HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 3
The Manager’s Role
in Strategic Human
Resource
Management

Part 1 Introduction

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
WHERE WE ARE NOW…

Copyright © 2011 Pearson Education 3–2

LEARNING OUTCOMES
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.

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LEARNING OUTCOMES (cont’d)
7. Define strategic human resource management and give
an example of strategic human resource management
in practice.
8. Briefly describe three important strategic human
resource management tools.
9. Explain with examples why metrics are essential for
identifying and creating high-performance human
resource policies and practices.

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Why Strategic Planning Is Important
To All Managers
• The firm’s 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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 FIGURE 3–1 Sample Hierarchy of Goals Diagram for a Company

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Fundamentals of Management Planning

The Planning Process

1 Set an objective.

2 Make forecasts and check assumptions.

3 Determine/develop alternative courses of action.

4 Evaluate the alternatives.

5 Implement and evaluate your plan.

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 FIGURE 3–2 Business Plan Table of Contents

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 FIGURE 3–3 Acme Consulting Profit and Loss

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How Managers Set Objectives:
SMART Goals

S Specific

M Measureable

A Attainable

R Relevant

T Timely

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How to Set Motivational Goals

Motivational Goal Setting

Assign Assign Assign Encourage

specific measurable challenging but employee
goals goals doable goals participation

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Using Management by Objectives (MBO)

The MBO Process

1 Set overall organizational goals.

2 Set departmental (supporting) goals.

3 Discuss departmental goals with subordinates.

4 Set individual goals and timetables.

5 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 achieve
its strategic aims.
• Strategic Plan
 How an organization intends to match its internal strengths and
weaknesses with its external opportunities and threats to
maintain a competitive advantage over the long term.
• Strategic Management
 The process of identifying and executing the organization’s
mission by matching its capabilities with the demands of its
environment.
• Leveraging
 Capitalizing on a firm’s unique competitive strength while
underplaying its weaknesses.

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Business Vision and Mission
• Vision
 A general statement of an organization’s intended direction that
evokes emotional feelings in organization members.
• Mission
 Spells out who the firm is, what it does, and where it’s headed.

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 FIGURE 3–4 Management Objectives Grid

Company-Wide or Departmental Objective:

Double sales revenue to $16 million in fiscal year 2011

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 FIGURE 3–5 The Strategic Management Process

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 FIGURE 3–6 Worksheet for Environmental Scanning

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 FIGURE 3–7 SWOT Matrix, with Generic Examples

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 FIGURE 3–8 Type of Strategy at Each Company Level

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Types of Corporate Strategies

Corporate Strategy Possibilities

Concentration Diversification Consolidation

Vertical Geographic
integration expansion

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Types of Competitive Strategies

Business-Level
Competitive Strategies

Cost leadership Differentiation Focus/Niche

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Achieving Strategic Fit
• The “Fit” Point of View (Porter)
 All of the firm’s activities must be tailored to or fit the chosen
strategy such that the firm’s functional strategies support its
corporate and competitive strategies.
• Leveraging (Hamel and Prahalad)
 “Stretch” in leveraging resources—supplementing what you
have and doing more with what you have—can be more
important than just fitting the strategic plan to current resources.

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 FIGURE 3–9 Southwest Airlines’ Activity System

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Departmental Managers’
Strategic Planning Roles

Department Managers
and Strategy Planning

Formulate
Help devise supporting, Execute
the strategic functional/ the strategic
plan departmental plans
strategies

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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 systems—HR policies
and activities—that produce the employee competencies and
behaviors that the company needs to achieve its strategic aims.

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 FIGURE 3–10 Linking Company-Wide and HR Strategies

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 FIGURE 3–11 Basic Model of How to Align HR Strategy
and Actions with Business Strategy

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Strategic HRM Tools

Strategic HRM Tools

Strategy map HR scorecard Digital dashboard

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 FIGURE 3–13 Strategy Map for Southwest Airlines

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 FIGURE 3–14 The Basic HR Scorecard Relationships

HR activities

Emergent employee
behaviors

Strategically relevant
organizational outcomes

Organizational
performance

Achieve strategic goals

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Creating an HR Scorecard

The 10-Step HR Scorecard Process

1 Define the business strategy 6 Identify required HR policies and activities

2 Outline value chain activities 7 Create HR Scorecard

3 Outline a strategy map 8 Choose HR Scorecard measures

Summarize Scorecard measures on digital

4 Identify strategically required outcomes 9 dashboard

Identify required workforce competencies and

5 behaviors
10 Monitor, predict, evaluate

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 FIGURE 3–15 Three Important Strategic HR Tools

Strategy Map HR Scorecard Digital Dashboard

A graphical tool that A process for managing An information

summarizes the chain of employee performance technology tool that
activities that contribute and for aligning all presents the manager
to a company's success, employees with key with desktop graphs and
and so shows employees objectives, by assigning charts, so he or she gets a
the "big picture" of how financial and picture of where the
their performance nonfinancial goals, company has been and
contributes to achieving monitoring and where it's going, in terms
the company's overall assessing performance, of each activity in the
strategic goals. and quickly taking strategy map.
corrective action.

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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.

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 TABLE 3–1 Comparison of Selected Human Resource Practices in
High-Performance and Low-Performance Companies

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KEY TERMS

business plan offshoring

management by objectives (MBO) strategic human resource
strategic plan management
strategy strategy map
strategic management HR Scorecard
vision statement digital dashboard
mission statement high-performance work system
corporate-level strategy human resource metric
competitive strategy value chain
competitive advantage HR audit
functional strategies

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 FIGURE 3–16 Simple Value Chain for “The Hotel Paris”

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 FIGURE 3A-1 Simple Value Chain for “The Hotel Paris”

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 FIGURE 3A-2 Revenue per FTE (by Industry)

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 FIGURE 3A-3 2007 Target Bonus Percentage for Executives
(Percent of Total Compensation, by Organizational Size)

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 FIGURE 3A-4 Sample Metrics from SHRM Measurements Library

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 FIGURE 3A-5 Highlights of SHRM® Customized Benchmarking Service

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 FIGURE 3A-6 Customized Human Capital Benchmarking Report
for [Your Organization’s Name Here]

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 FIGURE 3A-7 Customized Human Capital Benchmarking Report
for [Your Organization’s Name Here]

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 TABLE 3–2 Examples of HR System Activities the Hotel Paris Can
Measure as Related to Each Chapter in This Book

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