International School of Management Studies
Pune – Maharashtra – India
Strategic HUMAN RESOURCE MANAGEMENT
MD TABISH ALAM
(MBA INTERNATIONAL)
Statement of Authenticity
I certify that the work submitted in regard to this assignment is my own and wherever the works of
others have been used to support my work, the credit has been duly acknowledged.
Student Email: tabish.isms@gmail.com Date: 23/01/2020
Extended Diploma in Strategic Management & leadership
International School of Management Studies, Pune – Maharashtra – India
INTRODUCTION TO GOOGLE EMPHASIS TO HRM PRACTICES
Google caters to a global audience and its diverse workforce reflects the diversity of its global
customer audience. In more than 40 countries around the world, it has opened more than 70
offices. Google is headquartered at Mountain View, California. The search engine giant provides a
variety of internet and cloud based services aimed at individual, professional and business use.
Google has reached a leading position in the technology industry with the help of a highly talented
and motivated workforce that it has managed with great care. However, with time it has grown
famous for its employee friendly work environment and HR policies just as much as for its search
engine and other internet products. Being ranked continuously as the best employer requires
intense focus on HR management. Google has not achieved these things by managing an airtight
environment like several other companies. Instead, every individual employee is given enough space
to use his talent and perform at his best. In this regard, you can say, it has managed to maintain
higher transparency than others. The focus is also on the use of technology to drive employee
performance. The focal point of its HR strategy is maximum care and assistance so that employees
can work with dedication. The perks Google provides its employees are awesome that media often
quotes with appreciation and awe. Apart from job security, the high risk reward ratio at Google
guarantees job satisfaction. A well designed training and performance management system ensures
everyone receives appropriate guidance and support
TASK 1
Explain the importance of strategic human resource management in Google
What is strategic human resource management?
Strategic human resource management can be defined as the linking of human resources with
strategic goals and objectives in order to improve business performance and develop organizational
culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means
accepting and involving the HR function as a strategic partner in the formulation and
implementation of the company's strategies through HR activities such as recruiting, selecting,
training and rewarding personnel.
Characteristics of Human resource management approach
People oriented
HRM is about people at work both as individuals and a group. It tries to help employees to develop
their potential fully. It comprises people-related functions like hiring, training and development,
performance appraisal, working environment, etc.
HRM has the responsibility of building human capital. People are vital for achieving organizational
goals. Organizational performance depends on the quality of people and employees.
Continuous process
First, it is a process as there are number of functions to be performed in a series, beginning with
human resource planning to recruitment to selection, to training to performance appraisal. To be
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Extended Diploma in Strategic Management & leadership
International School of Management Studies, Pune – Maharashtra – India
specific, the HRM process includes acquisition (HR planning, recruitment, selection, placement,
socialisation), development (training and development, and career development), utilisation (job
design, motivation, performance appraisal and reward management), and maintenance (labour
relations, employee discipline, grievance handling, welfare, and termination). Second, it is
continuous, because HRM is a never-ending process.
Persuasive function
Development of HRM covers all levels and all categories of people, and management and
operational staff. No discrimination is made between any levels or categories. All those who are
managers have to perform HRM. It is pervasive also because it is required in every department of
the organisation. All kinds of organisations, profit or non-profit making, have to follow HRM.
Comprehensive functions:
HRM is to some extent concerned with any organizational decision which has an impact on the
workforce or the potential workforce. The term workforce signifies people working at various levels,
including workers, supervisors, middle and top managers. It is concerned with managing people at
work. It covers all types of personnel. Personnel work may take different shapes an forms at each
level in the organizational hierarchy but the basic objective of achieving organizational effectiveness
through effective ad efficient utilization of human resources remains the same. It is basically a
method of developing potentialities of employees so that they get maximum satisfaction out of their
work and give their best efforts to the organizations
Development oriented:
HRM intends to develop the full potential of employees. The reward structure is tuned to the needs
of employees. Training is offered to sharpen and improve their skills. Employees are rotated on
various jobs so that they gain experience and exposure. Every attempt is made to use their talents
fully in the service of organizational.
Individually oriented:
It tries to help employees develop their potential fully. It encourages them to give their best to the
organizations. It motivates employees through a systematic process of recruitment, selection,
training and development coupled with fair wage policies.
