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Strategic Human Resource Management and The HR Scorecard
Strategic Human Resource Management and The HR Scorecard
Strategic Human Resource Management and The HR Scorecard
Chapter 3
Gary
Dessler
Part 1 Introduction
1.
2.
3.
4.
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Strategy
A strategy is a course of action.
The companys long-tem plan for how it will
balance its internal strengths and
weaknesses with its external opportunities
and threats to maintain a competitive
advantage.
2005 Prentice Hall Inc.
All rights reserved.
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Mission
Spells out who the company is, what it does,
and where its headed.
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Figure 31
37
A SWOT Chart
SWOT Analysis
The use of a SWOT chart
to compile and organize
the process of identifying
company
Strengths,
Weaknesses,
Opportunities, and
Threats.
Figure 32
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Strategies in Brief
Company
Strategic Principle
Dell
Be direct
eBay
General Electric
every
out
Southwest Airlines Meet customers short-haul travel
needs
at fares competitive with the cost of
automobile travel
Vanguard
owner
2005 Prentice
Hall Inc.
Wal-Mart
All
rights reserved. Low prices, every day
Source: Arit Gadiesh and James Gilbert, Frontline Action, Harvard Business Review, May 2001, p. 74.
Figure 33
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10
311
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Figure 34
The Southwest
Airlines Activity
System
Source: Reprinted by permission of Harvard Business Review. From What is Strategy? by Michael E. Porter,
NovemberDecember 1996. Copyright 1996 by the President and Fellows of Harvard College, all rights reserved.
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Figure 35
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Figure 36
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HR Involvement in Mergers
Source: Jeffrey Schmidt, The Correct Spelling of M & A Begins with HR, HR Magazine, June 2001, p. 105.
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Figure 37
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Creating a Strategy-oriented HR
System
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Source: Adapted from Brian Becker et al., The HR Scorecard: Linking People,
Strategy, and Performance (Boston: Harvard Business School Press, 2001), p. 12.
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Figure 38
Translating
Strategy
into HR
Policy and
Practice
Basic Model of
How to Align
HR Strategy
and Actions
with Business
Strategy
2005 Prentice Hall Inc.
All rights reserved.
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Figure 39
Creating an HR scorecard
Must know what the companys strategy is.
Must understand the causal links between HR
activities, employee behaviors, organizational
outcomes, and the organizations performance.
Must have metrics to measure all the activities
and results involved.
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Strategic HR Relationships
HR
Activities
Emergent
Employee
Behaviors
Strategically
Relevant
Organizational
Outcomes
Organizational
Performance
Achieve
Strategic
Goals
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Figure 310
The HR
Scorecard
Approach
to
Formulatin
g HR
Policies,
Activities,
and
Strategies
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Figure 311
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Simple
Value
Chain for
the
Hotel
Paris
Figure 312
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HR Scorecard
for the Hotel
Paris
International
Corporation*
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Figure 313
Key Terms
competitive advantage
strategic management
HR Scorecard
strategic plan
leveraging
strategy
metrics
SWOT analysis
vision
manager
2005 Prentice Hall Inc.
All rights reserved.
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