1. Strategic Human Resource Management
This course in a nutshell

2. Business Strategies Adaptation Model Competitive Strategies Defender
Prospector
Analyzer
Reactor
Competitive Strategies
Differentiation
Cost Leadership
Focus

3. HR Practices: Options for Fit with Strategy
Job Analysis & Design
Recruitment & Selection
Training & Development
Performance Appraisal
Pay Systems
Labor & Employee Relations
Job analysis & design -- narrow sets of tasks, limited sets of skills
complex array of tasks, multiple high-level skills
Recruitment & selection -- internal, supervisor, fit, informal
external, HR, qualifications, formal
Training & development -- individual, OJT, job-specific, buy
team, external, generic, make
Performance appraisal --
customized, developmental, multipurpose, multiple inputs
uniform, control, narrow-focus, supervisory
Pay systems --fixed, job-based, seniority, centralized
variable, individual-based, performance, decentralized
Labor/employee relations --top-down, adversarial
bottom-up, enlightened

4. Simple tasks – Complex tasks
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths

5. Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation

6. Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets

7. Combining Strategy & HR Choices
From Human Resource Management: Gaining a Competitive Advantage, by Noe, Hollenbeck, Gerhart & Wright, McGraw-Hill, 4th edition, 2003, pages 70-71

8. Business Strategies Cost Leadership Competitive Strategies
Differentiation
Cost Leadership

9. Simple tasks – Complex tasks
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
repetitive roles
independent autonomous
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths

10. comfort with stability high concern for quantity Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
short-term focus
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths
promote
internally
risk averse

11. Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
define required skills 
train
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation

12. Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
behavioral
performance
management
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation

13. Pay Structure/Incentives/Benefits
performance-
based
compensation
internally
consistent
pay
Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
high differentials
superiors/
subordinates
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets

14. Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
worker
participation
seek ideas –
improve
efficiency
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets

15. Business Strategies Differentiation Competitive Strategies
Cost Leadership

16. Simple tasks – Complex tasks
broadly
defined
jobs
general
job
descriptions
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
develop
new
ideas
balance
process with
results
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths

17. Simple tasks – Complex tasks
risk
taker
highly
creative
Job Analysis/Design
Few tasks – Many tasks
Simple tasks – Complex tasks
Few skills required – Many skills required
Specific job descriptions – General job descriptions
cooperative
moderate
concern for
quality
long
term
focus
tolerate
ambiguity
recruit
externally
Recruitment/Selection
External sources – Internal sources
Limited socialization – Extensive socialization
Assessment of specific skills – Assessment of general skills
Narrow career paths – Broad career paths

18. Training and Development
focus =
cooperation
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
broad
career
paths
limited
socialization
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation

19. Training and Development
results based
performance
management
Training and Development
Focus on current job skills – Focus on future job skills
Individual orientation – Group orientation
Train few employees – Train all employees
Spontaneous, unplanned – Planned, systematic
evals
encourage
risk taking
Performance Management
Behavioral criteria – Results criteria
Developmental orientation – Administrative orientation
Short-term criteria – Long-term criteria
Individual orientation – Group orientation

20. Pay Structure/Incentives/Benefits
Pay weighted on salary/benefits – pay weighted on incentives
Short-term incentives – Long-term incentives
Emphasis on internal equity – Emphasis on external equity
Individual incentives – Group incentives
external
equity
market
driven
Labor/Employee Relations
Collective bargaining – Individual bargaining
Top-down decision making – Participation in decision making
Formal due process -- No due process
View employees as expense – View employees as assets