(PPT) Chapter-3, HRM Strategy | Keya Afsana

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser.

Log InSign Up

• Log In
• Sign Up
• more
• • About
  • Press
  • Papers
  • Terms
  • Privacy
  • Copyright
  • We're Hiring!
  • Help Center
  • less

Outline

keyboard_arrow_downTitleAbstractdownload

Download Free PDF

Download Free PPTXChapter-3, HRM StrategyKeya Afsanavisibility

…

description

19 pages

descriptionSee full PDFdownloadDownload PDF bookmarkSave to LibraryshareShareclose

Sign up for access to the world's latest research

Sign up for freearrow_forwardcheckGet notified about relevant paperscheckSave papers to use in your researchcheckJoin the discussion with peerscheckTrack your impact

Abstract

AI

The chapter focuses on the integration of Human Resource Management (HRM) with strategic business objectives to enhance organizational performance. It emphasizes the importance of HRM in supporting business strategies through effective practices such as high-performance work systems and HR scorecards. The text further discusses various strategic approaches, such as corporate-level, business-level, and functional strategies, while highlighting the role of HR professionals in aligning HR activities with the company's goals.

... Read more

Related papers

HR strategy is necessary to underline the interactive relationship between business strategy and Human resource managementAmal Wijenayaka

Academia Letters, 2021

Environmental change, globalization, competition to provide products and services innovatively, changing customer expectations and investors intention have become the typical framework for organizations. To reach these aims effectively, the organization needs to improve their capabilities by reducing costs, increasing quality, and differentiation in all aspects. The organization must follow the different strategies (Corporate level, business level, and operational level) to reach the above objectives and follow the strategic business plan with a selected time frame. However, the organization must align the human resource strategies with overall organizational strategies. Typically, an organization competitive advantage could be generated from the organization human resource (April and Chun 2005). With the resource-based approach, if the organization is creating value for the sustainable competitive advantage, it is tough to imitate. However, traditional sources easy to imitate and the HR asset not easy to imitate. It is an invisible asset creating values. Karami, Analoui and Cusworth (2004) explained SHRM as defining how the organization's goals will be achieved through HR strategies and integrated HR policies and practices. Becker and Hulesid (2006) stated that the HR strategy differs from traditional HR management in two ways. 1) SHRM concentrates on the performance of the organization rather than employee (individual) performance. 2) it focuses on an HR management role as answers to business problems rather than individual HR management practices. Cascio and Boudreau (2014) stated that HR strategy matches and assists the strategic business plan's implementation. HR strategy mentions an organization's processes, decisions, and selections regarding how they manage their employees. Moreover, HR strategies are frequently formulated to align

downloadDownload free PDFView PDFchevron_rightGaining Competitive Advantage through Human Resource Management PracticesMoses Malefanem

Critical to a corporation's growth and prosperity is gaining and retaining competitive advantage. Although corporations may pursue many paths to this end, one that is frequently not recognized is capitalizing on superior human resource management. Currently, many companies recognize the growing importance of their human resources, but few are conceptualizing them in strategic terms-in ways to gain a competitive advantage. As a result, many companies forego the opportunity to seize competitive advantage through human resource practice initiatives. However, there are a few companies that do not forego the opportunity. We use them as examples to show how to systematically develop such advantages via a "target/thrust matrix." The end results of this matrix have significant implications for both corporate strategy and personnel and human resource management. In an earlier article, MacMillan presented the concept of strategic initiative and defined it as the ability of a company or a strategic business unit to capture control of strategic behavior in the industries in which it competes (1983, p. 43). To the extent a company can gain the initiative, competitors are obliged to respond and thus play a reactive rather than a proactive role. Consequently, if it can gain a strategic advantage, a company can control its own destiny, and, to the extent it can gain an advantage difficult for competitors to remove, stay in control longer. Thus the financial benefits of gaining competitive advantage are enormous! MacMillan (1983) suggests that gaining a competitive advantage requires an understanding and anticipation of response barriers, intelligence systems , preemption potentials, infrastructure requirements, calculated sacrifices, general management challenges, and punch and counterpunch planning. The purpose of this article is to expand upon his discussion of the infrastructure requirements. In doing so, we will show how companies can strategically utilize these infrastructure requirements to gain competitive advantage, particularly through their human resources and human resource management practices.

