Strategic human resource management : formulating and implementing HR strategies for a competitive advantage / Ananda Das Gupta.

Format:

Book

Author/Creator:

Das Gupta, Ananda, 1955- author.

Language:

English

Subjects (All):

Personnel management.

Physical Description:

1 online resource (xii, 172 pages) : illustrations

Edition:

1st ed.

Place of Publication:

New York, New York ; London : Routledge, [2020]

Summary:

"Human resources strategic management concept has developed widely in the last couple of years, especially because of the impact that human resources have over the competitiveness of organizations. The development of human resources strategies involves taking into account their multiple mutual dependences and the fact that they must be vertically integrated with the business strategy. These strategies define intentions and plans related to overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations. Human resources strategic management supplies a large perspective on the way critical issues or success factors related to people can be addressed and different concepts of strategic decisions are made, with long-term impact on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capability by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain competitive advantage. The emergence of strategic human resource management (SHRM) is influenced by the global competition, and the corresponding search for sources of sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of a human capital that meets the requirements of business competitive strategy, so that organizational goals and mission will be achieved. HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm's human resources." Many agree that HRM is the most effective tool which contribute to the creation of human capital, and in turn, contributes to organizational performance and competitive advantage. This book provides the emphasis on understanding HRM as the management of work and people in organizations and the analytical approach we take to this means that the boundaries between HRM, industrial/employment relations and organizational behaviour. As a management discipline, HRM draws insights, models, and theories from cognate disciplines and applies them to real world settings. Further, discussions of how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice) can be applied by reflective practitioners to create an eco-friendly organizational culture"-- Provided by publisher.

Contents:

Cover

Half Title

Title Page

Copyright Page

Table of Contents

Author

Chapter 1 Introduction to Strategic Human Resource Management

Introduction

Learning Objectives

I

II

Theoretical Foundations of SHRM

Implications of HRM Practices

III

SHRM and Organizational Performance

Case Study of Strategic Human Resource Management in Walmart Stores

Conclusion

References

Chapter 2 Strategy: Concept and Process

It Is Imperative for the Corporate World to Design Strategic HR Management

Process Improvements to Move toward Enduring Human Resource Management

Strategic HRM Helps to Create Employer Branding

Role of Strategic HRM for Achieving Global Ambitions

Embarking on a Journey

Working Out a Winning Formula

Grooming a Global Cadre of Executives

Mastering the International Matrix

Bibliography

Chapter 3 Strategic Human Resource Management: Concept and Process

Competitive Human Resources Strategies

Implications for Human Resources Strategy

What Does an Effective HR Agenda Need to Do?

Why Do So Few HR Strategies Provide These Benefits?

Four Steps to an HR Agenda

Step 1: Enterprise People Philosophies and Themes

Potential Action Items

Step 2: Business Unit People Plan

Organizational Capabilities - Path to People Plans

Organization Capabilities Defining the Work of HR in Supporting the Growth Strategy of the Business

The Competency Lever

The Process and Structure Lever

The Culture Lever

Involving Line Leaders in the Capabilities Discussion

Step 3: Company-Wide People Priorities

Chapter 4 Formulating and Implementing HR Strategies

Corporate Governance and the HR Agenda

Global Integration

Most Commonly Integrated Global Practices

Potential Action Items.

Step 4: HR-Organization Renewal (Operational Plans)

Completing the HR Strategy Process

Chapter 5 Roles in Strategic HRM

People Development and Team Work

The Process of Performance Management

Clarifying Responsibilities

Developing Performance Indicators and Objectives

Preparing Action Plans

The Need for Teamwork

Action-Centered Leadership

Leadership Tasks

Team Processes

Stages of Team Development

Clear Objectives and Agreed Performance Goals

Openness and Confrontation

Support and Trust

Cooperation and Conflict

Good Decision-Making

Appropriate Leadership

Review of the Team Process

Sound Inter-Group Relationships

Individual Development Opportunities

Top 25 Companies in India

Strategic HRM and Employer Branding

Chapter 6 Improving Business Performance through Strategic HRM

The Best and the Rest

Best Practices

Becoming the Best: Lessons from around the Globe

Designing the Role of Corporate HR with a Focus on Strategic HRM

Notes Based on Discussions with the HR Head of SRF

Notes Based on Discussions with the Regional HR Manager of SBCH

Notes Based on Discussions with Mr. Roy Chowdhary of Baxter

Notes Based on Discussions with the HR Head of Samtel

Chapter 7 Strategies for Improving Organizational Effectiveness

Corporate HR at the Heart of the Business

Performance Management

Organizational Development

Employee Development

Employee Relation

Benefits of Corporate HR

Roles of Corporate HR

Role of Corporate HR in Relation to Unit HR/Divisional HR

The Relationship of Corporate HR with Different Departments

Governmental and Societal Obligations of Corporate HR

Role of Corporate HR in Strategic Manpower Planning

Role of Corporate HR as a Business Partner.

Corporate HR in a Proactive Role

Role of Corporate HR as an Employee Advocate

Role of Corporate HR as a Change Agent

Role of Corporate HR in Transforming the Culture and Creating Cultural Awareness

Measures for Developing a Good Organizational Culture

Role of Corporate HR in Recruitment and Selection

Role of Corporate HR in Career Development and Growth

Role of Corporate HR in Retention of Employees

Role of Corporate HR in Employee Compensation and Benefits

Role of Corporate HR in Trade Union Relations

Role of Corporate HR in Total Quality Management

Competencies and Qualities Required for Corporate HR

Training and Development Process

Role of Corporate HR in Training and Development

Continuous Improvement with Respect to Process Identification

Conclusion, Recommendation and Key Issues

Recommendation

Changing Role of HR

Key Issues

Index.

Notes:

Description based on print version record.

ISBN:

1-000-05365-2

0-429-32772-2

9780429327728

OCLC:

1137752440