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TitleStrategic Human Resource Management for Online
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Total Pages124
Table of Contents
                            Syllabus
MODULE I
	Introduction
	Approaches of the SHRM
	HR Practitioners Role
	STRATEGIC HRM AND HUMAN CAPITAL MANAGEMENT
	Best-practice theory
MODULE II
	Business Strategy and HR Strategy
	Linking HR Strategies and Practices to Strategic Requirements:
	Changes in Business Strategy & HR Strategy
	Corporate Strategy and HR Strategy
MODULE III
	Employment realtionship and organisational change
	Models of the employment relationship
	Globalization and employment relations
	The New Employment Model
MODULE IV
	The Two Most Important Keys to Effective Leadership
	Principles of Leadership
	Factors of leadership
	Environment
	Leadership Models
	Developing Leadership Skills
	PERSONALITY AND PERSONALITY MODELS
	Measurement of personality
	The 16 Primary Factors
	The Five Global Factors (16PF5)
	The Big Five
	SELF-CONCEPT AND SELF-ESTEEM
	CASE STUDY: NARAYANA MURTHY AND INFOSYS
Module V
	Team Definition, Characteristics and Steps
	Assessment
	Requirements of a Team
	The Difference between Teams, Groups and Individuals
	Teams: Special Kinds of Groups
	Team Importance in Nowadays Organizations
	Teams in Organizations: Some Impressive Results
	Competitive Advantage with Groups & Teams
MODULE VI
	ORGANISATIONAL LEARNING
	TYPES OF ORGANISATIONAL LEARNING
	THE LEARNING ORGANISATION
	THE DIFFERENCE BETWEEN ORGANISATIONAL LEARNING AND THE LEARNING ORGANISATION
	BARRIERS TO BECOMING A LEARNING ORGANISATION
	CASE STUDY :
OTHER STUDY MATERIAL AND CASE STUDIES
	THE ONE THAT SATISFIES
	Strategic Advantage through Human Resource
	Leadership at All Levels
	Personality Development
	Human Resources Management - A New Prospective
	Human Relations & Motivation: A Case Study
	Why HR Can't Win Today
	GroupThink: A Lingering Menace?
	Role of a Human Resources Manager
                        
Document Text Contents
Page 2

Table of Contents
Syllabus ......................................................................................................................................................... 4

MODULE I ...................................................................................................................................................... 6

Introduction ............................................................................................................................................ 11

Approaches of the SHRM ........................................................................................................................ 13

HR Practitioners Role .............................................................................................................................. 14

STRATEGIC HRM AND HUMAN CAPITAL MANAGEMENT ....................................................................... 14

Best-practice theory ................................................................................................................................ 16

MODULE II ................................................................................................................................................... 19

Business Strategy and HR Strategy ......................................................................................................... 20

Linking HR Strategies and Practices to Strategic Requirements: ............................................................ 22

Changes in Business Strategy & HR Strategy .......................................................................................... 25

Corporate Strategy and HR Strategy ....................................................................................................... 26

MODULE III .................................................................................................................................................. 28

Employment realtionship and organisational change ............................................................................ 29

Models of the employment relationship ................................................................................................ 29

Globalization and employment relations ................................................................................................ 30

The New Employment Model ................................................................................................................. 32

MODULE IV .................................................................................................................................................. 35

The Two Most Important Keys to Effective Leadership ........................................................................ 37

Principles of Leadership .......................................................................................................................... 37

Factors of leadership ............................................................................................................................... 38

Environment ............................................................................................................................................ 39

Leadership Models .................................................................................................................................. 41

Developing Leadership Skills ................................................................................................................. 44

PERSONALITY AND PERSONALITY MODELS ............................................................................................ 45

Measurement of personality .................................................................................................................. 45

The 16 Primary Factors ........................................................................................................................... 45

The Five Global Factors (16PF5) .............................................................................................................. 48

The Big Five ........................................................................................................................................... 48

SELF-CONCEPT AND SELF-ESTEEM .......................................................................................................... 50

CASE STUDY: NARAYANA MURTHY AND INFOSYS .................................................................................. 56

Module V ..................................................................................................................................................... 61

Page 62

Team Definition, Characteristics and Steps




Although teams (groups) have always been a central part of the organizations, they are

gaining increasing attention as potentially important organizational asset. Professionals

rarely work alone; they work with their colleagues and their work ma nagers. Accordingly,

managers are concerned with creating effective teams that make real contributions to

quality products and services and thus containing success of the total organization.



The evidence suggests that teams typically outperform individuals when the tasks being

done require multiple skills, judgment, and experience. As organizations have restructured

themselves to compete more effectively and efficiently, they have turned to teams as a way

to better utilize employee talents. Management has found that teams are more flexible and

responsive to changing events than are traditional departments or other forms of

permanent groupings. Teams have the capability to quickly assemble, deploy, refocus, and

disband.



Definition of a Team



From the abovementioned facts, we can define a team as:

“Two or more interdependent individuals who interact with and

influence one another in order to accomplish a common purpose‖.



Imagine three people waiting in line at the cashier‘s stand at a supermarket. Now

compare them to the board of directors of a large corporation. Which collection

would you consider to be a “group “or a “team”? Although in our everyday

language we may refer to the people waiting in line as a group, they are not a group

and the same sense as the members of the board.

Social scientists have formally defined a group as a collection of two or more interacting

individuals with a stable pattern of relationships between them who share common goals

and who perceive themselves as being a group.



One of the most obvious characteristics of group is that they are composed of two or more

people in social interaction. In other words; the members of a group must have some

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and equitable County personnel system;

maintaining a high quality workforce, enabling them

to provide critical services to the public;

consistent application of human resource policies, including recruitment, selection, promotions,

training, discipline, employee benefits administration, workforce reductions, classification,

compensation, employee appeals and disability benefits; and

It is important to have a mission statement as it helps define your future goals and direction. The

mission should not be empty rhetoric. It is a charter that outlines the HR pledge to the rest of the

organization.

Tips for the Human Resources Reputation & Brand

Deliver your promises.

Supposing, based on your customer input, the HR department needs to improve its customer

service and supportiveness. This might require hiring more employees, empowering the

receptionist to make decisions, or conducting team-building sessions. Customers want you to be

more responsive.

Forging new identity means delivering a promise, you must ensure that the staff, practices and

systems in your department all work to support the goal of customer service. Staff your

departments with people who are easy to work with and who are willing to go the extra mile for

line managers.

Deliver what you promise in your mission statement. Can you imagine mistaking a can of Pepsi

for a can of Coca-Cola? These companies understand that the look of their products

communicates powerful messages to consumers.

The same applies to HR. If your HR department has made substantial improvements and

changes, then you can use the packaging as a means of communicating those improvements to

others. Develop a separate logo for your HR department, if you'd like, that expresses your

mission, your commitment to customers, and your goals. The most important packaging piece,

however, is the HR department itself.

If you want your HR brand to deliver the message of quality service, ensure that visitors to the

department get what they need, with no hassles, frictions, or needless hoops to navigate. You can

spend millions of dollars redesigning your department and developing a logo, but if the people in

HR are impossible to deal with, you have accomplished nothing in the eyes of your organization.

Publicize the word.

After you have determined your identity, created a system in which you can consistently deliver

on your promises, and package the HR department in a manner that conveys improvements.

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