Hr Strategies

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SECTION 1Macro, Competitive Advantage
1. PERSPECTIVES ON SHRM- NEW ORGANISATION
2. PERSPECTIVES ON SHRM- NEW ORGANISATION

3. EMPLOYER OF CHOICE & BUSINESS PERFORMANCE =Leadership 4. EMPLOYER OF CHOICE & BUSINESS PERFORMANCE =Leadership

5. CREATING A HIGH PERFORMANCE WORKING ENVIRONMENTS = Culture 6. CREATING A HIGH PERFORMANCE WORKING ENVIRONMENTS = Culture

7. ORGANISATIONAL DESIGN & THE CHANGE AGENDA =Organisational Culture 8. ORGANISATIONAL DESIGN & THE CHANGE AGENDA =Organisational Culture

SECTION 2Micro, Operational Performance
1. EMPLOYMENT BRANDING- RECRUIT, ASESSMENT, SELECTION
2. EMPLOYMENT BRANDING- RECRUIT, ASESSMENT, SELECTION

3. PERFORMANCE, FEEDBACK, SYSTEMS
4. PERFORMANCE, FEEDBACK, SYSTEMS

ORGANISATIONAL SYSTEMS
ORGANISATIONAL SYSTEMS

5. LEARNING TRAINING & DEVELOPMENT
6. LEARNING TRAINING & DEVELOPMENT

7. RENUMERATION, REWARDS & MOTIVATION
8. RENUMERATION, REWARDS & MOTIVATION

SECTION 3 Synthesis – Integrating Practices for Future Business Sustainability 1. ORGANISATIONAL HEALTH- ANALYSIS TO SOLUTIONS

2. ORGANISATIONAL HEALTH- ANALYSIS TO SOLUTIONS

3. FUTURE SHR PRACTICES & THE CHANGING ROLE OF HR

4. FUTURE SHR PRACTICES & THE CHANGING ROLE OF HR

FRAMEWORK ON SHRM

HR Perspective
-Human Resource Mgt- the policies, practices, systems that influence employee’s behaviour, attitudes and performance which need to be linked to organisational strategy and goals. -Strategic Human Resource Mgt-“ set of decisions and subsequent actions used to formulate and implement strategies that will optimise fit between organisation and the environment by influencing both uindividual and collective behaviour to enable the achievement of corporate objectives”(Collins, 1995) SHRM should be viewed as an integrative system guided by busienss strategy. -Strategic Human Resource Mgt- “refers to the pattern of planned HR deployment and activties intended to enable an organisation to achieve its goals.”(Boxall & Macky, 2009) -Is there a link between People & Profit?

-HRM concerned with people and their maximum performance. Evidence to believe that optimised utilised human resources, congruent with strategy, will lead to organisational efficiency and effectiveness= performance -Certain organisational characteristics such as strategy lead to HRM practices that elicit certain employee role behsaviours, which in turn lead to identifiable outcomes, such as employee attitudes, and organisational performance. - Schuller identifies 3x archetypal competitive strategies

(i)Innovation- utilise HRM practices- broad & elicit job design, high employee involvement,broad ongoing training & development, mix of individual/ group incentives (ii)Quality Enhancement- utilise HRM practices- fixed & elicit job design, high employee involvement, extensive continual training & development, mix of individual/group incentives (iii)Cost Minimisation- utilise HRM practices-fixed job design, low employee involvement, reapeted training, individual incentives.

HR Theory
1. *Universal Theory-Industry Best Practices
-a set of HR practices will contribute to high organisational performance in all situations. These practices need to be aligned with the skills and behaviours necessary to achieve business strategy. All these 7x practices need to be followed in order for the organisation to peak in performance. (i)Employment Security- caveatesbased on performance/ unconditional guarantee (ii)Selective Hiring of New Personnel- cultural fit, personality testing, active leadership (iii)Self Managed teams & Decentralised Decision making- basic principles of org. design (iv)Comparatively high compensation linked to performance-

(v)Extensive Training-
(vi)Reduced Status distinctions- including dress, language,office arrangements, wage differences across levels. (vii)Extensive...
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