HRM 390

Strategic Human Resource

Management
Chapter Three
Specific HR Strategy

Strategic Human Resource Management

Muhaiminul Islam
HRM 390
Chapter Contents
▪ Downswing Strategy
▪ Employee Engagement Strategy
▪ Organizational Commitment Strategy
▪ Flexible Work Arrangement Strategy
▪ Knowledge Management Strategy
▪ Learning Organization Strategy
▪ High Performance Work System Strategy

Strategic Human Resource Management

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HRM 390
Downsizing

Strategic Human Resource Management

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HRM 390
 Downsizing is when a company reduces its number of employees,
usually to cut costs or improve efficiency. It means the company
lets go of some workers, even though they might still be good at
their jobs.
Downsizing
This is often done when the company is facing financial challenges,
trying to stay competitive, or wants to simplify operations.

Strategic Human Resource Management

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HRM 390
Downsizing…

improve organizational efficiency,

Organizat
ion productivity, and/or competitiveness

Activitie
s

Reduce the size of the firm's workforce and

its work processes

Strategic Human Resource Management

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HRM 390
 Workforc Systemati
c Change
3 Type
s
Downsizing
e
Reductio
n Work
Strategies Design

Strategic Human Resource Management

© Muhaiminul Islam Muhaiminul Islam
HRM 390
 Short Term Medium Term Long Term
Strategy Strategy Strategy
Workforce Work Design Systematic
Reduction Change

Cutting the number of Focus on work organization's culture and

employees through processes and assess attitudes, and employees'
programs such as attrition, whether specific values, with the goals of
early retirement or functions, products, reducing costs and
voluntary severance and/ or services should enhancing the quality.
packages, and layoffs or be eliminated.
terminations.

Strategic Human Resource Management

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HRM 390
In-placement

Reabsorbing excess or
Resorbing

inappropriately placed
workers into a restructured
organization

Out-placement
Providing a program of

Resorbing
counseling and job search
assistance for workers who have
been terminated

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HRM 390
Performance Analysis Model …

H
Workhorse Star
Performan
ce e
i n e
a
Deadwood Tr ob le
Pr m
r e
il d
h H
L Potential
C n

Strategic Human Resource Management

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HRM 390
Employee Engagement

Strategic Human Resource Management

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HRM 390
 The extent to which employees put discretionary
Employee effort into their work, beyond the minimum to get
Engagement the job done, in the form of extra time,
brainpower, or energy’

Discretionary Effort Beyond the minimum effort Effort might be in the form of
to get the job done extra time, brainpower, or energy

Strategic Human Resource Management

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HRM 390
 Employee

Obligatory Effort Discretionary Effort

In role responsibility Job Extra role behavior
duty Citizenship behavior

Address all the means that use to promote this type of

effort
Strategic Human Resource Management
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HRM 390
Organizational Commitment

Strategic Human Resource Management

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HRM 390
 Organizational commitment is how much an employee feels loyal
Organizationa to and connected with the company they work for. It’s about how
l Commitment willing they are to stay with the company and keep working hard
for its success.
are
motivated
to perform
When well plan to
stay with
employees
the
are company
committe for a long
d they care time.
about their
job

Strategic Human Resource Management

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HRM 390
 Affective Continuan

3 commitme ce
Type nt Commitme
s nt
Organizatio Normative
nal Commitme
Commitmen nt
t

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HRM 390
 Normative
commitment

When employees When employees stay When employees stay

feel emotionally because they feel they because they feel they
attached to the should, maybe out of need to, often for
company and enjoy loyalty or a sense of financial or practical
working there. responsibility. reasons (like benefits or
job security).
Affective Continuance
commitment commitment

Strategic Human Resource Management

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HRM 390
 Normative
commitment

An employee loves the company An employee may feel the company

culture, enjoys working with their invested a lot in their training or
team, and feels proud of the supported them during a difficult
company's mission, so they stay time, so they stay because they feel
because they genuinely like being it’s the right thing to do, even if
there. they’re not as emotionally
attached.
Affective
commitment

Strategic Human Resource Management

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HRM 390
Knowledge Management

Strategic Human Resource Management

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HRM 390
 Knowledge management (KM) is the strategic process of
Knowledge creating, capturing, organizing, sharing, and applying
Management knowledge to improve an organization’s performance,
innovation, and decision-making.

Tacit Knowledge
Explicit Knowledge
This is knowledge that is more
It’s formal, structured, and can be
personal, and difficult to express or
written down or stored in databases,
document. It includes insights, skills,
manuals, reports, or procedures.
and experiences gained over time
through hands-on experience.

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HRM 390
Flexible Work Arrangements

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HRM 390
Flexible Working
Hours (Flextime)

Employees can choose their start and end times within

What? a set range, as long as they work the required number
of hours.

