the organization.
The other HRM roles follow through to help push and achieve the overall objectives
We are Group 5
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda
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We’re here today to review the important subject of Strategic Human Resource Management (SHRM)
More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy..
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda
“Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.”
Focus on developing HR programs that enhance organizational performance
Involve HR in Big Picture organizational strategic planning from start
Pro-actively participate in big picture decision making on mergers, acquisitions, and downsizing
Redesign organizations and the work processes to enhance overall organizational performance
Measure and document the financial results of all HR activities
Strategic Partner
Administrative Expert
Employee Champion
Change Agent
Let us run through these roles in a little more detail and discuss.
Every HR decision, plan, or process has to be aligned with the core business strategy.
The HR Manager needs to quickly develop business acumen, must be able to add value to the organization’s overall strategic objectives by employing a shared mind-set and accountability to key performance indicators.
To add value, HR must innovate and continue to step outside of traditional roles and proactively seek out opportunities to learn the business.
To participate and contribute in business discussions, HR business partners must not only ensure smooth systems and processes, but consider the strategic impacts of talent and organization choices.
It is all about creating and delivering value aligned with the organization’s objectives.
HR must first be strategic business partners who just happen to manage the most valuable assets of the organization—its human capital.
The HR Manager needs to be on “everyone’s” side
An approach to be Fair & Principled is needed
Good employee relationships will help and keep HRM’s finger on the pulse and consider Employee responses to any changes
It is a tricky balance to achieve, but is critical to the organisation’s health
Start by leading change within the HR Department and Function itself
Develop new Problem Solving Communication & Influence Skills
The HR FUNCTION MUST CHANGE, AND LEAD THE CHANGE
The HR Function must change to be more critical & more strategic
The HR Manager needs to lead the Organisation’s Cultural Transformation and have a transformational effect on the organizations workplace culture
Certain key HRM activities must be undertaken to satisfy these aims: each activity is interrelated and together they represent the core of HRM.
This list is just the tip of the iceberg, but lets run through some of these important Activities
Within Job analysis two things must be defined:
The Job Descriptions: for individual
The Job Specifications
Possibility of grouping some jobs together to increase efficiency
Looking to analyse jobs to possibly enhance performance?
This is the starting Point for planning job efficiency…
HR Planning or employment planning:
Organisation attempts to ensure it has the right no of qualified people in the right jobs at the right time.
Does this by comparing present supply of people with the projected demand for HR.
Produces decisions to add, reduce or reallocate employees internally.
It achieves quality human resources, employee and a more effective equal opportunity planning.
Decide to fill from within or outside the organisation
Be attractive to new and prospective employees to obtain a good pool of candidates
Methods used:
job posting
paper ads
WEB
executive search
Employee selection
3 Step process
Initial Screening: Screen the all the applications received
Review and Ranking: Review the applications, psychological testing, interview, check reference, medical test
Make the final selection
Determine how well employees are doing continuously..
Communicate the results of appraisals to the employees
Establish a plan for performance improvement
Appraisal results used for:
performance based rewarding
identifying training and development needs
placement decisions
HR development activities
Focus on acquisition of attitudes, skills & knowledge (ASK!)
Continuously Develop and Improve
Knowledge
Skills
capacity to adapt
change
Industrial Relations:
Is the relationship between the employee and employer. It deals with the employee attitude and behavior.
If the policies formed by the HRM is done by open communication and the HR policies are fair and equitable and there is satisfaction with work and life then the reflection of this would create trust, cooperation, commitment and high performance. However if the policies are done by ill communication with unfair and discriminatory policies then obviously the result would be negative as there would be low work and life satisfaction which would lead to conflict, mistrust, low commitment and poor performance.
Industrial Relations traditionally takes a broader perspective, involving governments, industrial tibunals, employer associations, trade unions, industrial law, awards, terms and conditions of work, grievance producers, dispute settlement, advocacy and collective bargaining.
Remuneration (or) Compensation:
Refers to the cash rewards employees receive for working in an organization, such as their base pay, bonuses, incentive payments and allowances.
This being one of the motivating factors for employees and reinforces their behavior demanded by the organization’s business strategies.
Research proves that there is a positive relationship between pay systems and organizational performance.