Challenging function
Issues such as cash flow, competition, and revenue growth are top of mind for small business
owners and their teams. Along with these challenges comes another area many companies struggle
with: human resource management. Human resource management (HRM) includes: ... Performance
management. Compensation and benefits.
Staff function
Human resource management (HRM), or staffing, is the management function devoted to
acquiring, training, appraising, and compensating employees. In effect, all managers are human
resource managers, although human resource specialists may perform some of these activities in
large organizations.
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International School of Management Studies, Pune – Maharashtra – India
DIFFFERENT MODELS OF HRM
The Harvard Framework for HRM is one of the most significant HR models . It is based on the
work of Paauwe and Richardson (1997) and creates a nuance on the models above in regards to
how HR operates.
The Harvard Framework for HRM
The Harvard framework for HRM is an HR model comprised of six components.
The model starts, on the left, with stakeholder interest. These stakeholders include
shareholders, management, employee groups, government, and more. These interests define
the HRM policies.
At the same time, situational factors influence these interests. Situational factors include
workforce characteristics, unions, and all the other factors that were also listed in the 8-box
model.
Situational factors and stakeholder interest influence HRM policies. These include the core HR
activities, like recruitment, training, and reward systems.
When done well, HRM policies lead to positive HRM outcomes. These include the previously
mentioned retention, cost-effectiveness, commitment, and competence.
These positive HRM outcomes lead to long-term consequences. These can be individual,
organizational, and societal.
This model explains that all organisations will record achievements in organisations
performance provided they identify, gain commitment to and put in place a set of human
resource management practice e.g. reward practice. (Guest, 1997) said and I quote, ‘In this
model, ‘high commitment’ aspect binds with human capital, because it must have a very good
high level of commitment, put in place by the ‘ideal set of practices”. This means that the best
set of human resource practices have to be put in place for the improvement of work output
and well-being of human capital, place priority on how human capital can be motivated, and an
idea to accomplish the organisation’s goals while contingency model concentrates on the
achievement of fit between organisations/businesses and human resource strategies.
It is a situation where definition of organisations aims, policies and strategies, lists of activities,
and breaking down of roles of the department of human resource are updated and only if they
are similar to the circumstances of the organisation. It is essentially about the need to achieve
fit between what the organisation is and wants to become (its strategy, culture, goals,
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Extended Diploma in Strategic Management & leadership
International School of Management Studies, Pune – Maharashtra – India
technology, the people it employs and its external environment) and what the organisation
does (how it is structured, and the processes procedures, and practices it puts into effect).
FOMBRUN MODEL
This model held that HR system and the organizational structure should be managed in a way that is
congruent with organizational strategy. Main focus was on the four functions of HRM i.e. selection,
appraisal, development and rewards and their inter relatedness. This is the first and very simple
model that serves as a heuristic framework for explaining the nature and significance of the key HR
activities. But it is incomplete as it focuses only on four functions and ignores all environmental and
contingency factors that impact HR functions.
DAVID GUEST MODEL
It was developed by David Guest in 1997 and claims to be much superior to other models. This
model claims that the HR manager has specific strategies to begin with, which demand certain
practices and when executed, will result in outcomes. These outcomes include behavioral,
performance and financial related. The model emphasizes the logical sequence of six components
i.e. HR strategy, HR practices, HR outcomes, Behavioral outcomes, Performance outcomes and
Financial outcomes. Looking inversely, financial results depend on employee performance, which in
turn is the result of action oriented employee behaviors. Behavioral outcome are the result of
employee commitment, quality and flexibility, which in turn are impacted by Hr practices. HR
practices need to be in turn with HR strategies which are invariably aligned with organizational
strategies.
Patterson's Model
Patterson's model is based on the perception that HRM in any organisation can be improved by the
following factors:
Increasing the abilities and skills of an employee Increasing motivation and promoting positive
attitude. Providing employees with expanded responsibilities so they can make full use of their skills
and abilities.
Patterson's Model believes that if employees' are given adequate motivation, their performance
increases, directly affecting the organisational performance. This model also talks about giving
employees more scope to experiment and make full use of their skills. To know more you can
subscribe for free to Book Chums eBooks subscription.
HRM ACTIVITIES EXPECTED IN AN ORGANISATION
HR Planning and analysis
HR planning requires auditing of current jobs. Current job descriptions provide the basic details
necessary for this internal assessment, including such items as the jobs available, current number of
jobs and positions, and reporting relationships of the jobs. By identifying the functions currently
being performed and calculating the time being spent to perform them, managers and HR specialists
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International School of Management Studies, Pune – Maharashtra – India
can redesign jobs to eliminate unnecessary tasks and combine responsibilities where desirable.
