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SHRM - An Introduction

This document discusses strategic human resource management (SHRM). It defines SHRM as systematically linking people with the organization through interlinking HR practices in a proactive approach that considers employees as valuable assets. The document outlines how SHRM can create an "employee value chain" that leads to organizational, financial, and market outcomes. It then charts the evolution of HR from clerical operations to a strategic business partner. Finally, it discusses how HR can provide a competitive advantage through factors like skills, coordinating systems, practices, and creating an HR capital pool that is scarce, inimitable, and non-substitutable.

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116 views6 pages

SHRM - An Introduction

This document discusses strategic human resource management (SHRM). It defines SHRM as systematically linking people with the organization through interlinking HR practices in a proactive approach that considers employees as valuable assets. The document outlines how SHRM can create an "employee value chain" that leads to organizational, financial, and market outcomes. It then charts the evolution of HR from clerical operations to a strategic business partner. Finally, it discusses how HR can provide a competitive advantage through factors like skills, coordinating systems, practices, and creating an HR capital pool that is scarce, inimitable, and non-substitutable.

Uploaded by

Aditya
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Strategy – Strategic Management

– Plan which integrates an organisations goals, policies,


actions in a cohesive whole- Quinn 1988
– Senior management activity directed towards goals –
Miller (1991)
– "Strategy is the direction and scope of an
organisation over the long-term: which achieves
advantage for the organisation through its
configuration of resources within a challenging
environment, to meet the needs of markets and to
fulfill stakeholder expectations".
SHRM – An Introduction
• Jim Walker (1980) ‘Human Resource Planning’
• Suggested linking corporate strategy with HR Plans
• SHRM aims to :-
– Systematically link people with organization
– Interlink all HR practices
– Proactive Approach
– Consider employee as assets
• Assets with – technical knowledge
• Have learning potential
• Can take decisions
• Motivate, committed, teamwork
SHRM Creates Employee Value Chain
• Employee outcome
– Attitudes , behaviours, Performance
• Organisational Outcome
– Productivity, Quality
• Financial Outcome
– Expense Control
– Revenue, profitability
• Market Outcome
– Sales increase, stock Price enhancement
Evolution of SHRM

Time Period HR Stages Influences

Late 19th century Clerical Operations


Immigration to US

1900-1930 Paternalism, File maintenance system WWI, Economic depression


labour administration

Early 1900-1950, PA, PM, Unionisation, role WWII, growth of labour


IR Stage specialisation, staffing
training unions

1960 to 1970, PM & IR Legal and regulatory bodies


compensation, benefits and Government Legislations
appraisal
1970s to 1984, HRM & HRD Strategic business partner, LPG
cost containment, OD,
Team work
1984 onwards Strategic Player, IT, Communication, focus
downsizing, mergers,
on India and China .
acquisition, diversity
HR as Competitive advantage (CA)
• Caused by creating value to the consumer
• Porter – Competitive Advantage supported by:
procurement, development, technology, HRM and firms
infrastructure
• Ability of the organisation to differentiate from others
products and services ( Gunningale &Moore, 1994)
• RBV Model – CA created by firm’s resources
• The Ulrich model (1991) Strategic Focus

Strategic Partner
Change Agent

Systems People

Admin Expert Employee Champion

Operational Focus
HR as Competitive Advantage, Continued

• The factors influencing HR as competitive Advantage:


1. HR Skills as Inputs
2. Coordination of various Hr systems
3. Leading to output of performance and productivity
4. Hr Practices and HR Capital Pool
5. HR Scarcity, inimitability, and non substitutability

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