|
 

   
2To execute the strategy and make it come
to life in its day-to-day working.
2HR needs:
1.Individuals must possess certain skills to
perform those tasks.
2.Individuals must be motivated to perform
their skills effectively
 ½
 

  

 
 
   
 
  

 

 
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2 The strategy to be successfully implemented, it must do:
1. The task must be designed and grouped into jobs in a
way that is efficient and effective (job analysis & job
design).
2. The HR function must ensure that the organization is
staffed with people who have the necessary knowledge,
skills, and ability to perform implementing the strategy.
2 This goal is achieved through:
Recruitment
Selection and placement
Training and development
Career Management
ÿ $# The task must be designed and
grouped into jobs in a way that is efficient and
effective.
ÿ |
  

  

# to ensure that the organization is staffed
with people who have the necessary knowledge,
skills and ability to perform their part in
implementing the strategy.
ÿ  
| #to develop performance
management and reward systems that lead
employees to work for and support the strategic
plan.
- %

  %"&   #
1. Ensuring that the company has the proper
number of employees with the levels and types
of skills required by the strategic plan,
2. Developing control systems that ensure that
those employees are acting in ways that
promote the achievement of the goals specified
in the strategic plan.
- ‰

of HR with strategy
  HR practices and processes are aimed at
addressing the strategic needs of the business
through people.
"   %"&  
 

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 ')
ÿ Through administering the HRM practices:
1.Job analysis\design
2.Recruitment and Selection systems
3.Training and Development programs
4.Performance management systems
5.Reward systems (Pay structure and
benefits)
6.Labor and employees relations
 * +
$
Ôrganization require that number of tasks, these tasks are
grouped together to form the jobs.
* 
#
ÿ The process of collecting detailed information about jobs.
* #
ÿ The process of defining the way work will be performed
and the tasks that will be required in a given job.
ÿ The process of making decision about what tasks should
be grouped into.
Jobs can vary from having a narrow range of tasks
requiring a limited range of skills to having a broad array
of complex tasks requiring multiple skills.
 ,


  

  

  #
ÿ The process of seeking applicants for potential
employment.
|
  #
ÿ The process by which an organization attempts
to identify applicants with the necessary
knowledge, skills, abilities and other
characteristics that will help it achieve its goals.
Companies engaging in different strategies need
different types and numbers of employees.
 ,


$


#
ÿ planned effort to facilitate the learning of job-
related knowledge, skills and behavior by
employees.
$
 #
ÿ The acquisition of knowledge, skills and
behaviors that improve an employee¶s ability to
meet changes in job requirements and in client
and customer demands ( to meet HR challenges).
Changes in strategies often require changes in
the types, levels and mixes of skills.
 -

&
ÿ The process through which managers
ensure that employees¶ activities and
outputs are congruent with the
organization¶s objectives. It entails
specifying those activities and outcomes
that will result in the firm¶s successfully
implementing the strategy.
 !-
 
 
 
- The pay system has an important role in
implementing strategies:
1. high level of pay and\or benefits relative to
that of competitors can ensure that the
company attracts and retains high-quality
employees, but this might have a negative
impact on the company¶s overall labor costs.
2. By tying pay to performance, the company can
elicit specific activities and levels of
performance from employee.
.
,

  
ÿ The relationship between management
and employees can strongly affect the
company¶s potential for competitive
advantage.
ÿ Companies can choose to treat employees
as an asset that requires investment of
resources ÔR as an expense to be
minimized.
 "&/ -
 
- Heavy emphasis on recruitment and hiring
- Compensation tied to performance
- Low level of status differentiation
- High levels of training for both new and experienced
employees
- employee participation through structure such as work
teams and problem- solving groups.

#
Higher levels of productivity
Corporate financial performance
Lower employee turnover
 †%    
  %

  "0 '
†% 
 %'

ÿ The HR with different types of behaviors

and different attitudes need different types
of strategies.
%


  

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"0 #
+ -


12
|
   #
1. Ôverall Cost Leadership
2. Differentiation Strategy
/ &
|
|
   #
1. Defender strategy
2. Prospectors strategy
3. nalysis strategy
4. Reactors strategy
-


