Strategic Human Resource Management: A Guide to Action
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4 HR strategies As described in Chapter 3 strategic HRM is a mindset, which leads to strategic actions and reactions, in the for ...
grated with the business strategy and each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles ...
organization in its life cycle, and the organizational configuration (prospector, defender or analyser). It will also be affecte ...
voice on matters that concern them. It is concerned with communication and involvement. The aim is to create a climate in which ...
l a heavy reliance on team structure for disseminating information (team briefing), structuring work (teamworking) and problem s ...
An insurance company: Without the people in this business we don’t have anything to deliver. We are driven to getting the people ...
and I think that people tend to forget that they are the most important asset. Money is easy to get hold of; good people are not ...
The Children’s Society: l Implement the rewards strategy of the Society to support the corporate plan and secure the recruitment ...
Meet specific staff development and training objectives that not only equip staff to meet their current needs but also prepare ...
either together or individually fits into that strategy. Importantly, it should indicate how people are going to be rewarded for ...
l Business strategy may be an important influence on HR strategy but it is only one of several factors. l Implicit (if not expli ...
The configuration schooldraws attention to the beliefs that, first, strategies vary according to the life cycle of the organizat ...
l ‘downstream’ second-order decisions, which are concerned with internal operating procedures and how the firm is organized to a ...
DEVELOPING HR STRATEGIES Five fundamental questions that need to be asked in formulating HR strategies have been posed by Becker ...
A methodology for formulating HR strategies A methodology for formulating HR strategies was developed by Dyer and Holder (1988) ...
vertical fit difficult is that the business strategy may not be clearly defined – it could be in an emergent or evolutionary sta ...
Implementation plan: action programme; responsibility for each stage; resources required; proposed arrangements for communicati ...
Costs and benefits analysis:an assessment of the resource implications of the plan (costs, people and facilities) and the benef ...
l it is more difficult to gain acceptance of non-routine initiatives; l employees will be hostile to initiatives if the initiati ...
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