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KopyK
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STRATEGICHUMAN RESOURCEDEVELOPMENTConcepts and Practices
Kesho Prasad
KopyK
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STRATEGIC HUMANRESOURCE DEVELOPMENT
Concepts and Practices
KESHO PRASADManagement Consultant
New Delhi-1100012012
KopyK
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STRATEGIC HUMAN RESOURCE DEVELOPMENT: Concepts and PracticesKesho Prasad
© 2012 by PHI Learning Private Limited, New Delhi. All rights reserved. No part of this book maybe reproduced in any form, by mimeograph or any other means, without permission in writing fromthe publisher.
ISBN-978-81-203-4430-3
The export rights of this book are vested solely with the publisher.
Published by Asoke K. Ghosh, PHI Learning Private Limited, M-97, Connaught Circus,New Delhi-110001 and Printed by Baba Barkha Nath Printers, Bahadurgarh, Haryana-124507.
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Preface xv
PART A: STRATEGIC HRM AND HRD
1. Strategy, Strategic HRD and Strategic HRM 3–38
Concepts 3Definition of Strategy 5
Rise of the Concept of Strategy 6
CASE ILLUSTRATION (TATA MOTORS) 8
Strategic Fit 8Strategic Intent 8
Transition from Control to Commitment 9HRM System 13
Craft System 13Market System 14Technical System 15The Career System 16Commitment System 17The Control Model 21The HRM Concept 23HRM Practices in Indian Organizations 23
SHRM (Strategic Human Resource Management) 26
Emergence of SHRM 26Aims of SHRM 28Focus of SHRM 28Special Features of SHRM 29Models and Framework of SHRM 30Contingency Model/Approach 31The 5-P Model 31
Business Strategy Development Not Solution to All Organizational Problems 34
Summary 36Conclusion 36
Review Questions 36References 37
Contents
iii
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iv Contents
2. Organizational Development 39–50
OD Definition 39
OD as Action Research Oriented Interventions 41OD Intervention Following a Total System Approach 42OD as a Normative Approach 42
The Technology of Organization Development 43
Individual Interventions 43Group-based Interventions 43Macro OD Interventions 46
Summary 49Conclusion 50
Review Questions 50References 50
3. Human Resource Planning, Strategy and Training 51–67
The Concept 51Corporate Plan and HR/Manpower Planning 51
Manpower Planning in Practice 52Macro Planning 53Micro Planning 53
HR/Manpower Planning Practices in Corporate Bodies 53
CASE STUDY Metro Manufacturing Unit Limited, Allahabad 54
Manpower Planning and Training 55
Manpower Models 56Technological Changes and Manpower Planning 57Use of Computer in Manpower Planning 57
ILLUSTRATIVE CASES ON USE OF TECHNOLOGY IN MANPOWER PLANNING 57
Human Resource Inventory System (HRIS) 59
Forecasting Manpower Supply 59
Overview of Planning Tools and Techniques 61Human Resource Strategy 64
Summary 66Conclusion 67
Review Questions 67References 67
4. Strategic Selection, Utilization and Retention of Human Resources 68–97
Environmental Context of Strategic Selection and Its Impact 68
Strategic Selection 69
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Contents v
CASE STUDY AGGAI 69
The Context of the Environment 70
External Factors 70Internal Factors 73Use of Tools and Techniques in Strategic Selection 74Dealing with Employee Surplus 77
CASE STUDY BHEL 77
Re-deployment and Re-training 78
Early Retirement—Golden Handshake 79
CASE STUDY HLL 79CASE STUDY AGIEL 80
Downsizing 80
Strategy for Retention 81Organizational Culture and Retention 83
CASE STUDY Hexatel 84
Designing Career Paths 85
CASE STUDY ISPL 86
Succession Plan 87Performance Potential Appraisal 87
CASE STUDY 88
How Appraisal System Works 88Selection Methods 90
The Objective Tools in Selection 90
Termination Strategy 90
CASE STUDY AVP Group of Industries 91
Timing of Termination is also Important 92Exit Interviews 93Domestic Enquiry 93
Implementation Challenges 94
Career Paths for Professionals and Dual-Career Couples 94Career paths for Technical Staff 94Dual-career Couples 94
Summary 95Conclusion 96
Review Questions 96References 96
5. Competency Mapping 98–125
Introduction to Competency Mapping 98Origin of the Concept 99
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vi Contents
Competency Model 99
CASE STUDY A Mortgage Banking Company 99
Why Competency Model? 101Identification of Innate Capabilities 102
Identification of Competencies 103
Assessment Centre 104Development Centre 105Processes to be Firmed up in Identification of Competencies 105
Developing Competence Model 105
Decide on the Methodology for Collection of Data 105Conducting Interviews 108Direct Observation on Job 112Developing Interim Competency Model 113
CASE STUDIES 114
Case A 114Case B 115
Validating Competency Model 116
Data Collection 116Main Findings 121
Finalizing Competency Model 122Implementation of Competency Model in HRM Systems 123
Prepare Formatting of Skills 123
Summary 123Conclusion 124