Managing diversity
HR Management need to provide a good environment to Integrate multicultural Fiji population
Within Fiji there are Language challenges, with Fijian, Hindi and various levels of English spoke,
Also different levels of literacy ie how well they can read any of the languages
Ensuring clear communications within the company is vital for everyone to understand the overall strategies and aims of the organisation
As with all South Pacific Isdland Countries there are challenges with Gender Equality and Cultural challenges
Health and safety programs
It is everyone’s responsibility to ensure all employees Physical & Mental Safety, & Wellbeing
HR Management has responsibility to both the organization and employees to lead the way with Health and Safety
HR Management must provide a Safe environment for all employees
Within Fiji the Legal requirements are under the Health and Safety at Work Act 1996, and the related Regulations.
HR Management have a role to assist employees with their Career planning
This will benefit both employee and the organisation in developing the employees talents and skills, and retaining the employee
The HR Manager by assisting the employee to identify: their career goals, new job opportunities, personal improvement
By doing this HR ensures qualified employees available for all levels of the organisation
It is where all the HR strategies are aligned with the overall objective of the organization.
The other HRM roles follow through to help push and achieve the overall objectives
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda
Download MBA Strategic Management lecture Notes Pdf. Here We Provide the Download Links for MBA 3rd Sem Study Materials & Books for the Student Exam Preparations. You can Check MBA 3rd Semester PDF Study Material & Books with Download Links. You can easily adapt the MBA Lecture Notes, Study Materials, and Books to take full advantage of the complete material we offer in Below Links. The core courses in an MBA program cover various areas of business such as accounting, finance, marketing, human resources, operations, and statistics etc.
Also, Read The Following Links:
MBA Strategic Management Lecture Notes pdf
The purpose of this course is to enhance your ability to do the job of a general manager responsible for strategic performance. Specifically, to integrate the different functional areas of business (e.g. accounting, finance, human resources, information systems, marketing, operations management, etc.) into a cohesive whole. The challenge is not only in identifying weaknesses and threats facing firms we will studybut to appreciate the strengths of the firm and anticipate opportunities in the external environment. Your role in this course is to correct organizational failures and expand upon organizational successes, however, failure and success may be defined.
Strategic Management notes for MBA 3rd sem
Strategic Management complete notes | |
strategic management notes ppt | |
strategic management pdf ebook | |
Strategic Management notes doc | |
Strategic Management Question Papers | Download |
Suggested Books for Strategic Management
- Exploring Corporate Strategy by Johnson & Scholes, Publishing House: Prentice Hall
- The Strategy Process by Mint burg, Quinn, and Ghosal, Publishing House: Prentice Hall
- Strategic Management by Ireland, Hoskisson & Hitt, Indian Edition, Cengage Learning
- Concepts in Strategic Management & Business Policy by Thomas L. Wheelen & J. David Hunger, Pearson
- R.Srinivasan, Strategic Management -The Indian Context,
4th Edition, Prentice Hall of India, 2012 - R.Srinivasan, Case Studies in Marketing – The Indian
Context,5th Edition, Prentice Hall of India, 2012
Strategic Management syllabus- 3rd Sem
Unit I: Strategic Planning
Strategic Context and Terminology; Definition of Strategy; Difference between policy, Strategy and Tactic;
Difference between Long Range Planning and Strategic Planning; Characteristics of Strategic Decisions
Difference between Long Range Planning and Strategic Planning; Characteristics of Strategic Decisions
Unit II: Different Approaches to Strategy
Introduction to Different Approaches to Strategy; Incremental and Emergent Strategies; Implicit and Explicit Strategies; Approaches to Strategic Management; Strategic Implementation; Strategic Evaluation and Control; Planning Process: Feature, Importance, and Steps; Strategic Planning Process; Strategic Planning in the Next Millennium
Unit III: Strategy Formulation: Environmental Auditing
Environmental Analysis; Environmental complexity; Pestle Analysis; Porter’s 5 Force Analysis
Unit IV: Strategy Formulation: Strategic Direction
Introduction to Understanding Business; Competitor Analysis; Boston Matrix; International Dimensions of Strategy: Growth, Stability, Profitability, Efficiency, Market Leadership, Survival, Merger, and Acquisition; Core Competence
Unit V: Strategy Formulation: The Internal Audit
Bench Marking; the Use of McKinsey’s 7S Framework; SWOT (Strength, Weakness, Opportunities, and Threats) Analysis; Value Chain Analysis; Scope of Activities and Markets
Unit VI: Strategy Implementation
The framework of Strategic Implementation: Concept, Factors Causing Unsuccessful Implementation of Strategy.