downloadDownload free PDFView PDFchevron_rightFundamentals of Strategic ManagementLuis Angel Guerras-MartindownloadDownload free PDFView PDFchevron_rightHRM Focus on Distinctive Human Capital and Strategy of Building-Retaining Competitive AdvantageDr. Md. Hasebur Rahman

Global Journals Inc. USA, 2013

Abstract:Every business is a people business. At the heart of every successful business are the people who make things happen. Human capital is its most valuable resource, which provides the solid foundation needed to build long-term profitability and ongoing success of an organization. Therefore, businesses must constantly seek new and innovative ways to attract and retain a top-notch workforce, and motivate them to perform to their fullest potential. The evidence from the literature review, the key success factor of business innovative and motivated human resource. Top management responsible for creating a positive organizational environment by intervening cooperative relationship within functional departments for innovation and creativity in organizational interfaces. Everything can be imitated but competent and innovative workforce cannot be imitated and it becomes a distinctive resource regarded as a competitive advantage. Human capital consists of the “people assets” that drive an organization’s continuous development and sustained growth, and includes the collective attitudes, skills, abilities, and knowledge base of an entire workforce. Human capital management, also commonly referred to as human resource management or workforce management, is a vital discipline that combines technology systems with advanced methodologies to help businesses effectively build, manage, and maintain their “people” assets, and best leverage them to achieve and maintain a competitive advantage (B.S., 2013) . The belief that individual employee performance has implications for firm-level outcomes has been prevalent among academics and practitioners for many years. Interest in this area has recently intensified; however, as scholars have begun to argue that collectively, a firm’s human capital can also provide a unique source of competitive advantage that is difficult for its competitors to replicate. The success of any organization falls back upon its competent and motivated human resources (Mohiuddin, 2008) . The results of global research on human resource management confirm that employees (for their abilities and motivation to work) represent a critical resource of any organization and demonstrate the positive impact of various practices in human resource management on organizational performance and competitiveness (Armstrong, 2007) . Management should recognize that employees and their behavior represent strong forces that can diminish or enhance effectiveness of every organization (Hasebur, 2013) . The world of business becoming more and more global and demanding, nowadays organizations are forced to seek for new means to withstand fierce competition and succeed in their operations. Among the challenges they have to face, the following ones are viewed as the most critical ones: the need to increase productivity, enhance organizational capabilities, expand into global markets, develop and implement new technologies, respond to more demanding customer needs and changes in the highly volatile marketplace, increase revenue and decrease costs, attract and retain high-performing and flexible workforce, introduce and manage relevant organizational change, etc. (Burke, 2005) . In response to the above changes, there is a dramatic change in management efforts to build and retain human resource for improving productivity of human capital. On the other side management scholars have been consistently investigated such possible sources of competitive advantage (CA) at both conceptual and empirical levels. It is now generally believed that human resources and their management serve as a strategic asset to the organization. However, there is an ongoing debate in scholarly publications, as to what in particular leads to the development and sustainability of competitive advantage in the organization (Rūta K., Ilona B., 2008) . This study is an attempt to discuss Human Resource Management focus on human capital and building and retaining human capital on fostering competitive advantages in the enhancement of organizational effectiveness 4. HRM Focus on Human Capital: Effective