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Strategic Human Resource Management and The HR Scorecard: Gary Dessler

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136 views14 pages

Strategic Human Resource Management and The HR Scorecard: Gary Dessler

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MuhammadAxadKhataabGujjar
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Gary Dessler

tenth edition

Chapter 3 Part 1 Introduction

Strategic Human Resource


Management and the HR Scorecard
© 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
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.
– Formulating and executing HR systems—HR
policies and activities—that produce the employee
competencies and behaviors the company needs
to achieve its strategic aims.

© 2005 Prentice Hall Inc. All rights reserved. 3–2


Types of Strategic Planning
 Corporate-level strategy
– Identifies the portfolio of businesses that, in total,
comprise the company and the ways in which
these businesses relate to each other.
• Diversification strategy implies that the firm will expand
by adding new product lines.
• Vertical integration strategy means the firm expands
by, perhaps, producing its own raw materials, or selling
its products direct.
• Consolidation strategy reduces the company’s size
• Geographic expansion strategy takes the company
abroad.

© 2005 Prentice Hall Inc. All rights reserved. 3–3


Types of Strategic Planning (cont’d)
 Business-level/competitive strategy
– Identifies how to build and strengthen the
business’s long-term competitive position in the
marketplace.
• Cost leadership: the enterprise aims to become the
low-cost leader in an industry.
• Differentiation: a firm seeks to be unique in its industry
along dimensions that are widely valued by buyers.
• Focus: a firm seeks to carve out a market niche, and
compete by providing a product or service customers
can get in no other way.

© 2005 Prentice Hall Inc. All rights reserved. 3–4


Types of Strategic Planning (cont’d)
 Functional strategies
– Identify the basic courses of action that each
department will pursue in order to help the
business attain its competitive goals.

© 2005 Prentice Hall Inc. All rights reserved. 3–5


Relationships Among Strategies
in Multiple- Business Firms

Figure 3–4
© 2005 Prentice Hall Inc. All rights reserved. 3–6
HR and Competitive Advantage
 Competitive advantage
– Any factors that allow an organization to
differentiate its product or service from those of
its competitors to increase market share.
– Superior human resources are an important
source of competitive advantage

© 2005 Prentice Hall Inc. All rights reserved. 3–7


Linking Corporate and HR Strategies

Source: © 2003, Gary Dessler, Ph.D.


Figure 3–6
© 2005 Prentice Hall Inc. All rights reserved. 3–8
What is HR Scorecard?
 A scorecard is a methodology to look at how
an organization is performing by measuring
the performance. How an organization
performs is based on the mission and vision
created into a road map

© 2005 Prentice Hall Inc. All rights reserved. 3–9


Translating
Strategy into
HR Policy
and Practice

Basic Model of
How to Align
HR Strategy
and Actions
with Business
Strategy

Source: Adapted from Garrett Walker and J. Randal MacDonald,


“Designing and Implementing an HR Scorecard,” Human
Resources Management 40, no. 4 (2001), p. 370.
Figure 3–9
© 2005 Prentice Hall Inc. All rights reserved. 3–10
Strategic HR Relationships

Strategically
Emergent Achieve
HR Relevant Organizational
Employee Strategic
Activities Organizational Performance
Behaviors Goals
Outcomes

Figure 3–10
© 2005 Prentice Hall Inc. All rights reserved. 3–11
The HR Scorecard Approach
 HR scorecard
– Measures the HR function’s effectiveness and
efficiency in producing employee behaviors
needed to achieve the company’s strategic goals.
 Creating an HR scorecard
– Must know what the company’s strategy is.
– Must understand the causal links between HR
activities, employee behaviors, organizational
outcomes, and the organization’s performance.
– Must have metrics to measure all the activities and
results involved.

© 2005 Prentice Hall Inc. All rights reserved. 3–12


The HR
Scorecard
Approach
to
Formulating
HR Policies,
Activities,
and
Strategies

Figure 3–11
Source: Copyright © Gary Dessler, Ph.D.
© 2005 Prentice Hall Inc. All rights reserved. 3–13
Using the HR Scorecard Approach
 Step 1: Define the Business Strategy
 Step 2: Outline the Company’s Value Chain
 Step 3: Identify the Strategically Required
Organizational Outcomes
 Step 4: Identify the Required Workforce
Competencies and Behaviors
 Step 5: Identify the Strategically Relevant HR
System Policies and Activities
 Step 6: Design the HR Scorecard Measurement
System
 Step 7: Periodically Evaluate the Measurement
System
© 2005 Prentice Hall Inc. All rights reserved. 3–14

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