Activation Strategy; Structural Implementation; Functional Implementation; Behavioral Implementation;
Resource Mobilization and Allocation: Finance, Human Resources, Materials, and Time
Activation Strategy; Structural Implementation; Functional Implementation; Behavioral Implementation;
Resource Mobilization and Allocation: Finance, Human Resources, Materials, and Time
Unit VII: Strategic Evaluation and Control
Strategic Evaluation and Control: Concept, Role, and Barriers; Control Process; Techniques of Strategic
Evaluation and Control
Evaluation and Control
MBA Strategic Management Review Questions
1) Discuss the nature and importance of strategic management.
2) Explain the concept of competitive advantage, and how to sustain it?
3) What is turnaround management? Explain the elements of a successful turnaround
strategy.
4) What is meant by resource allocation? Explain techniques generally employed for
allocating resources.
5) Outline the various qualitative and quantitative criteria for strategy evaluation and
control? State the problems faced by strategists while fixing those criteria.
6) Briefly discuss the development of the theory of strategic management.
7) Discuss the role of leadership in strategy implementation.
8) Case Study:
Mr. Palani, Chairman of a company just had a discussion with a group of local people.The group is known as ‘Council for EnvironmentalAction’ demanded an immediate reduction of the pollutants thrown into the air by the plants of the company. Mr.Palani had explained the company’s policy of gradual reduction of pollutants and promised to study the matter further. But the group has not satisfied and asked for another meeting in a
week time.Mr. Palani reluctantly agreed. Suggest a suitable proposal to present to the group at the next meeting to convince it totally.
2) Explain the concept of competitive advantage, and how to sustain it?
3) What is turnaround management? Explain the elements of a successful turnaround
strategy.
4) What is meant by resource allocation? Explain techniques generally employed for
allocating resources.
5) Outline the various qualitative and quantitative criteria for strategy evaluation and
control? State the problems faced by strategists while fixing those criteria.
6) Briefly discuss the development of the theory of strategic management.
7) Discuss the role of leadership in strategy implementation.
8) Case Study:
Mr. Palani, Chairman of a company just had a discussion with a group of local people.The group is known as ‘Council for EnvironmentalAction’ demanded an immediate reduction of the pollutants thrown into the air by the plants of the company. Mr.Palani had explained the company’s policy of gradual reduction of pollutants and promised to study the matter further. But the group has not satisfied and asked for another meeting in a
week time.Mr. Palani reluctantly agreed. Suggest a suitable proposal to present to the group at the next meeting to convince it totally.
Buy MBA Strategic Management books Online at Amazon.in
Strategic Management: A Competitive Advantage Approach, Concepts- Fred R. David
- Pearson
- Edition no. 14 (12/27/2011)
- Paperback: 400 pages
- JONES
- CENEAGE LEARNING INDIA PVT LTD
- Paperback
- English
Sale
Sale Strategic Management: An Integrated Approach - Physical Condition: Pen / Pencil Marks
- Charles W.L. Hill, Gareth R. Jones
- Cengage
- Edition no. 9 (01/01/1970)
- Paperback: 608 pages
- Product Condition: No Defects
- Garth Saloner, Andrea Shepard, Joel Podolny
- Wiley
- Paperback: 464 pages
- KAZMI ADELA ET.AL
- Mc Graw Hill India
- Paperback
- English
- John Pearce, Richard Robinson, Amita Mital
- McGraw Hill Education
- Edition no. 12 (07/01/2017)
- Paperback: 860 pages
- Keller/ Parameswaran/ Jacob
- Pearson Education India
- Edition no. 4 (01/01/1970)
- Paperback: 616 pages
- Srinivasan R
- Prentice Hall India Learning Private Limited
- Edition no. Fifth (01/01/1970)
- Paperback: 372 pages
- S. Manikutty, Robert E. Hoskisson, Michael A. Hitt, R. Duane Ireland
- Cengage Learning India Private Limited.
- Edition no. 9 (01/01/1970)
- Paperback: 774 pages
- David A. Aaker, Damien Mcloughlin
- Wiley
- Paperback: 368 pages
- Ravi M Kishore
- Taxmann Publications Pvt. Ltd.