management of human resources is directly linked to business success (Hasebur, June 2013) . Soft or high commitment human resource management practices are those that generate trust in employees and these practices include giving employees empowerment and involvement in decision making; extensive communication about functioning and performance of the employees service; designing training for skills and personal development of employees; selective hiring; team-working where idea are pooled and creative solutions are encouraged; rewards system that commensurate with effort; reduction of status between the management and staff and all workers are valued regardless of their role (Pfeffer, 1998) . Society has entered a new era in the relationship between organizations and their employees. In this new era, people are the primary source for a company’s competitive advantage and organizational prosperity and survival depends on how employees are treated (Lawler, 2005) . Organizational performance and competitiveness are determined by employee performance. The essence of the positive relationship between best practices in human resources management and organizational performance and competitiveness is the optimal system of human resource management that enables to employ and develop capable and motivated employees and achieve expected organizational performance and competitiveness by achieving desired employee performance (Šikýř, M., March 2013) . HRM involves attracting, developing, and maintaining a talented and energetic workforce (Schermerhorn, 2008) . Its major responsibilities include: (1) attracting a qualified workforce, which involves human resource planning, recruitment and selection; (2) developing a qualified workforce, which involves employee orientation, training and development (T&D), and performance appraisal; and (3) maintaining a qualified workforce, which involves career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations (Southiseng, N., Walsh, J. March 2013) . HRM functions which have relationships with effective HRD included human resource planning; job analysis; staffing (recruitment and selection); compensation and benefits; equal employment opportunity; T&D; employee and labor relations; health, safety, and security; companies and job design, performance management/ performance appraisal systems; research and information systems ( Puvitayaphan, 2007) . Human resource management practices influence employee’s skills through the acquisition and development of a firm’s human capital. Recruiting procedures that provide a large pool of qualified applicants, paired with a reliable and valid selection regimen, will have a substantial influence over the quality and type skills new employees possess. Providing formal and informal training experiences, such as basic skills training, on-the-job experience, coaching, mentoring, and management development, can further influence employees’ development (Bassey E., Tiesieh T. 2012) . Human resource development (HRD) is another HRM function but it is possible for the HRD function to stand alone. However, to optimize HRD goals, it is necessary to interact with other HRM functions. HRM functions have direct association with dimensions of employee relations, rewards management, performance management, recruiting and selection (Thornhill et al., 2000) . 5. The Efforts HRM to Build and Maintain Human Capital: The most valuable corporate asset, in the 21st century, is seen by distinguished professors to be “the knowledge worker” (Drucker, 1959) . Human capital is the stock of competencies, knowledge, social and personality attributes, including creativity, embodied in the ability to perform labor so as to produce economic value (Wikipedia, 2013) . Management accounting is often concerned with questions of how to model human beings as a capital asset. However it is broken down or defined, human capital is vitally important for an organization's success (Crook et al., 2011); human capital increases through education and experience. IBM is a leading professional services provider focused on excellence and innovation in Human Capital Management. With over 400,000 employees globally and over 5,000 focused on Human Capital Transformation and Outsourcing, our HR Transformation practice addresses organization and people issues associated with the evolution of the HR business function. (IBM, 2013) .