When reviewing the information provided by both employees and supervisors, a team composed of
the HR Manager, the Director of Administration, and an outside consultant noted that several duties
associated with maintaining customer service records were divided among three employees. This
often led to delays in recording customer payments and scheduling repair services. The team
regrouped the various customer service duties so that two of the employees performed complete
but different functions.
STAFFING
Equal employment opportunity guidelines clearly require a sound and comprehensive job analysis to
validate recruiting and selection criteria. Without a systematic investigation of a job, an employer
may be using requirements that are not specifically job related. For example, if a medical clinic
requires a high school diploma for a medical records clerk job, the firm must be able to justify how
such an educational requirement matches up to the tasks, duties, and responsibilities of that job. It
must be able to show that the knowledge, skills, and abilities needed by the medical records clerk
could be obtained only through formal education.
Organizations use job analysis to identify job specifications in order to plan how and where to obtain
employees for anticipated job openings, whether recruited internally or externally. For example, a
job analysis for a small manufacturer of electric equipment showed that the Accountant II job,
which traditionally had required a college-trained person, really could be handled by someone with
high school training in bookkeeping and several years of experience. As a result, the company could
select from within and promote a current accounting clerk. In addition to saving on recruiting costs,
promotion can have a positive impact on employee commitment and career-planning efforts.
HR DEVELOPMENT
By defining what activities comprise a job, a job analysis helps the supervisor explain that job to a
new employee. Information from job descriptions and job specifications can also help in career
planning by showing employees what is expected in jobs that they may choose in the future. Job
specification information can point out areas in which employees might need to develop in order to
further their careers. Employee development efforts by organizations depend on the job
descriptions and job specifications generated from job analyses.
Compensation and benefits
Job analysis information is essential when determining compensation. As part of identifying
appropriate compensation, job analysis information is used to determine job content for internal
comparisons of responsibilities and external comparisons with the compensation paid by competing
employers. Information from job analysis can be used to give more weight, and therefore more pay,
to jobs involving more difficult tasks, duties, and responsibilities. Employees’ perceptions of fairness
and equity are linked not only to how the extrinsic rewards they receive compare with those given to
others both inside and outside the organization but also to those rewards they expect for
themselves.
Job analysis also can aid in the management of various employee benefits programs. For instance, a
job analysis can be used to determine what functions can be performed by workers who have been
on workers’ compensation disability leave.
HEALTH, SAFETY AND SECURITY
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Job analysis information is useful in identifying possible job hazards and working conditions
associated with jobs. From the information gathered, managers and HR specialists can work together
to identify the health and safety equipment needed, specify work methods, and train workers.
EMPLOYEE AND LABOUR/ MANAGEMENT RELATIONS
Where workers are represented by a labor union, job analysis is used in several ways. First, job
analysis information may be needed to determine if the job should be covered by the union
agreements. Specifically, management may be able to exclude a supervisory job and its incumbents
from the bargaining unit. Second, it is common in unionized environments for job descriptions to be
very specific about what tasks are and are not covered in a job. Finally, well-written and specific job
descriptions can reduce the number of grievances filed by workers.
In one manufacturing plant, a worker refused to sweep up his work area and was disciplined. He
filed a grievance and won, because cleaning his work area was not mentioned in the job description.
TASK 2
Assess the purpose of Strategic human resource management activities in Google
IMPORTANCE OF STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic human resource management is a part of human resource management. Rather than
focusing on internal issues of HR, SHRM focus on addressing and solving problems what effect
people management related issues in the long run globally. So the main importance of strategic
human resources is to increase employee skills by focusing on business problems that happens
outside of human resources. The actions that needed to be taken at first for a strategic human
resource manager is to identify key HR areas ,where strategies will be implemented in the future to
improve employees productivity, motivation and skill.
Human Resource managers are facing with some issues such as performance management,
employee participation, human resource flow, reward systems and high commitment work systems
in the context of globalization. These are some of the major issues that HR management involved in
SHRM that implemented in the first decade of the 21st century:
Internationalization of market integration.
Significant technological change.
New concepts of general management.
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Cross-cultural factors
The economic trend transferring from developed to developing countries in the world.
