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chapter 2

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Ryerson University
Human Resources
MHR 849
Rupa Banerjee

Chapter 2: Aligning HR with Strategy Strategic HRM - Strategic HRM: interrelated practices, policies, and philosophies that facilitate the attainment of organizational strategy o Specific HR practices, such as recruitment, selection, and appraisal o Formal HR policies that direct and partially constrain the development of specific practices o Overarching HR philosophies, which specify the values that inform an organization’s policies and practices Theories of the Strategic Management of Human Resources 1. Resource-Based View - Organization’s employees can provide a firm with competitive advantage - Employees who provide superior performance because of their skills or flexibility will enable a company to beat its competitors through superior service or the development of unique products 2. Behavioural Perspective - Different strategies require different behaviours from employees, which in turn are influenced by different HR practices - HR’s role is to reinforce certain behaviours via the HR practices such as recruitment, selection, training, compensation, and performance 3. Human Capital Theory - Human capital: the sum of employees’ knowledge, skills, experience, and commitment invested in the organization - Classical economists view the firm as having control over three types of resources in the production of goods and services including: o Land o Labour (or human capital) – knowledge, education, vocational qualifications, professional certifications, work related experience, competence of organization’s employees o Capital The Importance of Strategic HR Planning - Employees help an organization achieve success because they are strategic resources - Planning process itself results in improved goal attainment - Improve organization’s performance – goals of these HRM strategies are to shape employee behavior so that it is consistent with direction and meaning to employees and mitigate the need for control by substituting a consistency of purpose (mission) The Risks - Increased time and energy involved in making decisions - Gre
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