downloadDownload free PDFView PDFchevron_rightCONTEXT OF HUMAN RESOURCE MANAGEMENTfolorunsho oladipupodownloadDownload free PDFView PDFchevron_rightExists a Relationship Between Strategic Human Resources Management, Innovation and Competitive Advantage?Anca Munteanu

Ecoforum Journal, 2015

This paper is purely theoretical, having as starting points both existing information in the literature and their correlations. The text does not have a generalized, but represent personal opinions and conclusions. Critically analyzing the definitions given in the literature the term "strategic human resource management ", we found that most of them referred to the involvement he has it in obtaining competitive advantage of an organization. Also, starting from the study of different approaches to strategic management of human resources, we can see that besides the role that obtain competitive advantage, it supports innovative activity of a company. So we can talk about a link between strategic management of human resources, innovation and achieving competitive advantage. By presenting how strategic human resource management can be implemented in an organization, its high performance practices for human resources, it demonstrates that they support employee creativity through free expression of ideas, involvement in decision making, resulting in the way to innovation and thus to obtain competitive advantage. This work, theoretical, was completed by a presentation that show the interdependencies that exist between the three think elements: strategic human resources management, innovation, competitive advantage.

downloadDownload free PDFView PDFchevron_rightSTRATEGIC HUMAN RESOURCE MANAGEMENT iTsholofelo SelaolanedownloadDownload free PDFView PDFchevron_rightStrategic Leadership, HRM and Change Management - Johnson & JohnsonDott. Robert L . Ferrari, MBA, CMgr

2021

In a market where businesses are exposed to relentless transformation and are increasingly disrupted by technological developments, an enterprise lacking long-term goals and objectives will reveal complexities in its corporate strategy, its concentration endeavors, and in acquiring a competitive advantage. Due to such a volatile business climate, strategic leadership, a solid HRM framework, and advanced change management approaches are pivotal constituents of an organization's progression into tomorrow's macroeconomic landscape. Strategic leadership is a method wherein executives employ an array of strategies to articulate a vision for their firm, enabling it to evolve, whilst attaining a competitive advantage in dynamic and technical-economic environments. Its overarching purpose is to expand an enterprise’s trajectory into one that leads to a prosperous tomorrow: a framework that encompasses strengthening and executing strategies. In response to these concerns, the author chose to develop and release a research paper in the form of a report, the central feature of which being an exploration of the aforementioned topics. The author, in embracing the function of J&J's Senior Regional Head (SRH), will highlight the significance of J&J establishing a new functional branch office in executing on a transformational business technology strategy, engineered for efficiency and growth, relevant to operational and supply chain innovation, enhanced digitalization trends in democratizing healthcare, and overcoming Covid-19 disruptions. As a result, the SRH will underline the company's Mission, Vision, and "Credo," showcasing its strategic aims in addressing complexities and prospects presented by a sophisticated and dynamic environment. An assessment of J&J's HR core operations, as well as a rigorous literature review, will be undertaken, stressing the importance of SHRM in achieving sustainable business growth. Furthermore, the research will exhibit how essential HR is in maximizing long-term systematic transformation and target achievement, culminating in an organizational development framework that facilitates shareholders in experiencing significant levels of engagement and progress. The report also underlines the significance of harmonizing Human Capital (HC) forecasts with projected organizational activities for the short and long term, whilst strengthening the corporation's expansion plan and producing a considerable influence on the enterprise's advancement. Additionally, by analyzing datasets and performing a sophisticated forecasting model, the SRH will highlight relevant ROIs, yearly RTAs, and thus project HC demand to fulfill the company's new branch office ambitions until 2022. The Report culminates with an assessment of the significance of stakeholder participation throughout the change life cycle, as well as an exhibition of a plethora of specialized leadership approaches for augmenting J&J's Organizational Management and Strategy.

downloadDownload free PDFView PDFchevron_rightAnalysis of Cost Leadership Strategy and Differentiation Strategy in Creating Competitive Advantages and their Impact on PerformanceVictorio Nahuway

2018

One of the determinants of business success that must be considered by business owners or managers, especially in facing business competition is to create competitive advantage. The competitive advantage of a company is determined by the company's ability to create value or benefit from the product or service felt by the buyer in excess of the cost incurred by the company to create it. There are two main strategies that can create competitive advantage is the strategy of Cost Leadership and Differentiation strategy. This study aims to analyze the role of Cost Leadership strategy and Differentiation strategy to create competitive advantage in facing business competition and with competitive advantage possessed able to improve business performance. The research object is Micro, Small, Medium Enterprises (MSMEs) of woven ikat handicraft in West Southeast Maluku Regency, Maluku Province. The samples were taken from 74 respondents, owners and managers spread in 91 units of woven ikat...

downloadDownload free PDFView PDFchevron_rightSTRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICESerick okidownloadDownload free PDFView PDFchevron_rightSee full PDFdownloadDownload PDF

