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PERENCANAAN & PENGEMBANGAN SDM

Universitas Andalas PadangFakultas Kedokteran Program Study PsikologiMaret 2011

PERTEMUAN KE-2OVERVIEW STRATEGIC HRM

THEORETICAL PERSPECTIVES


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The Activities of Human Resource Management


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What is Strategic Human Resource Management?

Human resource management

Involves attracting, developing and maintaining a

talented and energetic workforce to support the

organizations mission, objectives and strategies.

Is a strategic process.


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Strategic human resource management

Applies the HRM process to ensure the effective

accomplishment of organizational mission and

strategies.


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Human Resource Planning

The process of analyzing staffing needs and

planning how to satisfy these needs in a way that

best serves organizational mission, objectives andstrategies.


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Steps in the HR planning process

1. Review organizational mission, objectives & strategies.

2. Review HR objectives and strategies.

3. Assess current human resources.

4. Forecast HR needs.

5. Develop and implement HR plans.


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Human resource management process

1. How do organizations attract a quality workforce?

Human resource planning, recruitment and selection

2. How do organizations develop a quality workforce?

Employee orientation, training and development, and

career planning and development

3. How do organizations maintain a quality workforce?

Management of employee retention and turnover,

performance appraisal, and compensation and

benefits.


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Organizational Strategy Human Resource

Sustainable Competitive Advantage

An asset is anything the firm owns or controls.

Loosely, Asset is to Accounting as Resource is to

Management. Types of assets:

Physical: plant equipment, location, access to rawmaterials

Human: training, experience, judgment, decision-makingskills, intelligence, relationships, knowledge

Organizational: Culture, formal reporting structures,control systems, coordinating systems, informal

relationships


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Organizational Strategy Human ResourceSustainable Competitive Advantage

A capability is usually considered a bundle of assets or resources toperform a business process (which is composed of individual activities)

E.g. The product development process involves conceptualization,product design, pilot testing, new product launch in production,

process debugging, etc.

All firms have capabilities. However, a firm will usually focus on certain

capabilities consistent with its strategy.

For example, a firm pursuing a differentiation strategy would focuson new product development. A firm focusing on a low cost strategywould focus on improving manufacturing process efficiency.

The firms most important capabilities are called competencies.


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Sustainable Competitive Advantage

A competency is an internal capability that a companyperforms better than other internal capabilities.

A core competency is a well-performed internalcapability that is central, not peripheral, to a companysstrategy, competitiveness, and profitability.

A distinctive competence is a competitively valuable

capability that a company performs better than its rivals.


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HR as a Core & Distinctive Competency

a unique capability in the organization that creates high

value and that differentiates the organization from its

competitors. There has been growing recognition that human

resources contribute to sustaining a competitive

advantage for organizations.


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Resource-Based Organizational Strategies

The Resource-Based View (RBV) is a strategic management

tool used to determine the strategic resources available to an

organization.

The fundamental principle of the RBV is that the basis for a

competitive advantage of an organization lies primarily in the

application of the bundle of valuable resources at the

organization's disposal.


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Resource-Based Organizational StrategiesThere are four factors that are important to organizationalstrategic accomplishments.

ValuableA resource must enable an organization to employ

a value-creating strategy, by either outperforming itscompetitors or reduce its own weaknesses.

RareTo be of value, a resource must be rare by definition.

In-imitableIf a valuable resource is controlled by only oneorganization it could be a source of a competitive advantage.

Non-substitutableEven if a resource is rare, potentiallyvalue-creating and imperfectly imitable, an equally important

aspect is lack of substitutability.


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