Chapter 16: Understanding HR objectives and strategies

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  • Understanding HR objectives and strategies
    • Human Resource Management
      • the management of people at work in order to assist the organisation in achieving its objectives
    • Horizontal matching
      • individuals are selected, perform tasks snd are appraised. Appraisal leads to rewards and payment which impacts upon performance or training and development which affects performance and can lead to selection for higher positions
      • each individual policy adopted in the management of people, such as recruitment and training and payment systems, should fit with every other policy used
    • Vertical Matching
      • HRM policies should fit with the overall strategic position of an organisation, meaning that how people are managed is determined largely by the goals the company has set itself and that employees are organised to ensure these goals are met
      • approach of HRM is integrated into the long term competitive position of the firm by linking individual HRM policies and outcomes with the goals of the organisation as a whole
    • Personnel Function
      • training and development
      • recruitment and selection
      • fringe benefits
      • human resource or workforce planning
      • appraisal
      • consultation
      • health and safety issues
      • collective bargaining
      • employment legislation
      • wage and salary systems
      • disciplinary and grievance
    • HR objectives
      • Making full use of the workforce's potential
      • Maintaining good employee/ employer relations
      • Minimising labour costs
      • Matching workforce skills and size and location of workforce to requirements of a business
    • Internal Factors influencing HR objectives
      • financial constraints
      • organisational structure
      • corporate culture
      • trade unions
      • new technology
      • overall performance of the business
    • External Factors influencing HR objectives
      • structure of the population
      • actions of competitors
      • legislation
      • political/ economic factors
      • social factors
      • technological change
    • Hard HR strategy
      • McGregors Theory X managers
      • treats employees as a resource, just like other resources, to be monitored and used in an efficient manner in order to achieve the strategic objectives of the organisation
    • Soft HR strategy
      • McGregors Theory Y managers
      • views employees as valuable assets, a major source of competitive advantages and of vital importance in achieving strategic objectives


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