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Mostly, they will learn the strategic management does not become a manager and an enterprise of one of the major international and Philippine society anywhere in the near future. The decision-making tools that acquire overtime through experience will be useful to all levels of an organization and in planning your own career development. Strategic management involves industry analysis and analysis organized is important in all types of organizations, especially small businesses, franchise operations and other industries. Studying strategic management also equip the Pinoy entrepreneur with tools that allow him or her to address the important issues in a complex business environment. A simple definition of what strategic management is a process by which people analyze and learn from their internal and external environments and established the strategic direction, create strategies to achieve goals. In the context of the Philippines, there are several factors that must be taken into consideration when you go into a business. Political factors must be taken into account especially in a country that has already seen two popular uprisings and a quasi later. This political uncertainty hurts business prospects in strategic planning. Careful planning will ensure business success even in the more volatile. This is a perfect example of an internal environmental factor. Factors external environmental forces include global environmental trends such as technological, political, economic and socio cultural. Oil prices will affect the way in which domestic production at a price. The war in the Middle East also affect the Philippines since we have a large number of Filipino workers abroad, and a large number of them to return all at once will strain the resources of government to find their work at home.
A simple definition of what strategic management is a process by which someone analyze and learn from their internal and external environments and established strategic direction, create strategies which are intended to achieve goals. In the Philippine setting, there are various factors that must be taken into consideration when going into a business. Political factors must also be taken into account specially in a country which has already seen two popular uprisings and one nearly succeeding. Such political uncertainty hurts business prospects in strategic planning. Careful planning will ensure business success even in the most volatile economies. This is a perfect example of an internal environmental factor. External environmental factors will include global environmental forces such as technological, political, economic or socio cultural trends. Rising oil prices will affect the way how domestic production are priced. The war in the middle east also affect the Philippines since we have a large number of overseas Filipino worker, and a large number of them returning all at once will strain government resources in finding them work at home. Irvin irvinrhodes819News Center Nov 22, 2011 7:02 PM
http://web.hec.ca/sites/ceto/fichiers/03_04.pdf
This study takes the first approach, that is, to examine the role of HR in strategic management and the means through which HR enables itself to devote to activities that add strategic value. Thus, data is analyzed within the following conception of strategic HR. On one hand, strategic HR as a process takes a longterm approach, is involved the activities of the board and in strategic formulation at the outset, and involves line managers in defining policies. On the other hand, strategic HR as a set of activities focus on those that add value, utilizes computerized information system, and engages the services of external providers for activities that have low strategic value. Two of the overall measures of HR effectiveness do not augur well for the companies under study. The doubling of turnover rate can be a cause for concern from an HR effectiveness perspective, especially when turnover is of the voluntary type, that is, one that is initiated by the employee (Noe, 2010). However, such increase could be an effect of the crisis in 2008; hence, turnover is involuntary on the part of the employees. However, Cranet data does not distinguish from the voluntary and involuntary turnover. Clues as to the nature of turnover come from both external factors and internal changes in practices and characteristics of the employees. Knowing that the survey took place in 2008, when the country is still managing the impact of the global crisis, could lead to the conclusion that the turnover is of an involuntary nature. The decline in average employment size (Table 3) also implies that attrition is greater than accession and points to a conscious effort to decruit. Further result of such effort is seen in the decrease in the proportion of employees below 25 years old (implying less accession). Decruitment could be of the early retirement type that encourages employees to retire early. In such a scheme, the long tenured and older employees would be attracted to leave the organization. The decrease in the number of employees above 45 years is an implication of such a scheme. Another implication is an increase in labor cost because the organization needs to provide for early retirement packages that are usually greater than the package one gets during normal retirement. Another telling sign that turnover is of an involuntary nature is the increase in the use of performance appraisal especially of the more vulnerable groups like the clerical and manual workers. When it is management who decides on who
leaves the organization, it must have legally acceptable bases of doing such. The increase in the use of performance appraisal especially among vulnerable groups is another clue that, indeed, turnover is involuntary, because management needs to differentiate the productive from the unproductive employees. When there is still work to be done, increase in labor cost could come from labor expense associated with decruitment while a decrease in average days absent is a logical response to a decrease in employee number.
workforce expansion or reductiondecisions that directly affect the bottom line of the units involved. HR to be strategic needs to focus on activities that add value by utilizing computerized information system, and engaging the services of external providers for activities that have low strategic value. It appears that in general, companies in the sample have not yet taken advantage of the benefits of outsourcing of nonvalue adding HR activities. Data along these lines show that organizations in general do not outsource payroll, pensions, benefits, outplacement and workforce reduction, and HRIS, but training and development are partly provided by external providers. There is evidence of the widespread use of HRIS, and its common applications are in individual personnel records, payroll, benefits, and time and attendance. The least common applications are in recruitment, health and safety, and work and succession planning. Another objective of this study is to compare results of the two survey years pertaining not only to strategic HR practices, but also to the basic HR functions namely: staffing, training and development, and compensation. While some HR practices have changed during the two survey periods, some have remained the same. Training activities have remained the same since 2003. Indicators such as percentage of payroll cost spent on training, and average training days for management, professional/technical employees, and manual employees have generally increased. However, these are not statistically significant. In addition, compensation is still generally determined at the company and individual levels across the different staff categories. Some practices have changed. Application of HRIS has significantly increased in payroll, time and attendance, and work scheduling while application in recruitment and selection has significantly decreased. Increased application of HRIS is a positive indication of computerizing personnel databases. However, the decrease in the use of HRIS in recruitment may be attributed to a decrease in hiring activities per se as indicated in the higher turnover or employees and lower average employment size of companies in the sample. There is evidence of utilization of broader sources of employees, which could lead to better quality applicants for jobs. Significant changes have occurred in sourcing the different categories of employees. In 2008, organizations source management employees from internal employees, professional and technical employees from advertising, clerical jobs from speculative applications,
and manual employees from word of mouth. In 2003, the predominant source of management, professional/technical, and clerical employees comes from internal employees, while source of manual employees comes from word of mouth. Meanwhile, two selection methods stand out as the common method used across employee categories: application forms and oneon one interview. The panel interview is distinctly used in selecting managerial staff, while the psychometric test is a method common only in selecting the other three staff categories. The significant increase in the use of formal selection methods especially in the managerial and manual worker categories mean employing workers better fit for the job and the organization. 46 Strategic HR Practices in Some Organizations in the Philippines Performance appraisal is practiced across all staff categories in 2008, which is quite different from the general practice in 2003, when only the managerial and professional/technical workers are generally appraised through a formal system. At first glance, measures of HR effectiveness paint a negative scenario: higher turnover and higher labor cost. However, closer analysis points to the impact of global crisis on HR effectiveness, practices, and employee characteristics. This is not meant to excuse HR from being effective, it points to the need for HR to be prepared for such influences.
essentials may legitimize their being involved in strategic formulation stage at the outset. One limitation of this study is the use of convenience sampling, which limits generalization to organizations that participated in the study. For future research, a database of HR executives may be built to draw the sample from in a random manner.
Future studies may involve analyses of the factors that account for the changes in practices, and identifying characteristics of organizations that have made changes in their practices. As organizations enter international markets, the environment in which they compete becomes global. Thus, a comparison of HR practices across different Cranet member countries may also be looked into.
http://cba.upd.edu.ph/PMR/2004_7_Supangco.pdf