STRATEGIC RESOURCE MANAGEMENT

GROUP 4
Book By : KASWAN
NAMES OF GROUP MEMBERS

TAUFIK HIDAYATULLAH (1906010224)

RENDI RAMAH HIDAYATULLOH (1906010218)
QIFFA YUDA ANANZA (1906010267)
 HUMAN
RESOURCES
MANAGEMENT
01 HRM DEFINITION AND
EXPLANATION

AND ITS
CHALLENGES 02 EVERY ORGANIZATION IS MANAGED
AND FILLED BY HUMANS

03 HR TARGETS IN MANAGEMENT
SCIENCE

04 HRM POLICY OBJECTIVES

05 HRM MANAGEMENT IS NOT AS EASY

AS IMAGINED
 STRATEGY CONCEPT

TWO BUSINESS STRATEGIES

FORMULATED MILES AND
SNOW

CHARACTERISTICS OF
EFFECTIVE STRATEGIES

COMPETITIVE ADVANTAGE
HRM FUNCTION ROLE

1. MAKE SURE THAT THE

BUSINESS ORGANIZATION IN A ORGANIZATION HAS THE RIGHT
COMPETITIVE ENVIRONMENT NUMBER OF EMPLOYEES

2. DEVELOPING A "CONTROL"
SYSTEM
 STRATEGIC HUMAN RESOURCES MANAGEMENT

STRATEGIC HRM IS STRATEGIC HRM HR STRATEGY IMPORTANT

DETERMINES WHAT THE
A DEVELOPMENT THINKING ORGANIZATION WANT TOOLS OF HRM
PROCESS PROCESS TO DO PRACTICES
 STRATEGIC ROLE OF HUMAN RESOURCES
In the past, people in the organization were seen as a cost to
the organization. However, now humans are seen as assets
that need to be improved. In a knowledge-based economy, the
source of organizational competitive advantage is no longer
tangible assets but intangible assets of which human
resources are one of them.

CREATE AND STRENGTHENI PARTNER ROLE PLAYED

MAINTAIN NG EXISTING BECOME A HR "CHRO"
EXCELLENCE ORGANIZATIO PROFESSIONA
NAL L TERM
CAPABILITIES
HISTORY AND STRATEGIC HRM MODEL

HISTORY OF HRM
KNOWLEDGE-BASED
ECONOMIC SYSTEM

BEST PRACTICE

CONTINGECY MODEL
 STRATEGIC HRM CONTRIBUTION AND IMPACT

ADOPTION OF HIGH MAIN CHARACTERISTICS

PERFORMANCE WORK OF HRM
PRACTICES

HRM PRACTICES EFFECT ON SIX CATEGORY FOR ASSESSING

EMPLOYEE PERFORMANCE EMPLOYEES ACCORDING TO
BERNARDIN AND RUSSEL
 HIGH
PERFORMANCE
STRATEGY

THREE REQUIREMENTS FOR HIGH

HIGH PERFORMANCE SIX ELEMENTS OF HIGH PERFORMANCE EMPLOYEES HIGH PERFORMANCE

ACCORDING TO BLANCHARD AND
COMPANY
PERFORMANCE COMPANY BOWLES WORK SYSTEM
HIGH COMMITMENT STRATEGY

IMPACT CREATING COMMITMENT

COMMITMENT IS LIKE MAGNETIC

ATTRACTING METAL

ORGANIZATIONAL COMMITMENT

THREE DIMENSIONS OF
ORGANIZATIONAL COMMITMENT
AND RESULTS
HIGH ENGAGEMENT STRATEGY
WORK ENGAGEMENT DRIVES
STAKEHOLDERS ENGAGEMENT
12
34
FOUR PROCESSES THAT
INFLUENCE PARTICIPATION
AND INCREASE MOTIVATION
PARTICIPATION IS MENTALLY
ENGAGEMENT OF PEOPLE
-
PURPOSE OF EMPLOYEE
PARTICIPATION BY INSTITUTE
OF PERSONNEL AND
DEVELOPMENT
 HUMAN CAPITAL STRATEGY

HUMAN STEPS IN
HUMAN SOCIAL ORGANIZ CAPITAL IS
CAPITAL CAPITAL ATIONAL THE LAST
INVESTING
SOURCE OF
CAPITAL COMPETITIVE
ADVANTAGE
KNOWLEDGE MANAGEMENT STRATEGY

01 02 03 04
KNOWLEDGE BASED
KNOWLADGE VALUE
KIND OF KNOWLEDGE VIEWPOINT

A BRIEF HISTORY OF
DATA AND SUBJECTIVE POINT OF
KNOWLEDGE TACID KNOWLADGE
INFORMATION VIEW
MANAGEMENT

THREE KNOWLEDGE-
KNOWLEDGE EXPLICIT KNOWLADGE OBJECTIVE VIEW
DRIVING POWERS

KNOWLEDGE IN COMPETENCE AND COMMONSENSE

ORGANIZATION COMPETITIVENESS KNOWLADGE
CORPORATE SOCIAL RESPONSIBILITY STRATEGY

01

CORPORATE SOCIAL
RESPONSIBILITY
02

BUSINESS CASE FOR

CSR
03

CSR PHILOSOPHY

04

STRATEGIC CSR
ORGANIZATIONAL DEVELOPMENT STRATEGY

CHANGE IN THE ORGANIZATIONAL

CONSTANTS

THE IMPORTANCE OF CHANGE ACCORDING TO

HITT, BLACK AND PORTER

REFUSE TO CHANGES

KINDS OF INTERVENTION IN CHANGE

 ENGAGEMENT STRATEGY

TWO ENGAGMENT ENGAGEMENT

APPROACHES TRIGGER

WHEN PEOPLE ARE IN A ORGANIZATIONS WITH

STATE OF ENGAGEMENT MORE ENGAGED
EMPLOYEES
EMPLOYEE
RESOURCHING
STRATEGY
RESOURCHING

HR PLANNING AND
BENEFITS

OBJECTIVE OF
RECRUITMENT AND
SELECTION
THANK YOU
Any Question?