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代写加拿大assignment:Organizational strategy and HRM Man

浏览: 日期:2019-06-15

  ----------------------- Page 1-----------------------

  Organizational

  strategy and

  HRM

  Managing People

  09/09/2014

  Dieu Hack-Polay

  ----------------------- Page 2-----------------------

  Objectives

   Explain the concept of business strategy

   Examine various components of HRM

  strategy and strategic HRM

   Discuss the necessity of integration

  between HRM strategy and business

  strategy

  Dieu Hack-Polay

  ----------------------- Page 3-----------------------

  Brief outline of the evolution of

  HRM

   From Personnel to HRM

   HRM emerged from the criticisms by social

  reformers of the conditions of workers and

  their exploitation in the 19th century.

  Some key social reformers: Lord Shaftesbury;

  Robert Owen

  Dieu Hack-Polay

  ----------------------- Page 4-----------------------

  Brief outline of the evolution of

  HRM

   From personnel to HRM

   5 stages:

  A) Social justice: focus on improving working

  conditions and wages

  B)Humane bureaucracy: involvement with more

  organizational and management activities, e.g.

  T&D, Recruitment, organizing, etc.

  C)Negotiated consent: involved in bargaining

  activities

  Dieu Hack-Polay

  ----------------------- Page 5-----------------------

  Outline of the evolution of

  HRM

   From personnel to HRM

   5 stages (cont.):

  D) Organization: more involvement with

  career paths and workforce planning

  E) Human Resource Management: more

  involvement with business strategy; a

  resource-focused age

  Dieu Hack-Polay

  ----------------------- Page 6-----------------------

  Outline of the evolution of

  HRM

  Social Humane Negotiat

  Justice Bureaucra ed Organizat HRM

  Consent ion 1960s 1980s

  1880s cy 1920s

  1940s

  Dieu Hack-Polay

  ----------------------- Page 7-----------------------

  Personnel v HRM

  Personnel HRM

  Management

  Reactive Strategic

  Administrative Proactive

  Focus on Control Long term

  systems

  Integration with

  Welfare/psychologic management

  al -contract

  Commitment

  Dieu Hack-Polay

  Workforce-centred Resource-centred

  ----------------------- Page 8-----------------------

  HRM

   HR responds to 2 major environmental

  constraints:

  1. Labour market changes, e.g.

  Skills required (which could be in short supply)

  Aging population leading to late retirement

  Tight labour markets and Loose labour

  markets

  Dieu Hack-Polay

  ----------------------- Page 9-----------------------

  HRM

   HR responds to 2 major environmental

  constraints:

  2. Statutory regulations increasing since

  1970s, e.g.

   Equal pay

   Health & safety

   Unlawful discrimination

  Sexual orientation

   Etc.

  Dieu Hack-Polay

  ----------------------- Page 10-----------------------

  Perspectives on Strategic HRM

   HR Strategy defined:

  “Human resource strategy is a set of explicit

  and implicit intentions toward the

  management of employees, expressed

  through philosophies, policies and practices"

  (Taylor, 1995)

  Dieu Hack-Polay

  ----------------------- Page 11-----------------------

  Perspectives on Strategic HRM

  3 main perspectives

   Unitarist approach

   Contingency approach (also called Fit

  approach)

   Resource-based approach

  Dieu Hack-Polay

  ----------------------- Page 12-----------------------

  Perspectives on Strategic HRM

   3 main perspectives

  1. Unitarist approach

  Advocates “one best way” or one size

  fits all

  Is based on ideas of best practice,

  e.g. The High Commitment model can

  work anywhere

  Dieu Hack-Polay

  ----------------------- Page 13-----------------------

  Perspectives on Strategic HRM

  1. Unitarist approach (cont.)

   Pursues 4 principal goals:

   Strategic integration: HRM must be linked to

  business strategy and be consistent in its policies

   Commitment: develops loyalty among workers +

  achievement of higher performance

   Flexibility: HRM develops a flexible structure and

  functional flexibility (multi-skilling)

   Quality: High quality production with qualified+

  flexible workforce

  Dieu Hack-Polay

  ----------------------- Page 14-----------------------

  Perspectives on Strategic HRM

  3 main perspectives

  2. Contingency approach (Fit)

  Acknowledges need for integration in all

  aspects of HR’s work

  Dieu Hack-Polay

  ----------------------- Page 15-----------------------

  Perspectives on Strategic HRM

  • 2. Contingency approach (Fit)

   Identifies 2 levels of integration:

  Vertical integration (External fit)

  HR strategies must be aligned with business

  strategy and goals

   Horizontal integration (Internal fit)

  All HR activities must be integrated with each

  other

  Dieu Hack-Polay

  ----------------------- Page 16-----------------------

  Perspectives on Strategic HRM

  • 2. Contingency approach (Fit)

   Example of horizontal integration

  Selectio Apprais

  Reward

  n al

  Selection seeks skills and qualities required. Appraisal

  focuses on those sets. Reward is based on

  achievement .

