Strategy

Defines the direction in which an organization intends to move and establishes the
framework for action by which it intends to get there.

It involves a consistent approach over time and reflects the organization's approach to
achieving its objectives.

The purpose of strategy is to maintain a position of advantage by capitalizing on an

organization's strengths and minimizing its weaknesses.

Types of strategies

Growth

Retrenchment

Stability

A combination of growth, retrenchment and stability

International strategies

A global strategy (ethnocentric orientation)

A multidomestic strategy (polycentric orientation)

A transnational strategy (geocentric view)

HR Planning

A forecast of the demand for human resources within the organisation

A forecast of the supply of human resources available within the organisation

A forecast of supply of human resources available within the organisation

Forecasting internal demand for human resources

The quantitative approach

Econometric modelling and multiple predictive techniques

Trend projection

The qualitative approach

The Delphi technique

The nominal group technique

Forecasting the supply of internal human resources

Qualitative methods

Skill inventory

Replacement charts
 Succession planning

Quantitative methods

Turnover analysis

Markov analysis

Job Design

Specification of the content of a job, the material and equipment required to do the job,
and the relationship of the job to other jobs.

Methods of job design

Job specialization or simplification (involves employees performing standardized,

repetitive and routine tasks.

Frederick Taylor's scientific management (three steps)

Advantages of job specialization

Improved operating efficiencies through the use of low-skilled

and low-cost labour

The need for minimum on-the-job training

The easy control of production quantities

Fewer errors made when workers perform simple routine jobs

The resulting potential for reduced labour cost has been a prime
motivator among industrial engineers in their promotion of job specialization

Problem of job specialization

Repetition

Mechanical pacing

No end product

Limited social interaction

No employee involvement

Higher costs

Lack of flexibility

Job enlargement

Job rotation

Job enrichment