An employee may choose to work from 8:00 AM to 4:00

Example
PM instead of the usual 9:00 AM to 5:00 PM.

Strategic Human Resource Management

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HRM 390
 Remote Work
(Telecommuting)
Employees work from a location outside the traditional
What? office, such as their home, a co-working space, or anywhere
with an internet connection.

A software developer may work from home three days a

Example week, collaborating with their team via video calls and
email.

Reduces commuting time, provides greater autonomy, and

Benefits can improve productivity for some workers.

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HRM 390
Hybrid Work Model

A combination of remote work and in-office work, where

What? employees split their time between working from home and
coming into the office.

A marketing manager may work remotely on Mondays and

Example Fridays but come to the office from Tuesday to Thursday for
meetings and team collaboration

Provides the flexibility of remote work while maintaining

Benefits in-person interactions for team building and collaboration.

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HRM 390
Compressed
Workweek
Employees work the same number of hours but over fewer
What? days by working longer hours each day.

Instead of a five-day, 40-hour workweek, an employee

Example works 10 hours a day for four days (e.g., Monday to
Thursday).

Employees get an extra day off (usually every week or

Benefits bi-weekly), allowing for longer rest periods and personal
time.

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HRM 390
Job Sharing

Two employees share the responsibilities of one full-time

What? job, each working part-time or on different days.

Two administrative assistants might share one full-time

Example position, with one working in the mornings and the other
working in the afternoons.

Provides flexibility for employees who want part-time hours

Benefits while ensuring the job’s responsibilities are fully covered.

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HRM 390
Annualized Hours

Employees work a set number of hours over the course of a

What?
year, but with flexibility in how those hours are distributed.

An employee may work more hours when things are busy

(like during tax season for an accountant) and then work
Example fewer hours when things are not so busy. This means they
can adjust their work schedule based on how much work
there is at different times of the year.

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HRM 390
Staggered Hours

Employees have different start and finish times from their

What? colleagues to accommodate personal preferences or
external needs (e.g., avoiding rush hour).

One employee might work from 7:00 AM to 3:00 PM, while

Example
another works from 10:00 AM to 6:00 PM.

Reduces workplace congestion and offers flexibility for

Benefits employees with different personal schedules.

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HRM 390
Phased Retirement

Older employees gradually reduce their working hours as

What? they transition into retirement, rather than retiring all at
once.

A senior manager might reduce their hours to three days a

Example
week over a period of a few years before fully retiring.

Helps employees ease into retirement while allowing

Benefits organizations to retain their expertise for longer.

Strategic Human Resource Management

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HRM 390
Freelancing/Gig Work

Freelancers or gig workers are independent contractors

What? who work on a temporary or project basis, often choosing
their own schedules.

A freelance writer might take on multiple writing

Example assignments but choose when and where to complete them,
based on client deadlines.

Strategic Human Resource Management

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HRM 390
High Performance Working System (HPWS)

Strategic Human Resource Management

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HRM 390
 A High-Performance Working System (HPWS) is a set of practices
that organizations use to help employees perform their best and
HPWS?
achieve great results. The goal is to improve both the employees’
satisfaction and the overall performance of the company.

Employee
Involvement/Engagement Motivations
Composed of
Practices
Skill
Enhancement

Strategic Human Resource Management

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HRM 390
High-Performance Work System

An open and creative culture that is people-centered and inclusive

where decision taking is communicated and shared through the
organization.
Investment in people through education and training, loyalty,
diversity and flexible working.

Measurable performance outcomes, like benchmarking and setting

goals, as well as innovation through processes and best practices.

Strategic Human Resource Management

© Muhaiminul Islam Muhaiminul Islam
HRM 390
Learning Organization

Strategic Human Resource Management

Muhaiminul Islam
HRM 390
 A learning organization is a company or organization that
What? encourages continuous learning and growth among its
employees.

In this type of workplace, people are always encouraged to gain

Nature new skills, share knowledge, and come up with creative ideas to
solve problems.

The goal is to constantly improve and adapt to changes in the

Goal
business environment.

Strategic Human Resource Management

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HRM 390
 Encouraging Sharing Knowledge
learning
Employees are motivated to learn People share what they learn
new things and develop themselves, with others so that everyone in
whether through training, teamwork, the organization benefits from
or experimenting with new ideas. new knowledge.

Key features of a learning organization

Adapting to Change
The organization is flexible and adapts
to new challenges, using what it learns
to improve and stay competitive.

Strategic Human Resource Management

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HRM 390
 End of the
chapter 3

Strategic Human Resource Management

Muhaiminul Islam
HRM 390