12
|
  
 3
 

% 
 #
ÿ
ocus on becoming the lowest cost producer in the
industry (efficient large scale facilities & controlling
overhead costs)
ÿ Example: Dell and Compaq, they offer personal
computers at lower cost than IBM and pple.
 $
  
|
 #
ÿ By differentiating the product or service in such a way
that allows the company to charge a premium price
relative to its competitors.
ÿ Example: Sport cars
ER RI.
 "&
   
ÿ 3
 |
  ÿ $
 
|
 
ÿ High concern for quantity
ÿ Short-term focus
ÿ Risk averse
ÿ Role behavior are relatively
repetitive and performed
independently and autonomously
ÿ
ocus on efficient production
ÿ Rely on behavioral performance
management systems

ÿ Moderate concern for quantity
ÿ Long-term focus
ÿ Risk takers
ÿ Role behavior include cooperation
with others, developing new ideas
ÿ enerate more creativity through
broadly defined jobs
ÿ Rely on result-based performance
management system
&
|
|
  
 $
|
 #To increase the efficiency
to achieve low-cost and make high profits.
 -

 

|
 #To search for new
product and markets opportunities.
 +
|
 #Companies that seek to
integrate aspect of Defender and Prospectors.
 

|
 #Companies have no
consistent strategy, responding to what their
competitors do.
 $
 

|
 
3

 
|
 #
ÿ strategy focusing on increasing market share, reducing costs, or
creating and maintaining a market niche for products and services.
ÿ Require that a company maintain the current skills that exist in the
organization.
ÿ More behavior approach strategy.
 



%
 #
ÿ
ocus on new market and product development, innovation, and
joint venture.
ÿ company constantly hire, transfer, and promote individuals.
ÿ Behavior and result approach strategy.
ÿ Joint venture require intensive training on conflict resolution
techniques.
 $
 

|
 
&

+4 

ÿ n emphasis on acquiring venders and suppliers or buying
businesses that allow a company to expand into new markets.
ÿ HRM role:
ÿ Evaluating a merger opportunity
ÿ ctual implementation of a merger or acquisition
ÿ Training in conflict resolution
ÿ
ace problem in integrating and standardizing practices across the
company¶s business.
$

ÿ The planned elimination of large numbers of personnel, designed to
enhance organizational effectiveness.
ÿ Ônly one third of the companies that went through downsizings
actually achieved their goals of increased productivity.
 "
 


   





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5
 $

 

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ÿ 3%

#
1. The HRM must reduce the workforce by cutting only the workers who
are less valuable in their performance.
± The best workers are most able to find alternative employment and may
leave voluntarily prior to any layoff.
2. Early retirement program (age 51-65) and provide full pension benefits.
± Does not distinguish between good and poor performance.
± End up rehiring and retraining new workers to replace essential talent.
3. To boost the morale of employees who remain after the reduction.
± Supervisors may feel guilty or they may envy their friends who have
retired with attractive pension benefits.
± Their reduced satisfaction with and commitment to the organization may
interfere with work performance. (Employee ownership programs)
 $ 
 
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"&

ÿ 
 #
ÿ llow the company to get rid of dead wood and make
way for fresh ideas.
ÿ nique opportunity to change an organization¶s culture.
ÿ It can force the parties to cooperate and to develop new
positive relationships.
ÿ It can demonstrate to top management the value of the
company¶s human resources to its ultimate success.
|
 ,
  3 

ÿ It is extremely important for the firm to

constantly monitor the effectiveness of
both the strategy and the implementation
process.
ÿ This monitoring makes it possible to the
company to identify problem areas and
either revise existing structure and
strategies ÔR devise new ones.
 %

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|
      
,
 |
 #
ÿ Consists of the strategies that evolve from the grassroots of
the organization and can be thought of as what
organizations actually do as opposed to what they intend to
do.
ÿ  
 are the result of the rational decision-
making process used by top managers as they develop a
strategic plan.
ÿ HRM plays an important role in facilitating communication
throughout the organization.
%

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|
      

,%
    #

ÿ Through developing a human capital pool that gives the
company the unique ability to adapt to an ever-changing
environment.
ÿ Learning organization, in which people continually
expand their capacity to achieve the results they desire.
ÿ Ôrganizational information processing systems can be
an aid.
" 
|%
 % 

%
 | 


ùIf people relate to the company they work

for, if they form an emotional tie to it, and
buy into its dreams, they will pour their
heart in making it better.
When employees have self-esteem and self-
respect they can contribute so much more
to their company, to their family, to the
world´.
%6