HR Strategies

HR Strategies


Lets divide HR Strategies into 2 sections :

  1. General HR strategies : include :

    • High-performance management

    • High-commitment management

    • High-involvement management

  2. Specific HR strategies

today we will discuss the first section as follow :

HR strategies indicate what the organization wants to do about its human resource management policies and practices and how they should be integrated with the business strategy and each other. They set out aspirations that are expressed as intentions, which are then converted into actions.

they should be regarded as a statement of the organization’s collective endeavour. They are not just a laundry list of everything that the organization would like to do. HR strategies were described by Dyer and Reeves as ‘internally consistent bundles of human resource practices’

A strategy, whether it is an HR strategy or any other kind of management strategy must have two key elements: there must be strategic objectives (ie things the strategy is supposed to achieve), and there must be a plan of action (ie the means by which it is proposed that the objectives will be met).

The purpose of HR strategies is to articulate what an organization intends to do about its HRM policies and practices now and in the longer term to ensure that they contribute to the achievement of business objectives. HR strategies may be defined formally as part of a strategic HRM process that leads to the development of overall or specific strategies for implementation by HR and, vitally, line managers.

General HR strategies :

General strategies describe the overall system or bundle of complementary HR practices that the organization proposes to adopt or puts into effect in order to improve organizational performance. The three main approaches are summarized below.

High-performance management : 

High-performance management aims, through high-performance work systems (bundles of practices that enhance employee performance and facilitate their engagement, motivation and skill enhancement), to make an impact on the performance of the organization in such areas as productivity, quality, levels of customer service, growth and profits.

High-performance working practices include rigorous recruitment and selection procedures, extensive and relevant training and management development activities, incentive pay systems and performance management processes.


High-commitment management :

One of the defining characteristics of HRM is its emphasis on the importance of enhancing mutual commitment. High-commitment management has been described as ‘A form of management which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.’


High-involvement management :

‘High-involvement work practices are a specific set of human resource practices that focus on employee decision-making, power, access to information, training and incentives.’

‘High-involvement work practices aim to provide employees with the opportunity, skills and motivation to contribute to organizational success in environments demanding greater levels of commitment and involvement.

The term ‘high-involvement’ used to describe management systems based on commitment and involvement, as opposed to the old bureaucratic model based on control.


Examples of general HR strategies :

  • A local authority: as expressed by the chief executive of this borough council, its HR strategy is about ‘having a very strong focus on the overall effectiveness of the organization, its direction and how it’s performing; there is commitment to, and belief in, and respect for individuals, and I think that these are very important factors.’

  • A public utility: ‘The only HR strategy you really need is the tangible expression of values and the implementation of values… unless you get the human resource values right you can forget all the rest’ (managing director).

  • A manufacturing company: ‘The HR strategy is to stimulate changes on a broad front aimed ultimately at achieving competitive advantage through the efforts of our people. In an industry of fast followers, those who learn quickest will be the winners’ (HR director).

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