Review Questions 124References 125
6. Strategy Oriented Performance Measurement Systems 126–134
Measuring Performance 127
Management By Objectives (MBO) 127Graphic Rating Scale 129Behaviourally Anchored Rating Scale (BARS) 130360 Degree Feedback System 131
Summary 133Conclusion 133
Review Questions 133References 134
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Contents vii
PART B: TRAINING AND DEVELOPMENT
7. Strategic Training and Development 137–187
Introduction to Training 137
CASE STUDY BSP 138
Training Need Analysis (TNA) 138Designing Programmes 139Course Duration 140
Training and Development of Managers 141
Conducting Training Programmes 142Role of a Training Specialist 143Training Budget 143
Integration of TNA with Organizational Goals 144
Training Indicators 144Evaluation 145Need for Evaluation 146
CASE STUDY BSP 147
Prioritizing Training 147Skill Development Mission 148Objectives of the Skill Development Training Programmes 148Extension Centres 149The Challenges of Skill Development 149
Developmental Needs of Managers 150
Assessment of Training and Development Needs of Managers 151
Appraisal for Management Development 151
The Process of Development of Managers 152
Methods of Developing Managers 153
Job Rotation 153Understudy 154On-job Coaching 154Growth Laboratories/Sensitivity Training 154Transactional Analysis 154Off-job Training 159Job Enlargement 159Job Enrichment 160
Training Methodologies 162
Non-experiential Training 162Experiential Learning 166Discovery Method 166Types of Experiential Learning 167
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viii Contents
Techniques Used in Executive Development Course 169
Brainstorming 169Syndicate Working 169
Preparation of Physical Facilities for Learning/Training Programme 170Arrangements for Making Use of E-Learning Technologies 170Training Budget 171
Functions of the Training Office/Administration 171
Concept of Human Capital Learning 173
Concept of Human Capital 173
The Principles of Learning 174
Evaluation of Learning 176
Creating a Learning Organization 177
The Genesis 177Organization Development 178The Learning Organization 179The Basis of the Learning Organization 180Aims of a Learning Organization 180Creating a Learning Culture 181Importance of Creating a Learning Organization 182
Summary 184Conclusion 185
Review Questions 185References 186
8. Technology Enabled Learning and Training Systems 188–217
Introduction 188Technological Explosion 189
Technology Transfers, Workplace and Learning 190
Influence of Technology on New Organizations 190
Convergence of Knowledge Content, Communication and Computing 190Globalization 190Knowledge-based Economy and Knowledge-based Organization 191Virtual Organizations and Economy 191Mass Production to Molecular Structure and Economy 191Internet-based Economy 191Digitalized Services, Organization and Communication 191Presumption 191Real-time Adjustment of the New Enterprise to the Changing Scenario 192Divergence/Discordance 192Peer-to-Peer Network Computing 192Innovation 192
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Contents ix
Diversity in Usage of Technology 192
Rise in Use of Learning Related Technology 193
Typology of Learning Technologies 194
Electronic Performance Support System 194
CASE STUDY Andersen Consulting, USA 199
Software Applications 199
Learning Management System (LMS) 200Learning Content Management System (LCMS) 201Comparing LMS and LCMS 201
Interactive Multimedia (IMM)/Computer-based Training (CBT) 202
Multimedia is Interactive 203Technology of Multimedia 203Benefits of Interactive Multimedia 204Computer Networks 204
Use of Web in Internet Application 205
Web-based Workplace Training 205
CASE STUDY Digital Corporation, USA 206
The Most Popular Uses of Web 206
Use of Television and Video in Learning 207
Television Usage in Educational Sector 207Coverage of TV Programmes for Training Purposes 207Videotapes 208Digital Videoconferencing 208Desktop Video 209Audiography 209Desktop Publishing 209Electronic Presentation 210Paperless Workplace 210
Use of Software in Human resources/Information Management Systems 211Distance Learning 212
Features of Distance Learning 212
Open Learning 213Just-in-Time Learning (JITL) 213
Summary 214Conclusion 216
Review Questions 216References 217
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x Contents
PART C: ORGANIZATIONAL BEHAVIOUR
9. The Individual and the Organization 221–235
The Concept of Self 221
Self-esteem 221Perception 224Projection 225
Values and Attitude 227
Values 227Beliefs 227Personality 228The Logic and Concept of Learning 230Communication 231Interpersonal Dynamics 231Role of Electronic Media (Communication Networks) in Interpersonal
Dynamics 233
Summary 233Conclusion 234
Review Questions 234References 235
10. The Individual and the Group 236–251
Group Dynamics 236
Small Group 236The Inner Circle 237
What is a Group 237
