Organisational Strategy, Organisational Culture and Hrm

Analyse and evaluate the relationship between Organisational Strategy, Organisational Culture and HRM. What linkages exist between Strategy, Culture and the management of human resources? What are the key initiatives the HRM function can take in these areas in order to support the achievement of organisational objectives?

Your submission should refer to a number of appropriate theoretical models, and should also cite practical examples in support of your arguments. The prevailing [mostly negative] economic environment would be expected to form important context.

Ga igenom vilka modeller som vi kan anvanda pa Google:

Role for HRM stems from two sources of literature. Literature based on the "human capital approach" of Harvard Business School Model - basis for soft approach to HRM

Literature based on broader business strategy literature - grounded on contingency principles but has become associated with the concept of hard HRM. Which is Google?

Two models have been particularly influential in the interpretation of HRM. The "Matching" model, developed by academics at the Michigan Business School, the model emphasis the necessity of "tight" fit between HR strategy and business strategy, hard HRM. Page 7-8, figure 1.1

The Michigan model has a harder, less humanistic edge, holding that employees are resources in the same way as any other business resource. People have to be managed in a similar manner to equipment and raw materials. It limits the role of HR to a reactive, organizational function and under-emphasizes the importance of societal and other external factors. For example, it is difficult to see how the current concern for work life balance could be integrated into this model.

The second, figure 1.2 page 9, was developed by Beer (1984) at Harvard. "The map of HRM territory" recognizes that there are a variety of "stakeholders" in the corporation.

The Harvard interpretation sees employees as resources. However, they are viewed as being fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.'

The Harvard Map or model outlines four HR policy areas:

* Human resource flows - recruitment, selection, placement, promotion, appraisal and assessment, promotion, termination, etc.

* Reward systems - pay systems, motivation, etc.

* Employee influence - delegated levels of authority, responsibility, power

* Work systems - definition/design

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