STRATEGIC HUMAN RESOURCE MANAGEMENT

MODULE III

Organizational HR Strategies

Strategy defined
the direction and scope of an organisation over the longer term ideally , which matches its resources to its changing environment, and in particular, to its markets, customers and clients to meet stakeholder expectations
-(Johnson and Scholes)

ORGANIZATIONAL HR STRATEGIES

Strategic HRM addresses organisation wide process issues, including organizational development, culture management, knowledge management, and developing a climate of high commitment and trust.

ORGANIZATIONAL DEVELOPMENT
These are concerned with the planning and implementation of programmes designed to enhance the effectiveness with which an organization functions. They may involve strategies for developing organizational structures, for improving organizational processes or for organizational transformation Organizational development strategies are concerned with process as well as structure or systems. They address how things are done as well as what is done.

Strategies for Organizational transformation

A change in what drives the organization A fundamental change in the relationship between or among organizational parts A major change in the ways of doing work A basic, cultural change in norms, values or research systems

STRATEGIES FOR CULTURE CHANGE

Organizational culture is defined as
The commonly held beliefs, attitudes and values that exist in an organization Strategies for managing the culture change centre on: 1. Changing the culture in specified ways- moving from a present state to a future desired state in order to improve organizational effectiveness. 2. Preserving or reinforcing the existing culture

Steps
1. Analysis of existing culture Questionnaire, surveys, discussions 2. Cultural change programmes - Performance, commitment, quality, team work 3. Culture support and reinforcement - Reactions to critical incidents, role modeling, rewards, recruitment, promotion

STRATEGIES FOR KNOWLEDGE MANAGEMENT

any process or practice of creating, acquiring, sharing and using knowledge , wherever it resides, to enhance learning and performance in organizations'

 Aim to capture an organizations collective expertise and distribute it to wherever it can achieve the biggest payoff This is in accordance with the resource based view of the firm which suggests that the source of competitive advantage lies within the firm, not in how it positions itself in the market.

The components of knowledge management strategy

It refers to methods of motivating people to share knowledge, and rewarding those who do so.
It concerned with organizational people management process which help to develop an open culture in which the values and norms emphasize the importance of sharing knowledge and facilitate it through networks.

The development of processes of organizational and individual learning- including the use of seminars and symposia to generate and assist in disseminating knowledge could also be part of the strategy.

ORGANISATIONAL HR STRATEGIES IN ACTION

Leadership Culture management Reward Developing a performance culture

Leadership
Apart from structured training for managers we are developing policies, procedures and processes in order to ensure that they recruit properly, can manage diversity and equality and take active steps to eliminate harassment of people.

Culture management
The management of culture was clearly important in installing the centrality of service quality within minds of both management and staff. Removal of blame culture has been essential in encouraging employees to apply their creativity in problem solving, together with development of a coaching rather than controlling role on part of managers

Reward

Developments to the reward system were often perceived as having the capacity to make a rapid and significant impact.

Developing a performance culture

Learning

Environment

Pay

Benefits

THE OVERALL CONTENT OF HR STRATEGY

It was evident from our research that there was no standard model of framework for HR strategies . Each organization tackled strategic HRM in its own way, although while the detail may vary, certain themes stand out, particularly those associated with culture change.