  Dieu Hack-Polay

  ----------------------- Page 17-----------------------

  Perspectives on Strategic HRM

  3 main perspectives

  3. Resource-based approach

  Rejects the excessive focus on best

  practice

  Advocates relationships between internal

  resources (incl. people), strategy and

  performance

  Dieu Hack-Polay

  ----------------------- Page 18-----------------------

  Perspectives on Strategic HRM

  3. Resource-based approach (cont.)

  Poses 4 conditions for resources to bring

  competitive advantage:

  a) resources must be valuable

  b) resources must be rare

  c) resources must be inimitable 无法效仿的

  d) resources must be non-substituable

  (Wright et al., 1994)

  Dieu Hack-Polay

  ----------------------- Page 19-----------------------

  Perspectives on Strategic HRM

  • 3. Resource-based approach (cont.)

  Link between HR practices and competitive

  advantage

  HR Practices

  Human Sustained

  Human

  resource competitive

  capital pool

  behaviour advantage

  Dieu Hack-Polay

  ----------------------- Page 20-----------------------

  Linking Business strategy &

  HR strategy

   Well accepted is the need for linking

  Business strategy – HR strategy.

   But varying models are proposed

  相异的 提出

   5 main models prevalent in the literatures

  Dieu Hack-Polay

  ----------------------- Page 21-----------------------

  Linking Business strategy &

  HR strategy

   1. Separation Model

  Organizatio

  HR Strategy

  nal Strategy

  This model sees no links – the two should

  operate separately. Model receding.

  Dieu Hack-Polay

  ----------------------- Page 22-----------------------

  Linking Business strategy &

  HR strategy

   2. Fit Model

  Organization

  HR Strategy

  al Strategy

   Currently well advocated model among practitioners.

  HR strategy focuses on supplying workforce capable of

  implementing organizational strategy

  Dieu Hack-Polay

  ----------------------- Page 23-----------------------

  Linking Business strategy &

  HR strategy

  3. Dialogue Model

  Organizatio

  HR Strategy

  nal Strategy

  Two-way communication process in the

  process of strategy formulation

  Dieu Hack-Polay

  ----------------------- Page 24-----------------------

  Linking Business strategy &

  HR strategy

  4. Holistic Model

  Organization

  al HR Strategy

  Strategy

  There can be no strategy without human

  resources (Baird et al. 1983). Closer

  connection between org. and HR strategy

  Dieu Hack-Polay

  ----------------------- Page 25-----------------------

  Linking Business strategy &

  HR strategy

   5. HR-driven Model

  Organization

  HR Strategy

  al Strategy

   Extreme form of integration which places

  HR strategy at the forefront of strategic

  formulation in the organization. HR as

  driver (Butler, 1989)

  Dieu Hack-Polay

  ----------------------- Page 26-----------------------

  Summary

  The case for an integration between

  Business Strategy and HRM strategy is

  strong. Organizational that do better

  ensure that there is a close connection

  between HR practices and organizational

  performance.

 

  ----------------------- Page 27-----------------------

  Tutorial Task

  Activity: XEL COMMUNICATIONS, Inc. (A)

  This is case 7 in module II

   Read the case before next tutorial to

  prepare for discuss and feedback to

  whole class. 1 or 2 groups to lead.

  Dieu Hack-Polay

• Marking guidance

 • Students should elicit vital theoretical aspects of the topic.
 • A very good answer would not only describe but also critique
    different perspectives and contrast them.

The assignment requires
you to write an essay

• Marking guidance            (cont.)

  • Students should also highlight alternatives where
     necessary and substantiate their argument with
     examples.

The assignment requires
you to write an Essay

• Marking guidance           (cont.)

As a guide:
  • The introduction should be about 10-15% of the word count
  • The main argument should be about 70 to 80% of the word
    count and
  • The conclusion should be about 10-15% of the word count
    contents and

• Marking guidance            (cont.)

  • References are not included in the word count.

  • They should appear in the Harvard Referencing format as
     provided in the Module Guide

• Marking guidance            (cont.)

  • In grading your essay 15 per cent of the marks will be for a
     good introduction which sets out the context well and
    provides a good view of the structure of the essay.

  • A further 15 per cent of the marks will allocated to the
     conclusion. A good conclusion will summarise the main
     argument and open perspectives.

The assignment requires
you to write an Essay

----------------------- Page 7-----------------------

• Marking guidance          (cont.)

 • 80 per cent of the marks will be allocated to the main contents (the
    body of the essay). Here you are assessed on your use of concepts
    (conceptual accuracy), critical view (e.g. contrasting perspectives)
    and references to the literature (you must make reference to between
    6 and 12 pieces of literature).

The assignment requires
you to write an Essay

----------------------- Page 8-----------------------

• Marking guidance          (cont.)

 • 80 per cent of the marks will be allocated to the main contents (the
    body of the essay). Here you are assessed on your use of concepts
    (conceptual accuracy), critical view (e.g. contrasting perspectives)
    and references to the literature (you must make reference to between
    6 and 12 pieces of literature).

• Format:
  • Type using Time New Roman, letter size 12. Single or
     double-sided A4 are accepted)

• Deadline: Week 12 (Thurs.)

• Submission: A hard copy to be submitted to IBSS
assignment box


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