Strategic and Human Resource Management

• Human Resources Management - It is defined as a strategic and coherent approach to the management of the most valued assets of an organization which are the people working there, who individually and collectively contribute to the achievement of its objectives.
• Human Resources Management - It refers to the management of work and people towards desired ends.
• John Storey - He/she believes that HRM can be regarded as a "set of interrelated policies with an ideological and philosophical underpinning".
• True - The Human Resource Management is still influenced by both psychological and philosophical theories.
• John Storey - He/she suggested four aspects that constitute the meaningful version of HRM.
• These are the four aspects that constitute the meaningful version of HRM:

  1. Constellation of beliefs and assumption.
  2. Strategic thrust
  3. Line managers
  4. Reliance on levers
• Matching Model of HRM - It is a model developed by the school of Michigan.
• Matching Model of HRM - According to this model, Human Resource systems and organization structure should be managed in a way it is congruent with the organization strategy.
• Human Resource Cycle - It refers to the cycle which consists of 4 generic processes or functions that are performed in all organizations.
• These are the 4 generic processes that are included in the Human Resources Cycle:

  1. Selection
  2. Performance Appraisal
  3. Rewards
  4. Development
• Selection - It refers to the part of Human Resources Cycle in which the matching between the available jobs and applicants occur.
• Performance Appraisal - It refers to the part of Human Resources Cycle in which the performance of the employee would be assed.
• Rewards - It refers to the part of Human Resource Cycle in which the reward system is being utilized due to its significance for driving organizational performance.
• Development - It refers to the part of Human Resource Cycle in which the management needs to think about the strategies and training necessary for the improvement of the performance of their employees after it was proven to be lacking after a performance appraisal.
• Harvard Framework - This framework is based on their belief that the problems of historical personnel management can only be solved when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals.
• These are the two characteristic features suggested by the Harvard School:

  1. Line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies.
  2. The personnel have the mission of setting policies that govern how personnel activities are developed and implemented in ways that make them more mutually reinforcing.
• True - Harvard Framework considers the interests of all the stakeholders.
• True - Harvard Framework recognizes the importance of "trade-offs", either explicitly or implicitly, between the interests of owners and those of employees as well as between various interest groups.
• True - Harvard Framework widens the context of HRM to include "employee influence", the organization of work and the associated question of supervisory style.
• True - It acknowledges a broad range of contextual influences on the choice of management in terms of strategy, suggesting a meshing of both product-market and socio-cultural logic.
• True - Harvard Framework emphasizes strategic choice; ; it is not driven by situational or environmental determinism.
• These are the Human Resources Activities:

  1. HR Philosophies
  2. HR Strategies
  3. HR Policies
  4. HR Processes
  5. HR Practices
  6. HR Programmes
• HR Philosophies - It refers to the process of describing the overarching values and guiding principles adopted in managing people.
• HR Strategies - It refers to the strategies that are used to manage the human resources of the organization.
• HR Policies - It is the act of defining the direction in which HRM intends to go.
• HR Processes - It is consist of formal procedures and methods used to put HR strategic plans and policies into effect.
• HR Practice - It consist of informal approaches used in managing people.
• HR Programmes - It enables HR strategies, policies, and pratices to be implemented according to plan.
• True - The overall purpose of Human Resource Management is to ensure that the organization is able to achieve success through people.
• Ulrich and Lake - They stated that “HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities”
• Dyer and Holder - They analyzed the Human Resource goals of the management under 4 dimensions.
• These are the 4 dimensions that was used by Dyer and Holder:

  1. Contribution
  2. Composition
  3. Competence
  4. Commitment
• Contribution - It refers to the expected behavior among the employees in terms of their job position.
• Composition - It is the headcount, staffing ration, and skill mix.
• Competence - It refers to the general ability of the employee to perform their job.
• Commitment - It refers to employee attachment and identification.
• Caldwell - He/she developed the 12 policy goals of HRM.
• 1. Managing people as assets that are fundamental to the competitive advantage of the organization.
• 2. Aligning HRM Policies with business policies and corporate strategies.
• 3. Developing a close fit of HR Policies, Procedures, and Systems with one another.