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INTRODUCTION
There is an emerging belief in the modern business world that
Human Resources are the source of competitive advantage for the modern day business than access to capital or use of hi-tech. Therefore attention needs to be paid about the nature of Human Resources and its management as it will impact on Human behavior and performance and will consequently affect on the overall performance of the organization. The quality of HRM is a critical influence on the performance of the firm. Therefore HR is strategic to business success.
cooperation both explicit and covert, toward the management of its employees, expressed through philosophies, policies and practices. Only few companies around the world have complete HR strategy documents. HR Strategy of an organization need not be written on a piece of paper or need not be explicit. Mintzberg argues that strategy is formed rather than formulated and that any intended strategy is changed by events, opportunities, the actions of employees and so on - so that the realized strategy is different from the initial vision.
The nature, desirability and feasibility of the link between Business Strategy and HR Strategy is a consistent theme which runs through strategy literature. The relationship between Business and HR Strategy is played out in different organizations. (A) Separation Model: There is no relationship at all. Organizational and HR Strategy exist in an explicit form in the organization. This was typical in most organizations about two decades ago. Now it exists only in smaller organizations.
Indicates the growing recognition of the importance of people in the achievement of organizational strategy. Employees are observed important in the implementation of the declared organizational strategy. HR Strategy is designed to ensure a close fit with the Organizational Strategy. Organizations cascade their business objectives down from the Senior Management team through functions, departments, teams and so on. Then the HR function will respond to organizational strategy by defining a strategy which meets organizational demands.
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organizational and human resource strategy development is dependent on a range of factors, the most often quoted being whether the most senior HR person is a member of the BOD. HR Director plays a key role as promoting the connection between organizational strategy, culture and people strategy. There is evidence to suggest hat over the past 20 years HR board membership has increased and around 3/5 of larger organizations have an HR Director. HR Director being in the board is an advantage for the function as well as for the organization as it improves HRs understanding of the business context in which HR strategies need to be developed and implemented. HUMAN RESOURCE MANAGEMENT BY DBA504PRABHASHINI WIJEWANTHA 13
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financial language: describe the rational for HR activities I terms of added value; act as a Business manager first and an HR Manager second; appoint line managers to the HR function, concentrate on priorities as defined by the business, understand the business they work in and offer well developed change management skills that can be used immediately. As Senior Managers and Board Members appear to have limited knowledge of research linking people management and performance, there is opportunity for enthusiastic HR Managers/ Directors to feed new ideas to CEOs. HR function needs to prepare itself by thinking strategically, identifying a functional mission and strategy involving line management in the development and implementation of HR strategy. DBA504- HUMAN RESOURCE MANAGEMENT BY 15
PRABHASHINI WIJEWANTHA
ACTIVITIES
Read the Window on Practice on pg 31 of the Recommended
Text Book. - Which of the approaches to HR strategy most closely fits to your organization? - What are the advantages and disadvantages of the approach used? Read the Window on Practice on pg 33-34 of the Recommended Text Book.
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