INDEXSr. No. Title Author Subject Page No.

1 ARM’S Length Price : An Overview with Special Reference to Indian Mncs

Dr. Pranam Dhar, Dr. Manideep Chandra

Accountancy 1-2

2 Accounting for Intengible Assets : With a Special Reference to Valuation of Goodwil

Dr.Kishor V. Bhesaniya Accountancy 3-4

3 Foreign Trade of India Dr. M. K. Maru Commerce 5-6

4 Scale Validation of TQM Construct in Management Education

Ms. Rachita Sambyal, Ms. Preeti Salathia

Commerce 7-8

5 Role of Women Co-Operative Credit Societies in J&K - A Study

Tarsem Lal Commerce 9-10

6 Development of Life Insurance Corporation of India Jitendra Dhirajlal Karia, Dr. (Prof.) Vijay Kumar Soni

Commerce 11-12

7 Factors Influencing Transportation Mode in Small Manufacturing Firms

Dr. Vipul Chalotra, Prof Neetu Andotra

Commerce 13-14

8 Socially Responsible Investments Amola Bhatt,Sweety Shah

Corporate Governance

15-17

9 In Search of between the line "An Actor's way" Dr. Jayant Shevtekar Drama 18-19

10 Play Performance: Directorial Perspective Dr. Sanjay Patil Drama 20-21

11 Quality of Working Life and Job Satisfaction of Government Hospital Nurses in Bangladesh

Dr.A.Shyamala Economics 22-23

12 Special Reference of Poverty : Banjara Community in India Dr.Pawar A. S.,Naik Priti A.,Dr. Rathod S. J.

Economics 24-26

13 Economical Status of Banjara and Dhangar Community in Marathwada

Naik Priti A.,Dr.Pawar A. S.,Dr. Rathod S. J.

Economics 27-29

14 Neurocognitive Precept of Constructivism in Science Education

K.Bhaskar, Dr.P.Sivakumar

Education 30-31

15 Effectiveness Of Work Card As Self Learning Material On English Grammar Achievement

Dr.Ramesh B. Sakhiya Education 32-33

16 Performance Based Pushover Analysis of R.C.C. Frames Dakshes J. Pambhar Engineering 34-38

17 Artificial Recharge by Using Rainwater Harvesting- A Case Study of a Check Dam in Zalod, Dahod Area

H.H. Kanjariya,Prof. A. I. Lalani

Engineering 39-41

18 Assessment of Water Supply at Patan, Gujarat Mrunalini Himatlal Rana, Hitesh H. Kanjariya

Engineering 42-46

19 Retrofitting of Beam Using Different Material in Self Compacting Concrete

Patel Atit P.,Elizabeth George

Engineering 47-49

20 A numerical method for simulating discontinuous shallow flow over an infiltrating surface

Roshni Patel, Jitendrasinh D. Raol.

Engineering 50-53

21 An Evolutionary Approach to Materialized View in Data Warehousing

Sanket S. Patel, Mr. Deepak Dembla

Engineering 54-57

22 Flexible Airfield Pavement Design Using Layered Elastic Design Federal Aviation Administration (LEDFAA)

Purvin A. Patel, H. K. Dave, V. R. Patel

Engineering 58-60

23 Study on the corrosion inhibition of mild steel by azole derivative, phosphono derivative and bivalent cation

V. Manivannan,N. Chithralekha

Engineering 61-63

24 Traffic Management Plan For Urban-Arterial Road SH-41 In Mehsana City.

Vishal Sathvara,Prof. V.R.Patel

Engineering 64-67

25 To Study the Heat Transfer Phenomena in Parallel Plate Heat Exchanger

Mr. S. B. Ranpara,Mr. M. V. Vekariya,Prof. R. N. