Dessler_HRM12e_Ch2-The Manager's Role in Strategic HRM

8/21/2019 Dessler_HRM12e_Ch2-The Manager's Role in Strategic HRM

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Chepter-2

The Managers Role

in Strategic Human

Resource Management


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1. Explain why strategic planning is important to all

managers.

2. Outline the basic steps in the management planning

process.

3. List the main contents of a typical business plan.

4. Answer the question, What should a manager do to set

smart motivational goals?

5. Explain with examples each of the seven steps in the

strategic planning process.

6. List with examples the main generic types of corporate

strategies and competitive strategies.

LEARNING OUTCOMES


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7. Define strategic human resource management and give

an example of strategic human resource managementin practice.

8. Briefly describe three important strategic human

resource management tools.

9. Explain with examples why metrics are essential foridentifying and creating high-performance human

resource policies and practices.

LEARNING OUTCOMES (contd)


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Why Strategic Planning Is ImportantTo All Managers

The firms strategic plan guides much of what is done by

all to accomplish organizational goals.

Decisions made by managers depend on the goals set

at each organizational level in support of higher level

goals.


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Fundamentals of Management Planning

1

2

3

4

5

The Planning Process

Make forecasts and check assumptions.

Set an objective.

Determine/develop alternative courses of action.

Evaluate the alternatives.

Implement and evaluate your plan.


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Specific

Measureable

Attainable

Relevant

Timely

How Managers Set Objectives:SMART Goals

S

M

A

R

T


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How to Set Motivational Goals

Assign

specific

goals

Assign

measurable

goals

Assign

challenging but

doable goals

Motivational Goal Setting

Encourage

employee

participation


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Using Management by Objectives (MBO)

1

2

3

4

5

The MBO Process

Set departmental (supporting) goals.

Set overall organizational goals.

Discuss departmental goals with subordinates.

Set individual goals and timetables.

Give feedback on progress toward goal.


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The Strategic Management Process

Strategy

A course of action the organization intends to pursue to achieveits strategic aims.

Strategic Plan

How an organization intends to match its internal strengths and

weaknesses with its external opportunities and threats tomaintain a competitive advantage over the long term.

Strategic Management

The process of identifying and executing the organizations

mission by matching its capabilities with the demands of its

environment.

Leveraging

Capitalizing on a firms unique competitive strength while

underplaying its weaknesses.


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Business Vision and Mission

Vision

A general statement of an organizations intended direction thatevokes emotional feelings in organization members.

Mission

Spells out who the firm is, what it does, and where its headed.


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Types of Corporate Strategies

Concentration

Vertical

integration

Diversification

Corporate Strategy Possibilities

Consolidation

Geographic

expansion


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Types of Competitive Strategies

Cost leadership Differentiation

Business-Level

Competitive Strategies

Focus/Niche


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Departmental ManagersStrategic Planning Roles

Help devise

the strategicplan

Formulate

supporting,

functional/departmental

strategies

Department Managers

and Strategy Planning

Execute

the strategicplans


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Strategic Human Resource Management

Strategic Human Resource Management

The linking of HRM with strategic goals and objectives in order

to improve business performance and develop organizational

cultures that foster innovation and flexibility.

Involves formulating and executing HR systemsHR policies

and activitiesthat produce the employee competencies and

behaviors that the company needs to achieve its strategic aims.


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Strategic HRM Tools

Strategy map HR scorecard

Strategic HRM Tools

Digital dashboard


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Creating an HR Scorecard

1

2

3

4

5

Outline value chain activities

Define the business strategy

Outline a strategy map

Identify strategically required

outcomes

Identify required workforce

competencies and behaviors

6

7

8

9

10

Create HR Scorecard

Identify required HR policies

and activities

Choose HR Scorecard

measures

Summarize Scorecard

measures on digital dashboard

Monitor, predict, evaluate

The 10-Step HR Scorecard Process


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Building A High-Performance Work System

High-Performance Work System (HPWS)

A set of human resource management policies and practices

that promote organizational effectiveness.

High-Performance Human Resource Policies

and Practices

Emphasize the use of relevant HR metrics.

Set out the things that HR systems must do to become an

HPWS.

Foster practices that encourage employee self-management.

Practice benchmarking to set goals and measure the notable

performance differences required of an HPWS.

Dessler_HRM12e_Ch2-The Manager's Role in Strategic HRM

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