Hr Strategies
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
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