Group Membership 237Group Formation 238Group Development 238Functions of a Group 238Group Behaviour 239
Intergroup Dynamics 241
Interdependencies between Groups 241Intergroup Relations 242
Management of Conflicts and Intergroup Relations 243
Management of Conflicts 244Levels and Sources of Conflicts 245Management of Conflicts 248
Summary 249Conclusion 250
Review Questions 251References 251
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Contents xi
11. Power and Influence 252–255
Meaning of Power 252Sources of Power 253
Interpersonal Sources of Power 253
Summary 254Conclusion 254
Review Questions 254References 255
12. Organizational Climate and Human Resource Environment 256–295
Introduction 256Environmental Scanning 257
Trends in Utilization of HR 257Technological Innovations 258
CASE STUDY 259CASE STUDY 260
Management Trends 261
CASE STUDY 262
Total Quality Management 262
CASE STUDY Xerox 263CASE STUDY Ford Motors, North American Automobile Group 273CASE STUDY 274CASE STUDY BHEL Bhopal Plant 276CASE STUDY 280CASE STUDY BHEL, Bhopal Plant 283
Demographic Changes 285
CASE STUDY Tata Motors 286
Organizational Structure 287International Developments 288Organizational Culture 291
Summary 292Conclusion 294
Review Questions 294References 295
13. Organization Structure and Design 296–324
Introduction 296
Types of Organization Structure Design 297
CASE STUDY IT Companies 300
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xii Contents
CASE STUDY AHEIL, Jhansi 301CASE STUDY Global Matrix Organization at Ford, USA 301CASE STUDY 303CASE STUDY TESCO 308CASE STUDY Pricewaterhouse Consultancy 309CASE STUDY Yorkshire Water, UK 311
Models of Organization Structure 316Designing Organizational Structure 318
CASE STUDY TELCO 321CASE STUDY 321
Summary 322Conclusion 323
Review Questions 323References 323
14. Organizational Culture and Leadership 325–342
Introduction 325Culture 325
Corporate Culture 326Significance of Corporate Culture 327Culture and Strategic HRM 328Culture as a Subject of Study in HRM 329
The Concept of Organizational Effectiveness 330
Meaning of Effectiveness 330Organizational Effectiveness 330Factors Effecting Organizational Effectiveness 331
CASE STUDY 332
Inter-se Relation of Effectiveness to Enterprise 333Nature of Leadership Role in Strategic Management Process 334Leadership Role in the Process of Strategic Management 335
Summary 339Conclusion 340
Review Questions 341References 341
15. Strategic Motivation 343–360
Historical Perspective 343
Reward Strategy 343The Origin of Reward Strategy 347
Theories of Motivation 349
Classical Approach 349
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Contents xiii
Emergence of New Concepts/Thinkers 349Frederick Herzberg’s Motivation-hygiene Theory 350McClelland’s Trichotomy of Needs 351Douglas McGregor’s Theory X and Y 353V. Room’s Expectancy Theory of Motivation 354Relevance of Expectancy Theory 355
Summary 357Conclusion 358
Review Questions 359References 359
16. Compensation Management 361–378
Compensation System 361
Performance Related Pay 361Performance Linked Pay (PLP) 362Competence Linked Pay (CLP) 363Contribution Linked Pay (CLP) 363Skill-based Pay 363Opportunities for Advancement 364Team-based Pay Plan 364
CASE STUDY Star Engineering Corporation, Mumbai 365
Variable Compensation 366
CASE STUDY Jigs and Tools Manufacturing Company, Jamshedpur 366
Broad Banding 367Inadequacies of the Traditional Compensation approaches 368Job Design 371
Socio-technical System 372
CASE STUDY Volvo Kalmar Car Plant 372CASE STUDY Terrytown, New York Project of General Motors Car Assembly 373
Summary 375Conclusion 376
Review Questions 377References 377
PART D: GLOBAL HRM
17. Global HRM and Challenges 381–402
Globalization 381
CASE STUDY OTIS Elevator Company 381
HRM as Part of Global Strategy 382Challenges to HRM from Global Organization Strategy 383
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xiv Contents
Human Resource Management in Operation 383
CASE STUDY Swiss based MNC, Helvetica Chemical Company 384
Global Human Resource Management 386
Expatriate Staff 387Global Organization’s Policies for Expatriates 389Search for Talents 389
Retention and Career Management in Global Employers 391
Performance Evaluation 391Receiving vs Giving Feedback 392
CASE STUDY ABB Operations in China during late 1990s 392
Skills Development of and Roles Played by Global Managers 393Global Manager’s Roles 394
International Organizations Strategy—Implications for HRM Policy 396Typology of Firms 397
Ethnocentric Firms 397Polycentric Firms 397Geocentric Firms 397
Phases of Internationalization of Human Resource Management 397
Summary 400Conclusion 401
Review Questions 401References 401
Glossary 403–404
Name Index 405–406
Subject Index 407–408
Strategic Human ResourceDevelopment: Concepts And Practices
Publisher : PHI Learning ISBN : 9788120344303 Author : Kesho Prasad
Type the URL : http://www.kopykitab.com/product/11822
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