Advanced Hrm Exam 1

Topics: Management, Strategic management, Human resource management Pages: 10 (2181 words) Published: January 28, 2013
MGT 4533: Advanced HRM Study Guide Exam 1

Strategic HR
1. How has HR’s role in the organization evolved from the 1980’s to the present? * HR PAST:
* HR is reactive
* HR not part of the leadership team
* HR responds to the leadership team’s business strategies * Find and hire the best employees
* HR responds to employee needs in order to attract and retain talent * HR is administrative
* HR takes care of people “problems”
* Compliance police
* Best HR professionals think like business leaders, influence business strategy and drive the whole company forward * Talent = strategic resource
* HR is proactive, forward thinking
* HR is your partner, not an enemy (compliance police) * HR in the 1980’s:
* Strategy becomes a hot topic (both in HR and management) * Management authors encouraged HR to align its activities to the organization’s strategy * HR still stuck in its “silo”

* HR arguing to be included in strategy development * HR in the 1990’s:
* HR is increasingly included in executive discussions about strategic management * HR positions itself as a “strategic partner”
* HR receives more recognition as “war for talent” begins at the end of the decade * HR in the 2000’s:
* In previous two decades, prominence increased for HR due to competition for talent * In 2000s, prominence increases due to bust and corporate scandal * Enron, subprime mortgages

* Results in increased board oversight of succession, compensation, and performance management of senior executives 2. What is the difference between tectical/day-to-day HR and strategic HR? * Tactical Human Resources

* Baseline administration of people issues and data * Compensation & Benefits administration
* Employee records
* Affirmative action reporting
* Policy development and enforcement

* Implementation of traditional HR tasks
* Hiring
* Salary surveys and compensation program design * Employee relations (day-to-day concerns and problems) * Strategic Human Resources
* Stimulating dialogue among executive team to re-examine business strategy * Aligning reward systems across the organization to encourage achievement of firm’s strategy * Reassessing and projecting talent needs based on strategy * Developing training solutions to build org. capabilities required by business strategy * Shaping/redesigning organizational culture

3. Principles of strategic HR
* Talent is the engine behind the creation of all value. * You cannot separate “people issues” from “business issues.” * There is no business without people.
* Every business issue (problems and opportunities) is a symptom of deeper human or organizational issues. * All HR work must be directly connected to the business strategy and customer needs. * Upper management is equally responsible for HR work in the organization (it’s not just “HR’s problem”). *

Traditional Employee Relations| Strategic Employee Relations| • Focuses on day-to-day problem solving (employee complaints)• Focuses on employee satisfaction.• Focuses on administrative tasks. • Provides activities and entertainment for employees.• Manages or avoids unions.| •Focuses on development of stronger, more capable employees to meet customer and company needs.• Has a comfort level in developing employees so that they are stronger, more independent, and marketable, rather than dependent on the organization.• Is adamant about adhering to values and agreements with employees.• Sees employees’ talent as a resource of scarcity and does what is needed to...
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