Strategic HRM (Functional Electives HR)

Traditional vs. strategic HR, , "best fit" approach vs. "best practice" approach, HR & organizational strategies: stability, growth, retrenchment. HR business strategies: Cost-leadership, focus, differentiation.

Sustained competitive advantage – how HR adds value to the firm – HR as sacarce resource – non-substitutable resource, linking HRM practices to organizational outcomes – assessing and reducing costs – behavioral impact of HR practices – marginal utility models – auditing HR practices and department, linking strategy to HRM practices – corporate HR philosophy and company wide HR standards – HRM leading strategy formulation, alternative HR systems – universalistic – contingency – configurational, congruence and integrated HR systems

Efficient utilization of human resource – cross training and flexible work assignment – work teams – non unionization, strategies for employee shortages, strategies for employee surpluses. Strategies for performance and development : Typology of performance types – marginal performers – under achievers – stars – solid citizens

Overview of evaluation – scope – strategic impact – level of analysis – criteria – level of constituents – ethical dimensions, approaches to evaluation – audit approach – analytical approach – quantitative and qualitative measures – out come and process criteria, , bench marking,– employee wastage and turn over rates – cost of absenteeism – measuring human resource cost

HR as a strategic partner and measurement challenge, seven step model for implementing HR strategic role, creating an HR score card, measuring HR alignment – two dimensions of alignment – assessing internal and external alignment – systems alignment map.