The presentation follows a predetermined structure and format Ideas are fully

The presentation follows a predetermined structure

This preview shows page 42 - 44 out of 49 pages.

The presentation follows a predetermined structure and format. Ideas are fully developed and substantiated. The overall impression (whether typed or handwritten) is one of neatness. Sources are correctly referenced. Guidelines for answering this assignment are provided in Addendum D of this tutorial letter.
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HRM3704/101 43 ADDENDUM D: SUGGESTED GUIDELINES TO SELF-ASSESSMENT ASSIGNMENTS Have you attempted to answer these questions before looking at the answers? Self-assessment means that you need to answer the questions and then assess your answers by means of the guidelines provided. Do not read through the answers if you have not yet attempted to answer the questions yourself. SUGGESTED GUIDELINES TO ASSIGNMENT 03 These questions refer to study units 2, 3 and 4. QUESTION 1 Question 1.1 Discuss the implications of the adoption of an e-business strategy for the strategic role of HR. (Use Tichy’s model in chapter 4 of your prescribed book as a point of departure and formulate your answer with specific reference to the Standard Bank example provided above.) (15) According to Tsui’s approach, HR (human resource management) should participate proactively in the strategic planning process and should influence the formulation of the organisational strategy. Two major aspects need to be in place before SHRM can be successful: presence of a strategic management process restructuring of the HRM function itself It is clear that if the organisation has no process by which to engage in strategic management at the corporate and business level. Therefore, it will not be possible for the HR function to develop a strategic thrust since the HR strategy flows from the corporate or business strategy. As the HR function will be evolving from a reactive administrative focus it will have to be reorganised to address its strategic responsibilities. The HR function needs to reorganise into three distinctive management levels, namely strategic, operational and functional. At the strategic level HR professionals fulfil their strategic partner role and are involved in corporate and HR planning. At the operational level the HR team develops action plans to meet present labour needs and at the functional level it will carry out various activities to ensure that employees are at the right place at the right time and cost. Companies are continually confronted by three basic problems that need to be managed. These are technical, political and cultural problems. Technical problem: Technical resources must be managed in such a way that the required output is continuously delivered. Management is involved in strategy, goal formulation and the design of organisational and management systems. Political problem: This problem deals with the allocation of power and resources within the organisational structure.
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