SHRM also reflects some of the contemporary challenges faced by Human Resource Management.
Such as aligning HR with core business strategy, demographic trends on employment and the labour
market, integrating soft skills in HRD and finally Knowledge Management.
INFLUENCE AND IMPACT OF HRM ON AN ORGANIZATIONAL STRATEGY
Many organizations face a volatile market situation. In order to create and sustain competitive
advantage in this type of environment, organizations must continually improve their business
performance. Increasingly, organizations are recognising the potential of their human resources as a
source of sustained competitive advantage. Linked to this, more and more organisations are relying
on measurement approaches, such as workforce scorecards, in order to gain insight into how the
human resources in their organisation add value. The increasing interest in measurement is further
stimulated by a growing number of studies that show a positive relationship between human
resource management and organizational performanceThe relationship between HRM and firm
performance has been a hotly debated topic over the last two decades, with the great bulk of the
primary scientific research coming from the USA and, to a lesser extent, the United Kingdom Both
organizations and academics are striving to prove that HRM has a positive impact on bottom line
productivity. The published research generally reports positive statistical relationships between the
greater adoption of HR practices and business performance.
PURPOSE OF HRM
The first & at most concern of SHRM is to focus on actions that distinguish an organization/firm from
its competitors.
It provides idea to allocate the resources of organization to most match & capable Employee.
It design the foundation of organization to achieve efficient business benefits, structure, culture,
employees values propositions and effective communication strategic plan for HRM.
SHRM also keep track of down turns, down falls, risks and other business acquirement.
SHRM also take part in employee recruitment, hiring, training and assessments processes.
SHRM add its expression in business’s decision making task.
Strategic Human Resource Management give emphasis to organizational codes of moral values and
manage public crash of business.
SHRM provide tactic and proposal to the director of organization.
SHRM take your business to the new level, integrates HR workflow, defines new goals, aligned
employee work force for business flourishing.
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TASK 3
Evaluate the contribution of Strategic Human resource management (SHRM) to the achievement
of an organization objective
OBJECTIVES AND PURPOSE OF SHRM
1. Defining Organizational Structure And Driving Productivity
Human Resource Management is a method to realize competence and drive efficiency in
organizational work. Therefore, its chief determination remains in accomplishing organizational
goals. It has to benefit organizations by outlining clearly defined aims and achieving them.
Apart from meeting the organizational goals, Human Resource Management also describes the key
problems to be taken care of and governs rules and urgencies. It engenders organizational efficacy,
by hiring efficient people, training them and effectively employing the workers.
It should also develop the service that organization provides to the society through structuring
employee confidence in a positive direction, which is at the front of effectual individual and group
performance.
2. Building Coordination Between Organizational Departments
Human Resource Management is responsible for coordination and harmonious functionality within,
and between different departments. The resources are organized to achieve business objectives.
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Also, it is to be made certain that there is functional utilization and all-out growth of human
resources.
Human Resource Management should aim at making effective use of the workforce through proper
direction of the organizational sectors. This includes refining the conditions for successful outcomes,
by making appropriate decisions about human resource planning, recruitment, evaluation, rewards,
training and improvement and staff associations that are reliable and sustain the business strategy.
3. Offering Employee Satisfaction
It has become harder than ever for companies to hire and sustain capable people because of the
rising global competition. Add to it, the lack of sufficiently skilled personnel. As such, it becomes an
undeniable priority for Human Resource Management to hire and train the right talent.
It should be ensured that there is an environment of respect among people in the organization, and
individual needs are catered to. The HR strategies, policies and ideas for individual improvement
must be cohesive with the organization’s strategic goals.
It should gratify individual objectives of employees so that personal and organizational objectives
can be aligned, conducive to reaching maximum productivity and establishing a certain competitive
edge.
4. Keeping Up With The Societal And Ethical Models
It must be the responsibility of Human Resource management to ensure that legal, ethical, and
social environmental issues are suitably dealt with. It must make sure that the human resources are
officially and compliantly coped with and their requirements are recognized and fulfilled. It should
also consider the societal ethics and undertake social responsibility.
It must also try to enhance organization’s competitive advantage through social strategies, by
pitching in ethically to the necessities and challenges evolving in the society. The societal objectives
also involve legal issues such as equal opportunity and equal pay, which should be given due
concern.
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International School of Management Studies, Pune – Maharashtra – India
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International School of Management Studies, Pune – Maharashtra – India
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