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HRC - how organisations and HR strategies shared developed response to…
- HRC - how organisations and HR strategies shared developed response to internal external factors
HR Strategic models
best fit
definition - different types HR strategy suitable diff orgs. CIPD 2016 - context, culture, objectives
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appropriate to market, enviro
models
matching, external to internal fit
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critic
simplicity, lack sophistication, attention to process of change, pre determined
resource based view
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critic
org dynamics, rationality?
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Best practice
Pfeffer 1998
job security, selective hiring, learning development, employee voice, knowledge sharing, self managed team, PRP,
criticism
link HR bundle and performance? universality? needs testing in org, correct bundles for goals and interest
relevant to hmrc / detail - culture, different parts business, PRP - low rewards,
Strategic HRM cipd2016
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workforce planning - needed due to constant change, take adv opportunities, develop capacity
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main impact performance - job design and skills development. Also need supportive management strong values. Discretionery effort
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Approaches to Strategy
stable predictable
inflexible
scenario planning / Shell 1973, oil price
Porter 5 forces
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power suppliers, threat substitutes, threat new entrants, power buyers, rivalry
Rational
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scientific / objective - business objectives, options, implemented / evaluated
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Chaos / changing
Emergent
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Peter Waterman 1982 - close customer, autonomy, action orientated
Hamel 1996 - principles - breaking rules, challenge, knowledge sharing, bottom up - aka virgin
Incrementalism - Quinn 1980 , experimentalism - strategic drift!!
mitzberg 1994 -
Ideas, patterns , relationships
experiential , learning, bottom up, sub processes
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Background
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SMEAC - Situation, Mission, Execution, Admin/logistics, Communications
plan during changing time, discerning customers, investors, intensity market competition, need for direction, measurable. align functonal strategies e.g. HR
Other models
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johnson 2011 - VRIN
value , rarity, imitability, non substitutes
bowman
cost leadership / product differentiation./ niche, hybrid, not viable,
Choosing - Johnson 2011
evaluation, enforced, experiential, command/ceo
constraints -
resource capabilities, finance, reaction completion, risk aversion
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STRATEGIC leadership
Loren et al 2003
9 roles, no ideal - situational
Theory E - Hard, O - soft
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incremental , transformative
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