Hr Strategy Flashcards
Evolution of hr strategy. Vertical.horizont integration. Perspectives of hr strategues (13 cards)
What is horizontal integration
Horizontal integration fit is the fit between internal hr practices and policies. (Baird And Meshoulam 1988) And how they support or contradict each other. Best practices could be termed as horizontal fit. As the central idea is there exists a specific number of hr practices and strategies which facilitates effective management of employees that can bring about improved organisational performances. This would be classed as a universalist perspective of strategy
What is vertical integration
The alignment of hr practises and policies with the strategic management processes. In order too achieve the organisations objectives. (Schuler & Jackson) . This depends on hr practices alignment with the organisation internal and external factors.
List Delery and Doty classification of hr strategies into alternative perspectives to enforce vertical and horizontal integration.
The universalist perspective. Describes best practice
The contingency perspective described best fit approach
The configurational perspective
Not sufficient to address the vertical and horizontal fit need to look at the system as congruence within is equally important.
List main conflicting policies our practices at Westfield
Pay policy not flexible to recruit good staff not taking the external factor that we are 2o mins from London so people will go there for the London allowance
Delay of safeguarding requirements. Stops you from making swift selection.
Morris and snell 2009 identified 3 evolutionary stages in development of hr strategy. What are they
The person job fit stage
The systemic fit stage. Driven by shift in external context and aligning hrm
The value creation stage. Focus on knowledge based assets of org. shift from behaviours to knowledge
Thomason identifies possibke chpicrs for org to adopt as a business stratrgy whay are they
Low cost leadership
Differentiation - premium price
Niche asset - distinct market
parsimony - high entry cost
Thomason concluded that labour acquisition and utilisation vary with business strategy and the capacity of the external labour market to provide human resources. Based on what
His 3 historical shifts in business strategy
Industrial evolution
Industrial rationalisation
New wave rationalisation
What is social capital
The sum of potential resources embedded within and derived from the network of relationships possessed by individuals or social units. Motivated to act on three interests of the collective
Best practice models
Mayo human relations Pfeiffer human equation Beet et al Harvard model Hpws Partnership model
Best fit model - configurational
List models
Matching model - hr strategy match with business strategy
The structural configurational model michagan model - related hr strategy to strategic and structural configuration of organisations
The business life cycle - link between hr strategy to different stages in org business cycle
List two hrm approaches story 1989
Story 1989 soft and hard hrm approaches soft is rooted in humanism and approach devoted to human interest views people as responsible and progressive beans involves treating employees as value assets a source of competitive advantage through commitment adaptability high quality of skills full stop the soft approach stresses the needs to gain commitment hearts and Minds of employees through involvement communication leadership and other methods of developing high commitment and high Trust full stop the hard approach emphasizes that people are important resources through which organisation achieve competitive advantage these resources have therefore to be acquired developed and deployed in ways that will benefit your organisation sees people as a resource to be managed as any other resources to be exploited for maximum time.
Name three generic hrm series of contemporary hrm
Strategic Theory descriptive Theory normative Theory
Name elements of ulrich’s 1997 model of HR m
Business partner. centre of excellence. vendor management. outsourcing shared services. corporate HR
