STRATEGIC HUMAN RESOURCE MANAGEMENT OVERVIEW This case provides an excellent example of the linkage between organization strategy and human resources processes. When an organization's strategy shifts, successful implementation requires that new employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. In addition, it may require the development of a whole new organization culture. The implications for employees who have adapted to and been successful in the previous culture are ominous. Resistance to proposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives are developed. They often fail to understand the existence of such linkages, much less to identify and implement the appropriate human resources strategies. In the present case, Dean Blake has explicitly recognized and proposed human resource changes which are needed to implement his strategy for the College. Clearly, the faculty changes required by this strategy make both the strategy and the necessary human resources changes quite controversial. OBJECTIVES The first objective of this case is to make students aware of the linkages between organization strategy and human resources strategy. Failure to consider this linkage and make appropriate human resource modifications could result in failure of the organization strategy. A second objective is to provide a concrete example of a specific strategy and its associated human resource implications so that students are able to develop their own linkages. A final objective is to sensitize students to the difficulties in implementing both organizational and human resource strategies. The political aspects of implementing organization and human resource strategies need to be emphasized. DISCUSSION The major problems here involve the mismatch of the present faculty with the new strategic directions of the College and the new Dean's attempt to implement the strategic and human resources changes before support has been developed. Alternative solutions include revising the strategic plan or increasing faculty support for the existing strategic plan. The best solution might involve some combination of both alternatives. The College needs to move ahead and develop new markets. However, a slower implementation phase coupled with a preservation of traditional academic values (i.e., research and publication) might help the College avoid conflict and a crisis atmosphere. 3. Evaluate Dean Blake's strategy and human resource policies. Did the strategy make sense in terms of the internal and external environment of the college? Do the human resource strategies support and reinforce the organizational strategy? Why or why not?
STRATEGIC HUMAN RESOURCE MANAGEMENT
OVERVIEW
This case provides an excellent example of the linkage between organization strategy and human
resources processes. When an organization's strategy shifts, successful implementation requires that
new employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. In
addition, it may require the development of a whole new organization culture. The implications for
employees who have adapted to and been successful in the previous culture are ominous. Resistance to
proposed strategic initiatives is common under these circumstances.
Most organizations fail to plan human resource changes when new strategic initiatives are
developed. They often fail to understand the existence of such linkages, much less to identify and
implement the appropriate human resources strategies. In the present case, Dean Blake has explicitly
recognized and proposed human resource changes which are needed to implement his strategy for the
College. Clearly, the faculty changes required by this strategy make both the strategy and the necessary
human resources changes quite controversial.
OBJECTIVES
The first objective of this case is to make students aware of the linkages between organization
strategy and human resources strategy. Failure to consider this linkage and make appropriate human
resource modifications could result in failure of the organization strategy.
A second objective is to provide a concrete example of a specific strategy and its associated
human resource implications so that students are able to develop their own linkages. A final objective is
to sensitize students to the difficulties in implementing both organizational and human resource
strategies. The political aspects of implementing organization and human resource strategies need to
be emphasized.
DISCUSSION
The major problems here involve the mismatch of the present faculty with the new strategic
directions of the College and the new Dean's attempt to implement the strategic and human resources
changes before support has been developed.
Alternative solutions include revising the strategic plan or increasing faculty support for the
existing strategic plan. The best solution might involve some combination of both alternatives. The
College needs to move ahead and develop new markets. However, a slower implementation phase
coupled with a preservation of traditional academic values (i.e., research and publication) might help the
College avoid conflict and a crisis atmosphere.
3. Evaluate Dean Blake's strategy and human resource policies. Did the strategy make sense in
terms of the internal and external environment of the college? Do the human resource
strategies support and reinforce the organizational strategy? Why or why not?
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