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Chapter 2

Chapter 2 (Strategic HRM)

4 Pages
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Department
Administrative Studies
Course Code
ADMS 2600
Professor
Amanda Shantz

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Description
Class 2 Strategic HRM Organization strategy- a purpose and plan for making decisions about the organization’s future HR planning- anticipating and providing for the movement of people in and within and out of an organization The Strategic Planning Process STEP 1: Mission, Vision and Values - Who are we and where do we want to go as an organization Mission Statement (for the public) o Purpose for, or reason why an organization exists o “who are we today” Vision Statement (for employees) o Purpose for or reason why an organization exists o Answers the question “where are we going” o Meant to inspire and direct people in the organization Values - Basic belief that govern individual and group behaviour in an organization - Answers “how must we behave?” Espoused Values- what we talk about and say we have Enacted Values- what we actually do How do values impact employees? - Pride (OCB) - Self-fulfilment - Social exchange theory - Patriotism - Humanizes the CEO STEP 2: Environmental/External Changes  Changes in the external environment have a direct impact on the way that organizations are run and people are managed EX: what factors in the external environment should strategic planners at Starbucks attend to? - Competitors  tim hortons - Customers - Technology  does Tims use better and faster equipment- if so what is it? - Benchmarking having your product differ from someone elses - Economic factors  recessions, etc - Legislation  new min. wage changes, labour laws, health and safety laws, etc - Unions - Suppliers - Demographics/ psychographics (how people feel in a particular area) - Employment rates - Real estate  what is going on in the area - Substitutes (for your product) STEP 3: Internal Analysis Core competencies- bundles of people, processes and systems that distinguish an organization from its competitors and delivers value to customers Iceberg model  artifacts: tangible, what you can see (ie: what you’re wearing)  assumptions and values- are what’s underneath- you can’t see these things Trend analysis? Resources Must be: - Valuable - Rare - Difficult to imitate - Non substit
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