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Innovative HRM
where open communication and innovative thinking is encouraged. At the team and total
organizational level appraisal and assessment models like 360-degre and BSC are very relevant in
achieving the strategic objectives.
CONCLUSION
Strategic HR is becoming the modus operandi of any progressive and high performance
organizations. Adopting sound and effective HR strategies bade on the overall corporate and
business strategies are the foundation for success and achieving the competitive advantage for
any organization that wants to survive and prosper. This paper focuses on a few specific models
that can help designing and implementing such strategic approach. Specific emphasis was on two
major HR process: Compensation and performance management as examples of how strategic
HR approach these two crucial activities in the organization. Leadership factor was considered as
the key element for make or break of the organization strategy in general and HR strategies in
particular. High performance model was touched upon as a basis for moving the organization in
that direction with four major processes to be followed. One last point that needs to be addressed
with regard to such high performance system has to with Reward and Recognition and nurturing
an environment of trust. The former is essential in supporting our HR strategy by providing
strong reinforcement for the high performance standards set. The rewards must not be confined
to only extrinsic one like compensation, rather a host of intrinsic ones that fits the needs and
expectations of diverse employees. The later has to with the impact of leadership in creating a
culture conclusive to creating trust among employees and management that eventually will result
in commitment to the mission and objectives. One cannot overemphasize the role of ethical and
honest leadership in achieving such ends. Integrity must be the focal value of the organization and
it should be manifested in leadership practices at all levels to set the example for all
organizational members.
REFERENCES:
Barney J. B., & Hesterly, W.S., (2006). Strategic Management and Competitive Advantage:
Concepts and Cases. Pearson Prentice Hall: New Jersey.
Beer, M. & Eisenstat, R. A. (2000). “The silent killers of strategy implementation and learning”
Sloan Management Review 41 no.4. Retrieved from Wilson Web, Oct. 2007. WN:
0019700667002
BSC Institute, web site: http://www.balancedscorecard.org/basics/bsc1.html 2007
Buzzotta, Victor R. (1999). “Making High Performance Happen” Psychological
Associates. Retrieved on October 11, 2007: http://www.q4solutions.com/articles/article9-
2.htm
Daft, R. (2003) The Leadership Experience. 3 rd . ed. Thompson: Canada.
Gowan, M. (2001). eHRM:An internet guide for human resource management. New Jersey:
Prentice Hall.
Guillot, W. M. (2003). “Strategic leadership: defining the challenge” Air & Space Power
Journal, [Electronic Version] 9(67-75).
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