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

Related papers

Human Resource Management Practices Develop Product Differentiation and Cost Leadership Strategy, Enabling Organizations to Attain Competitive Advantage: A Narrative ReviewMubarak zaib Khan

2022

Human resource management practice (HRMP) has been broadly acknowledged and widely recognized by almost every organization. Many studies have been conducted to review the application of human resource management (HRM) and other aspects that have manifested and been determined to be true in a variety of scenarios. HRM practices are essential and effective in the delivery of services and socioeconomic growth. In well-established organizations, up-to-the-level performance and competition are impossible without the required skilled, well-motivated people working in a good human resource management programme development. In both small and big educational institutions, a framework that relies on human resources management strategies for programme implementation is required in an educational setting the most essential practices of human resource management are selection and recruitment, appraisal of performance, training and development and reward remuneration systems. It is very pertinent...

downloadDownload free PDFView PDFchevron_rightThe Joint Effect of HRIS, HRM Practices and Differentiation Strategy on Competitive Advantage Is Greater Than the Effect of HRIS on Competitive AdvantageMargaret Kariuki

The International Journal of Business & Management

The Joint Effect of HRIS, HRM Practices and Differentiation Strategy on Competitive Advantage Is Greater Than the Effect of HRIS on Competitive Advantage 1. Background of the Study Sustainable competitive advantage and realization of extra profits has become a topic of interest in Human Resource Management (HRM). To maintain competitive advantage, organizations need to balance the resources available to them. This enables the organization to make extra profits and survive in the market. Porter (1990) classifies resources owned by the organizations into three categories: physical, human and organizational. To Human Resource (HR) has been rated at the most crucial resource the three in driving the firm towards sustaining competitive advantage. Many leading management experts argue that it is not the technology but rather the practice of HRM that challenges executives in the 21 st century (Drucker, Handy, Dyson, Saffo&Senge, 1997). Most of the companies are using information systems in order to achieve efficiency, proficiency quality and gain competitive advantage (Kumar, 2012). HRIS has many modules including HR administration, skill inventory, salary administration, leave and absence recording, HR planning, training and development, performance appraisal, career planning, recruitment and others HR activities (Mureithi, Gachunga&Burugu, 2014). HRIS needs to add value to the objectives and strategic decisions (Lengnick-Hall & Moritz, 2003) and enable organizations to become smoother (Kumar, 2012). According to strategic focus approach, by its very nature HRM is strategic and have strategic linkages (Beer, Spector, Lawrence, Mills &Walton, 1984; Mathis& Jackson, 1985). Huselid and Berker (1997) noted that organizations whose HRM practices are viable have been able to improve their operational performance and yield outcomes that are aligned business strategy and subsequently better financial returns than those who did not. According to Delery and Doty (1996), configurational approach is focused on aligning HRM practices to strengthen horizontal fit, and then linking HRM practices to the business strategy to maximize vertical fit. HR practices should be strategically linked and aligned to business strategy to ensure the promotion of these objectives (Wright and McMahan, 1992). Schuler and Jackson (1987) postulate the types of the HRM practices needed to be aligned to organization strategy. HR practices entirely follow different patterns for different organization strategies. In the case of differentiation strategy used in this study, impetus is given for free thinking and generation of new ideas. Performance appraisal has a long-term focus and focuses on long-term results. Human resource management practices if designed correctly would be enhanced through differentiation strategy for sustainable competitive advantage (Bidgoli, 2011). Porter (1996) argued that HRMpractices have powerful effect on competitive advantage through differentiation strategy. HRM practices help the firm to differentiate itself through differentiation strategy that would lead to competitive advantage (Bloch, Pigneur, &Segev, 1996).

downloadDownload free PDFView PDFchevron_rightHuman Resource Management, Gaining a Competitive AdvantageLalita Singh

