1. Jump to first page 1 Theoretical Foundations Concept & definition Strategy & Strategic Planning Planning & SBU HR Planning

2. Jump to first page 2 Miss ion EN V Analy ze SWO T Obj. Strateg ic 1 Strateg ic2 Strateg ic3 Choo se

3. Jump to first page 3 Functions of Strategic Planning Periodic forward scanning Analysis based on longer time frame Communication about goals and resource allocation Framework for short-term plan evolution and integration Institutionalization of longer- term time horizons necessary for investments such as in research and development Decisional criteria framework for short-term decision making

4. Jump to first page 4 International Strategy Multinational Strategies Global Strategies Transnational strategies:Strategic Alliances Sustainable Global Competitive advantage

5. Jump to first page 5 HR Contributions to Strategy เป็นส่วนหนึ่งของกระบวนการ กำหนดกลยุทธ์ เป็น Driving Force

6. Jump to first page 6 STRATEGY- DRIVEN ROLE BEHAVIORS AND PRATICES Competitive strategies require different human resource practices and different role behaviors Successful implementation of employee probably need to be cooperative Different sets of strategies and role behaviors different human resource practices and required

7. Jump to first page 7 Ex.innovation strategies Group-oriented,long- term appraisal system generalizes skill development and board career paths compensation packages include stock ownership

8. Jump to first page 8 Employment security guarantees extensive training programs participate decision making Ex.quality enhancement strategies

9. Jump to first page 9 Ex.cost reduction strategies Performance appraisal systems emphasizing result in short-term virtually no training programs very specialized jobs narrow and specialized career paths procedures for continual tracking of wage rates in the labor market

10. Jump to first page 10 STRATEGIC HUMAN RESOURCE ACTIVITY TYPOLOGY

11. Jump to first page 11 Alan Speaker.senior vice president at synhrgy HR technology RelationshipTransactional Type of HR Activity High Strategic Value of Activity Low FIGURE 4-2 Strategic Typology of Human Resource Activities

12. Jump to first page 12 CLASSIFYING HUMAN RESOURCE TYPES FIGURE 4-3 Strategic Staffing Policies Group Contribution Assignment and Promotion Criteria Individual Contribution External Source of Labor Internal

13. Jump to first page 13 NETWORK ORGANIZATIONS AND STRATEGY Ex. General Motors Lewis Galoob Toys Texas Instruments

14. Jump to first page 14 ORGANIZATIONAL LEARNING Competitive Advantage Intellectual capital Organizational Learning Change in HR Practices

15. Jump to first page 15 OrganizationalLearning in International Alliances Organizational Learning in International Alliances Several human resource management practices and facilitate organizational learning Communicating the strategic goals of alliance widely Forcing the focus of decisions to long-range consequence Rewarding organizational learning through career progressions Not allowing the alliance partner to control human resource function Maintaining some slack in staffing on site Providing managers and staff member who have language skills Making longer alliance assignments Monitoring the human resource assignments of alliance partner

16. Jump to first page 16 INTERGRATION OF STRATEGY AND HUMAN RESOURCE PLANNING Administrative linkage One - way linkage Two - way linkage Integrative linkage

17. Jump to first page 17 Determinantsof Integration Determinants of Integration Intense competition technological change employee skill several workforce level of diversification

18. Jump to first page 18 Benefits of Integrating Human Resource Planning with Strategic Planning Generates more diverse solutions to complex organizational problem Ensures consideration of human resources in organizational goal-setting processes Ensures consideration of human resources in assessment of organization's abilities to accomplish goals and implement strategies Reciprocal integration prevents strategy formulation based on personnel rigidities/preferences Facilitates concurrent consideration of strategic plans and managerial succession

19. Jump to first page 19 Condition Under Which Integration May Not Be Appropriate The five Stages of organizational development are follows: Initiation Functional growth Controlled growth Functional integration Strategic integration

20. Jump to first page 20 THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING Management Awareness Management of the Function Portfolio of Programs Personnel Skills Information Technology Awareness of the Environment Strategic Components of HR Management Relevant to internal Fit

21. Jump to first page 21 Planning Problem Many manager do not like to plan often results in reallocations of resources that determine power and status mismatch between the tasks of planning and individual managers’ skill lack of top-level executive commitment to strategic planning process

22. Jump to first page 22 Requirements for Strategic Human Resource managers Information management skills Planning skills Management skills Integration skills Change management skills

23. Jump to first page 23 Summary