Professional Documents
Culture Documents
5CHR Session 1 Sept 2017
5CHR Session 1 Sept 2017
14.9.17
What is it all about ?
• Organisations do not operate in a vacuum.
Learning Outcomes
Assignment
• 3000 words
• Academic Concepts, theories, practice
• Critical assessment with evidence
• Referenced (Harvard)
Learning objectives today
Introducing themes, explore in depth next week…
Taylor Woodhams p5 :
• HRM mark 1:
is likened to traditional personnel management
• HRM mark 2:
is strategic and delivered by HR professionals
and line managers - body of activity related to
the organisations relationship with people
An evolution……
Farnham…..
The Business Environment
Porters 5 forces
• Threat of new entrants
• Power of suppliers
• Power of buyers
• Threat of substitutes
• Rivalry among competitors
Internal
External
Looking forward…
Next week we will continue to look at LO1 and 2
Look at Ulrichs models – three legged stool – does it exist in your organisation ?
CIPD / Kogan Page for main text books. Look at CIPD website. Contact Library for
other information
Thank you for your work today and good luck with your first assignment.
You may bring in hard copies of your work so far for me to look at next week
if you wish.
Miles and Snow
DEFENDER PROSPECTOR
Few products, niche market, block Responds to change, innovates,
new entrants, high control, wider range, move with times,
centralised, stable, quality, decentralised, exploit local markets,
specialist – Rolex, Ferrari, Rolls less control – 3M
Royce
ANALYSER REACTOR
Stable market, watch others, adopts Uncertain market, lot of info, lack
ideas, good value, not innovators strategy, lacks structure, reactive
Figure 1.1: Current Roles in the HR Function
Figure 1.3: The Harvard model of HRM
Outsourcing
sub-contracting HR activities
Benefits:
• less costly than in-house
• access to knowledge and expertise
• access to appropriate facilities
Problems:
• legal implications
• controlling contractor’s performance
• security of organisation information
Figure 1.2: Possible links between HRM and
business performance
HR effectiveness
Quality of goods
and services
Business
strategy
HR HR Financial
practices outcomes performance
HR
strategy
Productivity