Review of Professional Management- A Journal of New Delhi Institute of Management, 2007

downloadDownload free PDFView PDFchevron_rightCoursework << The strategic role of HR department and its contribution to the organizational performance and development >>Maria Vytinidou

Maria Vytinidou, 2021

downloadDownload free PDFView PDFchevron_rightStrategic human resource managementMariedel Barrio

1999

If a global company is to function successfully, strategies at different levels need to inter-relate. 1

downloadDownload free PDFView PDFchevron_right3rd Definition of Strategic Human Resource Management: HR Systems ApproachGürhan Uysal

6th ASOS Congress International Social, Human and Administrative Sciences, 2019

In this study, SHRM is related with HR systems. Further, This study relates strategic HR with finance theory, with ROI. ROI makes HRM have impact on financial performance. HRM may affect firm performance through HR investments. Return on Investment (ROI) of HR might be organizational behaviours (OBs). Many studies prove that HRM results with OBs. HRM means investing people. Thus, ROI of HR might be organizational behaviours. Application of HR develops positive organizational behaviours on employees, such as citizenship behaviours, commitment, satisfaction, organizational justice, etc. OBs affect firm performance via human capital’s attitude and behaviours. Human capital is related with job performance, and including knowledge, skills and experience of employees. Human capitals work for critical positions in organizations. SHRM is relation between HRM and firm objectives. HRM is interested with employee performance. When it is involved with firm objectives, it is defined as SHRM. HRM is related with organizational performance, while Wright and McMahan (1992) related with firm performance. Consequently, HRM may affect organizational performance via OBs. Because practicing HRM in organization results in developing various OBs, such as organizational commitment, justice, citizenship behaviours, engagement, etc. Therefore, 3rd definition of SHRM includes HR system and ROI. For example, Huselid (1995) explores impact of ROI on financial performance of firm. Thus, ROI might be considered as a factor affecting firm’s financial performance. According to Tüzüner (2018), ROI concept may be applied for financial and nonfinacial results. Employment relations, for example, are nonfinancial indicators. How does HRM contribute to firm performance? Literature studies discusses that argument. HRM may contribute to firm performance via OBs. Because OBs increase job performance. and job performance and OBs have impact on firm performance. Outcomes of HRM are organizational behaviours. OBs develop effective job performance. Therefore measurement issue of HRM is associated with OBs and job performance.

downloadDownload free PDFView PDFchevron_rightStrategic Human Resource Management: An OverviewEmma Vu

International Journal of Management Studies, 2018

Human Resource is considered as the most important asset of the organisation. Strategic Human Resource Management represents a new renovation in the field of Human Resource Management. Strategic Human Resource Management links the organisations goals and objectives to its employee's objective. Strategic Management offers several financial and non-financial benefits to the company. The role of Human Resource Management is significant in the strategic management process, particularly in formulating and implementing strategies. The purpose of this study is to familiarise the concept and factors that influence Strategic Human Resource Management. The study is descriptive in nature and based upon the secondary data obtained from journals, magazines and periodicals.

downloadDownload free PDFView PDFchevron_rightEssentials of strategic managementSaston Kanthonga

2003

downloadDownload free PDFView PDFchevron_rightStrategic Human Resource Management – Link to Organisational Performance Introducing the Topic: Vindicating Fundamentals of Strategic Human Resource ManagementPetra SaarinendownloadDownload free PDFView PDFchevron_rightStrategic Human Resource Management (BUS8x14mandeep kaurdownloadDownload free PDFView PDFchevron_rightkeyboard_arrow_downView more papers

• Explore
• Papers
• Topics

• Features
• Mentions
• Analytics
• PDF Packages
• Advanced Search
• Search Alerts

• Journals
• Academia.edu Journals
• My submissions
• Reviewer Hub
• Why publish with us
• Testimonials

• Company
• About
• Careers
• Press
• Help Center
• Terms
• Privacy
• Copyright
• Content Policy

580 California St., Suite 400San Francisco, CA, 94104© 2025 Academia. All rights reserved