- Paperback
- Edition no. 2016 Edition (01/01/1970)
- English
- David
- Pearson Education India
- Edition no. 15 (01/01/1970)
- Paperback: 700 pages
- Product Condition: No Defects
- Kevin Lane Keller
- Pearson
- Edition no. Third (12/01/2010)
- Paperback: 752 pages
- Jeffrey A. Mello
- Cengage
- Edition no. 3 (01/01/1970)
- Paperback: 710 pages
- Routledge
- Richard M.S. Wilson, Colin Gilligan
- A Butterworth-Heinemann Title
- Edition no. 3 (11/30/2004)
- Paperback: 882 pages
- Cherunilam F
- HIMALAYA PUB.HOUSE
- Paperback
- Edition no. 4 (01/01/1970)
- English
STRATEGIC MANAGEMENT AND BUSINESS POLICY
- Azhar Kazmi
- McGraw Hill Education
- Edition no. 3 (05/16/2008)
We Provide the MBA Strategic Management lecture Notes Pdf – Download MBA 3rd Sem Study Materials & Books. Share this article with other Students of MBA who are searching for MBA 3rd Sem Notes & Books. Any University student can download given MBA strategic management Notes and Study material or you can buy MBA 3rd sem strategic management Books at Amazon also. For more information about the MBA strategic management, visit our website and you can clarify your doubts via comment box.
Note : Submit your name, email, state and updates category below.
Human Resource Management (HRM) PDF Book Free Download – MBA Books
Human Resource Management (HRM) PDF Book Free Download. Human Resource Management is one of the famous subjects for MBA Students. Here at AskVenkat, we are providing MBA Links for Free. These Links are gathered from Internet sources. Askvenkat doesn’t have any rights about these links. This HRM Book will useful to most of the students who were prepared for Competitive Exams like MBA Entrance Exams. This PDF book will cover most of the syllabus of Human Resource Management Book.
Contents of Human Resource Management
Below are the contents which you would see in Contents of Human Resource Management Textbook especially made for MBA Students.
UNIT I
INTRODUCTION TO HRM: Concept- Nature & Scope of HRM- Role & Importance of HRM- Role & Functions of HR Managers- Growth in India.
UNIT II
JOB ANALYSIS & DESIGN: Job Description, Job Specification – Human Resource Planning- Entry level to Joining the work (Recruitment & Selection) – Placement- Induction- Career Planning & Development.
UNIT III
HUMAN RESOURCE DEVELOPMENT: Concept of Training and Development- Types & Methods- Assessment of Training Needs – Competency Mapping.
UNIT IV
PERFORMANCE MANAGEMENT & EVALUATION: Meaning of Performance Management-
Performance Appraisal and Methods-Traditional Vs Modern Methods- Assessment Centre.
UNIT V
SALARY & WAGE ADMINISTRATION: Concept-Factors affecting Wage &Salary level- Wage Boards & Pay Commissions-Wage incentives- Profit sharing-Bonus-Managerial Compensation.
UNIT VI
EMPLOYEE & INDUSTRIAL RELATIONS: Concept- Approaches to IR- Causes for Poor Industrial Relations & Suggestions to improve industrial relations.
UNIT VII
INDUSTRIAL DISPUTE & SETTLEMENT MECHANISM: Employee Grievances -Collective Bargaining- Industrial Disputes and Resolution Mechanism.
SOCIAL SECURITY, WELFARE, SAFETY & HEALTH: Social Security Legislations in India-Welfare & Recreational Facilities, Work Environment, Employees Safety at work, Industrial Accidents- Industrial Health.
Important Text Books for Human Resource Management
- Michael Armstrong, Human Resource Management, Kogan Page-2010.
- Subba Rao, Human Resource Management, Himalaya Publishing house.
Human Resource Management Notes For Mba Students Jobs
Best Reference Books for Human Resource Management
- Pattnayak, Human Resource Management,
- VSP Rao, Human Resource Management,
- Aswatappa, Human Resource Management, Tata McGraw Hill.
- Mamoria ,Gankar, Personnel Management,
- Deepak Kumar Bhattacharya, Human Resource Management, Excel books.
- Subbarao, Essentials of HRM & IR, Himalaya Publications.
- Garry Dessler, Human Resource Management, Pearson / PHI.
Human Resource Management Pdf Books free Download.