HUMAN RESOURCEHUMAN RESOURCE

Does HR link with the Does HR link with the strategic objectives of strategic objectives of

the organisation in the organisation in order to improve order to improve

performance?performance?

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003 Theory and Practice, Palgrave, 2003 http://www.palgrave.com/business/brattonandgold/

Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006

Chapter 2 Chapter 2

Strategic Human ResourceStrategic Human Resource

Strategic Approach Strategic Approach to Human Resourceto Human Resource

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A link is created A link is created with the strategic with the strategic objectives of the objectives of the organisation, that organisation, that influence and are influence and are influenced by HRinfluenced by HR

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

ObjectivesObjectives

ResourcesResources Context Context

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Strategy developmentStrategy development

______________________

1.1. Mission and goals Mission and goals settingsetting

2.2. Context analysisContext analysis

3.3. Strategic Strategic formulationformulation

4.4. Strategy Strategy implementationimplementation

5.5. AuditAudit

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Hierarchy of strategyHierarchy of strategy________________________

CorporateCorporateInvestment, synergy,overall Investment, synergy,overall performance, diversificationperformance, diversification

BusinessBusinessCompetitive advantage and Competitive advantage and

scopescope

FunctionalFunctionalHRM policies, programmes, HRM policies, programmes,

practices, and processespractices, and processes

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

Strategic Human Strategic Human Resource:Resource:

Reactive vs ProactiveReactive vs Proactive

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Matching philosophy, Matching philosophy, policies, programmes, policies, programmes,

practices, and practices, and processesprocesses

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StrategyStrategy

Change Change LearningLearning

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Is continuous Is continuous learning important learning important or unimportant for or unimportant for

organisations?organisations?

What are the major What are the major obstacles to adult obstacles to adult

learning?learning?

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

An integrative model An integrative model for HR strategiesfor HR strategies

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Dominant HR Dominant HR strategies:strategies:

1.1. Commitment basedCommitment based

2.2. CollaborativeCollaborative

3.3. PaternalisticPaternalistic

4.4. TraditionalTraditional

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

Internal ….Internal ….Acquisition of employeesAcquisition of employees …..External …..External

ProcessProcess

OutcomesOutcomes

Locus Locus of of work-work-place place controlcontrol

CommitmentCommitment

Internal Internal developmentdevelopment

CollaborativeCollaborative

Sub-Sub-contracting contracting work outsidework outside

TraditionalTraditional

External External recruitmentrecruitment

PaternalisticPaternalistic

Internal Internal promotionpromotion

Comparative HRComparative HR

Field of inquiry Field of inquiry concerned with the concerned with the

issue of how well an issue of how well an HR strategy that was HR strategy that was

effective in one country effective in one country or company or culture or company or culture can be trans-planted to can be trans-planted to

another work site.another work site.

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

Example of strategiesExample of strategiesAir NationalAir National______________________

CorporateCorporateDifferentiation competitive strategyDifferentiation competitive strategyCorporate values recognizing the Corporate values recognizing the

contribution of AirNational employeescontribution of AirNational employeesEffective voice for human resources at Effective voice for human resources at

the strategy tablethe strategy table

Human Resource PolicyHuman Resource PolicyPriority given to security of employmentPriority given to security of employment

Investment in workplace learningInvestment in workplace learningCompetitive and equitable pay policesCompetitive and equitable pay polices

Workplace LevelWorkplace LevelBroad task design and self-managed Broad task design and self-managed

teamsteamsEmphasis on employee empowerment Emphasis on employee empowerment

and self-accountabilityand self-accountabilityClimate of cooperation, commitment and Climate of cooperation, commitment and

trust.trust.

Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003

AssignmentAssignment

______________________

www.alitalia.com

www.nike.com

www.hp.com

____________________

Evaluate HR strategiesEvaluate HR strategies

as as

described on websites.described on websites.

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Searching the webSearching the web

______________________

www.shrm.org

www.aidp.it

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