Module 9

TABLE OF CONTENT

1.0 Executive Summery 3

2.0 Case study 4-6

3.0 The 5 P Model of Strategic Human Resource Management 5-7

4.0 SWOT analysis 8-11

5.0 PESTEL analysis of the macro-environment 12-14

6.0 PORTER’S VALUE CHAIN 15-17

EXECUTIVE SUMMARY

Human resource management (HRM) is defined as the policies, practices, and systems that influence employees’ behavior, attitudes, and performance.

The field of Human Resources Management as undergone significant changes in scope, functions and activities over many years. There is a radical raise in professional maturity in this field and thus personnel management is now shaped as HRM and further developed as strategic HRM. This involves the managerial personnel of an organization and regards "People as the single most important asset of organization" (Poole and Jenkins 1990).

In this strategy the HR policies and practices has to be consistent emphasizing on team work, flexibility, employee involvement and organizational commitment. HR processes emphasizes on factors like hiring, maintaining the workforce, which are very much needed for the highly competitive growing organizations.

In the modern trend, the important aspect of the management of people lies in the organizational culture and capabilities. The strategic HRM dimensions include “strategic HR practices, flexibility, communication, organizational learning, leadership, coherence, organizational structure, organizational capabilities, empowerment, and management of change, participative management, organizational commitment and organizational culture”.

All over the world a great deal of emphasis is placed on strategic implementation of the HRM .The success of the new policies depends on the introduction and implementation of new strategic HRM policies. The strategy implements on job training, career planning, job rotation and management...