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    Strategic Human Resources Management 

    Course information: 

    Course Code: MNJ6327

    Credit: 3

    Participant: Undergraduate Student 

    Delivery From: Management School of Economics Department

    Universitas Negeri Yogyakarta, Indonesia

    This course is delivered by: 

    Prof. Setyabudi Indartono, Ph.D (Profile)

    Contact: 

    • eMail: setyabudi_indartono@uny.ac.id
    • WhatsApp: 081578004072

    Courses Requirements/Relevant:

    1. Human Resources Management

    2. Organizational Behavior

    Course Description:

    Strategic human resource management (strategic HRM, or SHRM) may be regarded as an approach to the management of human resources that provides a strategic framework to support long-term business goals and outcomes. The approach is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment, and matching resources to future needs.

    As illustrated in this work, strategic human resource management is a complex process that is constantly evolving, with theory in this area a subject of ongoing discussion by academics and other commentators. Its definition and relationships with other aspects of business planning and strategy are not absolute and opinion varies between writers.

    Several issues of SHRM are How to Do Human Resources Strategic Planning (Need basic information about Human Resources’ strategic planning and management as a function or department within an organization?; Develop a Human Resources Department Business Plan; Create Value With Human Resource Measures; Build a Strategic Framework: Mission Statement, Vision, Values;  How to Implement Strategic Planning: Vision Statement, Mission Statement, Values, More;  How to Get a Seat at the Executive Table: Ten Tips; Create Your Personal Vision Statement; Identify and Live Your Personal Values; Thinking Strategically First Makes Strategic Planning Work; Strategic Planning Pitfalls – to Avoid;  What Is Human Resource Management?; Recession Planning for Employees; Reinventing HR from the Classroom to the Boardroom; Strategic Human Resources: Avoiding Circular Conversations; The Strategic HR Coach; A New Role for HR: Support Your Company’s Brand; Why Human Resources Leaders Need Degrees; Vision Is Your Desired Future; Mission Is What You Do ; Core Values Are What You Believe; Poll: Why Is Creating a Personal Vision Statement Important? and HR Redesign.

    Benefit.

    Strategic Human Resources Management is a significant challenge for the HR Department. It is also a major issue for the line management of the organization. The daily HR procedures change and line managers get new responsibilities. They have to take over the tasks and duties of HR Managers; they have to become accountable for their teams in full. It comes with many benefits for employees, managers, Human Resources Department, the business, and the leadership team. The organization usually implements the underlying principles of Strategic HR Management in the moment of the crisis. It creates pressure on Human Resources and line managers because they can see the introduction of SHRM as a part of the issue. The managers do not realize that the cause of the problem is the internal crisis; they just start feeling it when they are asked to change their attitudes and behaviors. This needs to be taken into account that most benefits of SHRM introduction are not visible immediately; new practices and procedures need time to settle down. It is important to realize that the Strategic Human Resources Management is entirely independent of the HR Strategy. The strategic approach is about the way how Human Resources work; it is not about the vision of Human Resources. The HR leaders tend to mix both approaches, but they are independent. A great company can align both, but it is a long journey. Most companies start with the introduction of the strategic approach to Human Resources which is closely followed by the updated HR Strategy (more on HR Strategies). the main advantages of the Strategic Human Resources Management introduction can be divided into six areas:

    • New ways of the Valuation of Assets and Human Capital Measurement;
    • Strategic HR Planning;
    • HR Processes Redesign and Rigor;
    • HR Outsourcing of non-value-added processes;
    • Consistent Management of Functions and Skills;
    • Human Resources Development in the organization;

    General Learning Outcomes:

    In the wake of completing this course, students are expected to:

    1. Have a deeper acknowledgment to operate Human Resources Management.
    2. Able to express current issues of managing people within the organization from both local and global perspectives
    3. Create future orientation on managing human resources
    4. Describe important variable influenced strategic pattern on human resources management
    5. Formulate strategies on HRM
    6. Evaluate the implementation of SHRM

    How to learn strategic HRM

    This course requires the student to learn the issues of strategic HRM by:

    1. Explore various reference of the issues, i.e, the description discourses, antecedents, and outcomes of strategic HRM
    2. Discussing a lot of cases of the issues from the literature
    3. Discussing and sharing among students' experiences
    4. Do a few tests

    Competencies

    This course is delivered for students of HRM concentration/focus study in the 5th-6th semester. Hence it is required students passed some basic management course as illustrated.

