Strategic Human Resource Management - Level 7

L1S1-SHRM-Notes

HRM Definition

L1S2 SHRM Notes

Models of HRM 

Types of strategy in Strategic Human Resource Management (SHRM):

Organisational Strategy 

Lecture Notes Summary: Strategic Human Resource Management (SHRM) - Session 4: The Importance of Strategy

Chapter 2:Human Resources Management through a strategic perspective

This lecture provides a comprehensive overview of the relationship between Human Resource Management (HRM) and strategy, emphasizing the evolving nature of HRM towards a more strategic focus.

The Rise of Strategic Human Resource Management (SHRM)

Chapter 3:  Concepts, Practices and Trends in SHRM

Contributions to Strategy (Unitarism VS Pluralism)

Introduction 

1- Job Analysis and Design

2-Recruitment

3- Selection

4- Induction

Competence Framework 

Introduction 

1- Flexibility from a HRM perspective

2-The flexible firm: The employers’ perspective

3- Flexibility from the employees’ perspective

4- Key forms of flexible working

5- Constraints on implementing flexible working

Competence Framework 

Learning objectives

• Explore the concepts of reward management, New Pay and performance management.
• Explore the theoretical base for reward management and the contribution of economics, psychology and sociology to the subject.
• Explore the importance of organizational and national contexts in the design of reward systems.
• Understand the key components of any reward system and how they relate to organizational objectives.
• Understand and be able to critique the total reward paradigm.

Previous chapters in this book have looked at human resource management (HRM) in the broader context, including how it relates and contributes to the business strategy of organizations. Other chapters have looked at the more functional aspects of HR, such as recruitment and selection, flexible working and reward. This chapter will consider the management of the employment relationship.

• Definitions of equality, diversity and discrimination
• The concept and implications of stereotyping
• Impact of workplace discrimination for different groups
• Legislative response to workplace discrimination
• Organizational and strategic HRM roles in addressing equality and diversity in the workplace
• Equality and diversity outlook
• Implications for organizational leadership and strategic human resource management

Introduction: Welcome back! This is the fourth lecture in our Strategic Human Resource Management (SHRM) series. We're progressing through the second-to-last module of our program. A quick reminder: we have five topics in total, with each containing 10 sessions, and we are currently focusing on the fourth topic: HRM Strategies.

In this session, we’ll explore Strategy Life Cycles and their implications for HRM. This builds on the foundational knowledge from Topics 1, 2, and 3, where we analyzed organizational positioning.

Introduction

• Title: Strategic Human Resource Management: Corporate and Business-Level Strategies
• Objective: To explore how corporate and business strategies are formulated and implemented, and HR’s critical role in aligning these strategies for sustainable competitive advantage.

L4S8: Strategic HRM Across Cultures

Lecture Notes: Session 9 – Strategic HR Management in the Context of Culture

• This is the final theme of the module, focusing on HRM approaches and their impact on organizational performance.

Session Overview

• Module: Strategic Human Resource Management
• Lecture: 5, Session 2
• Focus: Monitoring and measuring the effectiveness of HR approaches to align with organizational strategy and improve performance.
• Key Topics: Benchmarking, Total Quality Management (TQM), Key Performance Indicators (KPIs), and Balanced Scorecard (BSC).

• Module Context: Human Resource Management (HRM) Strategies with a focus on Strategic Human Resource Management (SHRM).
• Progress Recap:
• Session 1: Overview of HRM and strategy integration, including international HRM strategy.
• Session 2: Metrics and measurements in HRM (e.g., benchmarking, KPIs, Total Quality Management, Balanced Scorecard).
• Session 3 (Current): Strategic reward systems as a critical element for:
• Attracting and retaining high-quality talent.
• Creating a performance-driven environment for competitive differentiation.
• Key Theme: Rewarding performance as a means to reinforce organizational strategy and the Employee Value Proposition (EVP).

This session explores strategic HR management in the context of future global changes. The aim is to equip HR practitioners with tools and strategies that adapt to shifting political, economic, social, technological, and demographic landscapes. The focus is on agility, adaptability, and creating value in a volatile, uncertain, complex, and ambiguous (VUCA) world.

• Final lecture series in the Strategic Human Resource Management module.
• Focus on approaches to managing workforce changes in a dynamic environment.
• This session emphasizes demographics, particularly the emerging workforce: Generation Z (Gen Z).

- Theme Overview: Adapting HR approaches to modern contexts requires agility and rapid responsiveness to technological changes.

- Strategic Focus: Long-term vision, looking at HRM in 5-10 years' time, particularly with the rise of technologies such as artificial intelligence (AI).

- Contextual Importance: Consideration of cultural and organizational resistance to technological adoption is key, especially in hierarchical cultures.

In this session, we focus on the connection between the theoretical aspects of Strategic Human Resource Management (SHRM) and the assignments required for the course. The session provides practical insights into applying the concepts of HR strategy, leadership, and organizational development in a real-world context.