A classroom discussion
Number Game !
145
4300
4000
16000-20000
20000-25000
22
The Great Pyramid of Giza
A closer one
Wonders !
Inventions
Innovations
Practice
Success (or failure)
OUR primitive learning !
Power of TEAM
 Wisdom of Goose !
Performance is the CORE
People
Structure
Technology
Performance
What is strategic ?
 Seeing in the big picture and aligning all
the elements of system to generate
synergetic efforts for the achievement of
long term goal of the organization
 Strategic in terms of:
 Time
 Efforts
 Resources
 Value addition
Driving Forces for being strategic
 Increasing Domain
Complexity
 Accelerating Market
Volatility
 Intensified Speed of
Responsiveness
 Diminishing Individual
Experiences
People and Technology
 E-governance example
“Maybe pushing on that wall to the right will give some space.”
16
“Oops!”
17
Shared Vision
 A Chief Finance Officer
(CFO) asks CEO:
“What happens if we
invest in our people and
then they leave us?”
CEO: What happens if
we don’t, and they
stay?”
Strategic HRM
 the use of planning;
 A coherent approach to the design and
management of personnel systems based on an
employment policy and workforce strategy and
often underpinned by a ‘philosophy’;
 Matching HRM activities and policies to some
explicit business strategy;
 Seeing the people of the organization as a
‘strategic resource’ for the achievement of
‘competitive advantage’.
Strategic Fit: Vertical Integration
Organizational
Strategy
HR
Strategy
Strategic Fit: Horizontal Integration
HR Strategy
HR
Functions
and
activities
HRM: Resource based view
 People management systems
construct
 These systems create value to extent
that they impact stock, flow, & change of
intellectual capital/knowledge
 Basis of core competencies
HRM: Resource based view
 “Skill” concept expanded to consider stock of
intellectual capital
 “Behavior” concept reconceptualized as flow of
knowledge within organization through its
creation, transfer, & integration
 Core competence arises from combination of
organization’s stock of knowledge & flow of
knowledge through creation, transfer, &
integration in a way that is valuable, rare,
inimitable, & organized
HRM: Resource based view
 Dynamic capability construct illustrates
interdependent interplay between
workforce & core competence as it
changes over time
Five Ps of SHRM
 Philosophy
 Statements of how organization values & treats
employees; essentially culture of the organization
 Policies
 Expressions of shared values & guidelines for action
on employee-related business issues
 Programs
 Coordinated & strategized approaches to initiate,
disseminate, & sustain strategic organizational change
efforts necessitated by strategic business needs
Five Ps of SHRM
 Practices
 HR practices motivate behaviors that allow
individuals to assume roles consistent with
organization’s strategic objectives
 Three categories of roles:



Leadership
Managerial
Operational
Five Ps of SHRM
 Processes
 Continuum of participation by all
employees in specific activities to
facilitate formulation & implementation of
other activities
Harvard Model (Beer et.al. 1984)
Linear model of SHRM
Matching model of SHRM
(Devanna et.al.1984)
High performance management
 Careful and extensive systems for recruitment, selection






and training; formal systems for sharing information with
the individuals who work in the organization;
Clear job design;
High-level participation processes;
Monitoring of attitudes;
Performance appraisals;
Properly functioning grievance procedures;
Promotion and compensation schemes that provide for the
recognition and financial rewarding of the high-performing
Members of the workforce.
US Department of Labor (1993)
High commitment management
 A form of management which is aimed at
eliciting a commitment so that behavior is
primarily self-regulated rather than
controlled by sanctions and pressures
external to the individual, and relations
within the organization are based on high
levels of trust.
High involvement management
 Treating employees as partners in the enterprise
whose interests are respected and who have a
voice on matters that concern them.
 The aim is to create a climate in which a
continuing dialogue between managers and the
members of their teams takes place in order to
define expectations and share information on the
organization’s mission, values and objectives.
Cultural integration is crucial
SHRM and Performance
Learning Reflection/Feedback
brsigdel@nasc.org.np