    Blooms' Outcomes

    Course duration : 16 Session, each session takes a week time from Sunday to Saturday

    Course Outline 

    1. Session I Course Introduction
    2. Session II Concept and Issues ( Key Terms and Concepts ; 1 concept and issues )
    3. Session III Global and Local views (global views ; global context ; globalization ; 2 Global Views)
    4. Session IV Competitive advantages (competitive adv and shrm  ; shrm and competitive advantages ; 3 COMPETITIVE ADVANTAGE)
    5. Session V Organizational characteristics (4 organizational characteristics)
    6. Session VI Personal Characteristics (5 personal characteristics)
    7. Session VII Stake Holder Characteristics (6 Stakeholder Characteristics)
    8. Session VIII SHRM: Samples and consequences {Modes of theorizing in SHRM ; Implications for research ; the nature and consequences of human resource strategy ; change, strategy and strategic human resource 
    9. Session IX  SHRM formulation {3 stages ; Innovation in SHRM  The Role of Strategy Architect in the Strategic HR Organization 
    10. Session X SHRM Evaluation {Legitimacy of HRM practice ; development of HRM effectiveness ; assessing value of international workers 
    11. Session XI  Individual Research Proposal Presentation
    12. Session XII Individual Research Proposal Presentation
    13. Session XIII Individual Research Proposal Presentation
    14. Session XIV Individual Research Proposal Presentation
    15. Session XV Individual Research Proposal Presentation
    16. Final Exam

  • 31 January - 6 February

    Introduction Session

    Course Brief: 

    Setelah mengikuti mata kuliah ini mahasiswa memiliki kemampuan dalam Memiliki pemahaman, ketrampilan, dan inisiatif dalam mengidentifikasikan dan menyelesaikan problem, isu, dan tantangan pengelolaan SDM di tataran strategis organisasi, serta mampu mempresentasikannya (CPMK) 

    Untuk mencapai Capaian Pembelajaran Program Studi S1 Manajemen (CPL) pada Matakuliah ini:

    1. Menguasai teori dan praktek ilmu Manajemen dan bisnis
    2. Menguasai teori dan praktek ilmu Manajemen SDM, Keuangan, Pemasaran, dan operasi
    3. Mampu membuat inovasi kebijakan SDM, Keuangan, Pemasaran, operasi sesuai tantangan global
    4. Mampu mengambil keputusan yang tepat berdasarkan analisis informasi dan data
    5. Mampu memberikan petunjuk dalam memilih berbagai alternatif solusi secara mandiri
    6. Mampu memanfaatkan teknologi pada pekerjaan manajerial dan bisnis
    7. Mampu beradaptasi terhadap tantangan global (Revolusi Industri 4.0, Society 5.0, Education 5.0, Pentahelix Pendidikan Tinggi)
    8. Bertanggung jawab secara Moral dan profesional terhadap hasil kerja individu
    9. Bertanggung jawab secara Moral dan profesional terhadap hasil kerja tim

    Deskripsi Rencana Pembelajaran

    Komponen penilaian mata kuliah ini meliputi:

    Dengan poin soal dan bobot penilaian: 

    Sehingga capaian CPL dalam CMPK adalah:

    Tabulasi skor hasil CPL dari CPMK

    Main Assignment

    This batch is focused on the exploration of various Strategic Model of HR management applied on Different Industries. The aim the investigation is student explore for both individual and organizational development within firms strategies. The findings are included:

      1. The long run strategic map
      2. Description of each stages objectives
      3. Road map of firms strategies
      4. Strategic statements on various specific objectives
      5. Organizational development strategies information
      6. Personal development strategies information
      7. Application of objectives strategies
      8. Evaluation of firms strategies

    model strategi

    model strategi tech talent

    Industries choices:
    1. Education
    2. Finance, Banking, and Insurance
    3. Technology
    4. Agriculture
    5. Health care
    6. Retail and whole seller
    7. Construction or Engineering
    8. Housing and or Environment
    9. Sports
    10. Entertainment
    11. Arts
    12. Tourism
    13. Government
    14. Small Medium Enterprise
        Introduction of the course:

      Dari penjelasan diatas dan dengan aspek penilian sebagai berikut:

       

      maka anda harus memahami setiap tahap perkuliahan yang akan diikuti. Untuk itu mahasiswa harus melakukan evaluasi diri terhadap pemahaman rencana perkuliahan metodologi penelitian bisnis ini dengan mengisi form berikut:

    1. 7 February - 13 February

      Session 2: Concept and Issues

      This session, we'd like to discuss the Concept and Issues of Strategic HRM.

      Although the theory building in strategic human resource management (SHRM) is starting to increased attention among scholars, the practice of it seems still in poor conceptually. Few scholars recognized the importance of theory building in maturing thought and practice in human resource development (HR Development). Gioia and Pitre (1990) and Kuhn (1970) proposed a fundamental assumption about the nature of HR phenomena (ontology), the nature of knowledge about those phenomena (epistemology), and the nature of ways of studying those phenomena (methodology). Furthermore, Burrell and Morgan (1979) offered a useful matrix of four different research paradigms namely the functionalist, the interpretivist, the radical humanist, and the radical structuralist (Lynham, 2000).

