Strategic Human Resource Management

Program : MBA Class of : 2011

Credit : 3 Sessions : 33
Course Code : SL HR 602

Objective
The course is designed to provide linkages of Business Strategy to HR Strategies-Policies & Systems. It is designed
to equip the student with the tools & techniques essential as a strategic contribution of HRM to organizational
success. The course is aimed at creating a practical understanding about the interaction of an organizations strategy
with human resource management function to create sustained competitive advantage. This course will focus on
issues on how HR function can create an alignment with business strategy and contributes to business performance.
It will help to appreciate how HRM is critical to the firm’s survival and its relative success.

REFERENCE BOOKS AUTHOR / PUBLICATION

Strategic Human Resource Management: A
General Managerial Approach.
The HR Scorecard, 1st e
Aligning Human Resource and Business
Strategy.
Human Resource Strategy
Handbook of Strategic HRM- The key to
Improved Business Performance
Greer, Charles R. Pearson Education Asia -
02nd edition 2009.
Becker, Brian E. et al. HBS Press - 2001
Holbeche, Linda. Butterworth Heinemann -
2009
Dreher, George F./ Dougherty, Thomas W. Tata
McGraw Hill
Armstrong, Michael / Baron, Angela.
Jaico Publishing House - 2007

Detailed Syllabus HR contributions to strategy - competitive

Understanding Strategic HRM: Traditional Vs
strategic HR, Typology of HR activities, ‘Best fit’
approach Vs ‘Best practice’ approach, HR strategy
and the role of national context, sectoral context and
organizational context on HR strategy and practices,
Investment perspective of human resources.
Aligning HR Systems with business strategy:
Sustained competitive advantage – how HR adds
value to the firm - HR as scarce resource - inimitable
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
departments, 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, Designing congruent HR systems.
HR Strategy Formulation: Brief overview of
strategic planning and planning in SBUs, HR
Strategy and HR Planning, HR Strategy in
Multinational, Global and Transnational companies,
intelligence - resource reallocation decisions
HR Strategy in workforce utilization: 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:
Strategic dimensions of performance management,
balanced scorecard, EVA, etc.
HR strategy for training and development:
Benefits, planning and strategizing training,
integrated learning with performance management
system and compensation.
HR Strategy in Global Economy: Strategy and
structure of divisionalized company, HR implications
of divisionalization - forms of control - HRM in
corporate office, HR implications of mergers and
acquisitions - employee expectations - consequences
of acquisitions on HR practices
High Performance Work Practices: Individual high
performance practices, limitations of individual
HPWP, Systems of HPWP - skill system - motivating
system, Individual practices Vs systems of practices,
Universal practices Vs contingency perspectives
Evaluating HR function: Overview of evaluation -
scope - strategic impact - level of analysis - Criteria -
Level of Constituents - ethical dimensions, Suggested Schedule of Sessions
Approaches to evaluation - audit approach - No. of
analytical approach - quantitative and qualitative Topic
Sessions
measures - outcome and process criteria, Balanced
Scorecard perspective, Benchmarking, Accounting Understanding Strategic HRM 3
for HRM - Purpose of measuring cost and benefits of Aligning HR Systems with business 4
HRM - approaches to HRM performance - employee strategy
wastage and turnover rates - cost of absenteeism - HR Strategy Formulation 3
measuring human resource cost.
HR Strategy in workforce utilization 3
HR Scorecard: HR as a strategic partner and
Strategies for Performance and 4
measurement challenge, 7 step Model for
implementing HR’s strategic role, Creating an HR Development
Scorecard, Measuring HR alignment - 2 dimensions HR Strategy in Global Economy 3
of alignment - assessing internal and external High Performance Work Practices 2
alignment - Systems alignment Map
Evaluating HR function 4
Strategic HRM in emerging HR issues: HR HR Scorecard 4
Strategy in workforce diversity - virtual teams -
flexitime and telecommuting - HR outsourcing - Strategic HRM in emerging HR issues 3
contingent and temporary workers - Global sourcing Total 33
of labor, Expatriation and repatriation management in
global HRM, Gender discrimination and Glass
ceiling effect, Employee engagement strategies,
Talent management and retention
Cases
Faculty will be handling eight or more cases
Jack Welch And Jeffrey Immelt: Continuity and
Change in Strategy, Style and Culture at GE
Human Resource Management Practices at the
National Thermal Power Corporation (NTPC) in
India
Valero Energy's HR Practices and Culture
IKEA's Innovative Human Resource
Management Practices and Work Culture
Innovation at Whirlpool: Creating a New
Competency
Semco - A 'Maverick' Organization
Google's Organizational Culture
Pixar's Organizational Culture
Nucor Corp's Organizational Culture
Organization Culture at Goldman Sachs
Real Madrid: The 'Galacticos' Era
HR Restructuring: The Coca Cola and Dabur
Way
(Source: Case Studies in Human Resource
Management Volume V)