    2. Session 3: Perspective, Local & Global Views

      Strategic HRM Approaches

      There are five strategic HRM approaches. It consists of resource-based strategy (RBV), achieving strategic fit, high-performance management, high-commitment management, and high-involvement management.

    3. Session 4: Competitive Advantages

      Competitive Advantages

      The four Ps of marketing – product, place, promotion, and price – certainly present many compelling ways to differentiate your firm’s product or services from those of your competition, and it is often where new entrepreneurs start. However, as you plan to get your business off the ground, you need to consider more than just marketing strategies to achieve a sustainable competitive advantage, no matter which market your firm is in. One of the most important aspects of your business is what is known as your HR strategy and your human capital – you, your team, and your employees.

      Let’s explore the ways human resources can help you enhance your competitive advantage, or even help you create a new one:

      • You may choose to compete by offering the lowest prices on the market. To do so, you must ensure that your operating expenses are as low as possible to maximize profit. By deriving your human capital from a pool independent contractors and/or offshore, for example, you may be able to minimize HR expenses, which, when combined with other methods of reducing business expenses, may help you achieve significant profits. While many Fortune 500 firms have received significant criticism for the use of offshore vendors, they have leveraged this strategy to achieve tremendous profits.
      • A variety of perspectives can yield lucrative ideas about how to differentiate your product or service, or even create new ones. These ideas can come from anywhere, but equity partners, advisory board members, and full- or part-time employees are often the richest source of innovation. 3M’s internal culture is renowned for nurturing employee innovation, by allowing employees a certain amount of time each week to work on projects in which they are interested, even if there is no immediate application. Often, these kinds of projects have led to some of 3M’s most popular products, such as the Post-It note.
      • Highly skilled employees may allow you to offer a superior product for which you can charge a premium. Such is the case with luxury products/services, as well as most firms that are competing based on the quality of their products/services. While it may cost you more to recruit and/or train and retain highly skilled employees who can add value to your offerings, that cost can be passed to the consumer in the form of premium pricing.
      • Maybe your source of competitive advantage is operational effectiveness. Skilled employees, who find ways to reduce internal costs, can increase operating margins. A strong internal culture – one marked by high employee morale and engagement, can increase productivity, and ultimately, increase profits.

      Learn

    4. Session 5: Organizational Characteristics

      This session we'd like to discuss Organizational characteristics 

      They are aspects of organizations that can be identified, usually in relation to performance. For example modern management theory would suggest that organizations with anorganizational climate focused on clear organizational objectives, a clarity of organizational structure, with clear measurement systems enabling the monitoring of progress, with a clear organizational commitment to goal achievement etc would perform better than organizations without these characteristics.

      Characteristics might be explored:

      1. size,
      2. resources,
      3. influence,
      4. sacurity
      5. tenacity.

    5. Session 6: Personal characteristics

      This session we'd like to discuss Personal characteristics 

      It means that one may have the distinctive qualities of person

      ¨Personality
      ¨Value & Belief
      ¨Culture
      ¨Ability & Competencies
      ¨Motive

      value and beliefs

      Belief and Religion: an example

    6. Session 7: Stakeholder characteristics

      This session we'd like to discuss stakeholder characteristics.
      The corporate stakeholder is a party that can affect or be affected by the actions of the business as a whole. The stakeholder concept was first used in a 1963 internal memorandum at the Stanford Research Institute. It defined stakeholders as "those groups without whose support the organization would cease to exist."[1] The theory was later developed and championed by R. Edward Freeman in the 1980s. Since then it has gained wide acceptance in business practice and in theorizing relating to strategic management, corporate governance, business purpose and corporate social responsibility (CSR).
      The importance of stakeholder management is to support an organization in achieving its strategic objectives by interpreting and influencing both the external and internal environments and by creating positive relationships with stakeholders through the appropriate management of their expectations and agreed objectives. Stakeholder Management is a process and control that must be planned and guided by underlying Principles

    7. Session 8: Sample and Consequences (1)

      This session we'd like to discussse the samples and consequence of strategic HRM implementations.

      The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. the strategic perspecteive of HR which has beeb labeled SHRM has gron out of researchers' desire to demonstrate the importance of HR practice for organizational performance. The article of Delery & Doty (1996), documents that, contrary to this criticism, the SHRM literature draws on three dominant modes of theorizing: universalistic, contingency, and configurational perspectives. Ferris et al. (1999) identify three theoretical views on HRM as: (1) best practices (or universalistic); (2) responding to specific strategies and executing certain HRM practices (contingency); and (3) only selecting the HRM practices which fitted the strategy and emphasizing the horizontal and vertical fits of HRM practices (configuration). Seven key strategic human resource practices are identified and used to develop theoretical arguments consistent with each perspective. They found that each perspective can be used to structure theoretical arguments that explain significant levels of variation in financial performance.

      There is a growing body of research showing that the methods used by an organization to manage its human resources can have a substantial impact on many organizationally relevant outcomes. Human resource management (HRM) practices have been linked with turnover (Arthur 19941, productivity (Ichniowski, Shaw, & Prennushi 1997; MacDufYie 1995), financial returns (Delcry & Doty 19961, survival (Welbourne & Andrews 19961, and firm value (Huselid 1995). This growing area of research has been labeled strategic human resource management (SHRM) in that it emphasizes the strategic role of human resources management in meeting business objectives (Delery, 1998).

       

    8. Session 9: Sample and Consequences (2)

      This session we'd like to continue on the discussion of the samples and consequence of strategic HRM implementations.

      In order to survive and prosper in a rapidly changing environment, firms have to consistently use strategies of various types and levels to become more competitive and profitable. The mechanism between the cause and the effect of strategic HRM implementations was significant to the development of academic theories and the applications of firms.However, scholars believed that it has harmed thousands of employees economically, physically, and psychologically. Additionally, it also brought negative impacts to numerous families, and even created social tension and chaos.

      Strategic human resource management (SHRM) has emerged as a, if not the, major paradigm among scholars and practitioners in many parts of the world. SHRM's spreading popularity owes much to an explicit promise of enhanced organizational effectiveness which can be achieved, according to the dominant models, by developing internally consistent bundles of human resource practices -- human Resource strategies -- which are properly matched or linked to extant organizational contexts, most notably business strategies (Dyer and Kochan, 1994; Milliman, Von Glinow, and Nathan, 1991.

      The concept of sustained competitive advantage as the foundation of firm performance is the major tenet in strategy fields. The firm’s ability to integrate, build, and reconfigure internal and external competence to address rapidly changing environments. The resources are required to be reintegrated and reallocated via these business processes in order to be effective. The processes are the combination of efficient and effective actions from organizational level daily routines (Barney and Wright, 1998). They can create profit in rapidly changing markets and environments; for example, developing new products and new business models which were needed by the markets.

       

    9. Session 10-12: HRM Strategic Formulation

      This session we'd like to continue on the discussion of how the strategic HRM is formulated.

      A good strategy is one which actually makes people feel valued. It makes them knowledgeable about the organization and makes them feel clear about where they sit as a group, or team, or individual. It must show them how what they do either together or individually fits into that strategy. Importantly, it should indicate how people are going to be rewarded for their contribution and how they might be developed and grow in the organization.

      (Chief Executive, Peabody Trust)

      Strategic HRM

       Charles Snow, the Mellon Foundation Faculty Fellow at Penn State's Smeal College of Business, discusses the ideas within one of the most influential books in strategic management: "Organizational Strategy, Structure, and Process." The book, which Snow co-authored in 1976, categorizes the various adaptations organizations make according to three types of problems—the entrepreneurial problem, the engineering problem, and the administrative problem.

    10. Session 13: HRM Strategy Evaluation

      This session we'd like to continue on the discussion of the evaluation of strategic HRM is implemented. 

      Importance of Evaluation

      There are a multi-dimension of legitimacy concept that is associated to the managerial perceptions. It is included managerial perception of pragmatic, moral, and cognitive legitimacy. There are various models on measuring the effectiveness of strategies of HRM. Different cluster, culter, and so on, are indicated to have uniques appraisal approaches on the evaluation of strategic HRM.

      Control your strategy

    11. Session 14-16: Individual Task Presentation

      All participant have to prepare well and present their project related the main Assignment of this course.

      This batch is focused on the exploration of various Strategic Model of HR management applied on Different Industries. The aim the investigation is student explore for both individual and organizational development within firms strategies. The findings are included:

      1. The long run strategic map
      2. Description of each stages objectives
      3. Road map of firms strategies
      4. Strategic statements on various specific objectives
      5. Organizational development strategies information
      6. Personal development strategies information
      7. Application of objectives strategies
      8. Evaluation of firms strategies

    12. 25 April - 1 May

      Tugas tambahan 1

      Kelompok (sesuai kelompok presentasi)

    13. 2 May - 8 May

      tugas Tambahan 2 (individu)

    14. Final Course Examination

      The Final exam will be based on the final presentation of the main assignment of this course.

      Hence, all participant are responsible to defend their writing from the respond of their classmates and the instructur.

    15. Final Grading Announcement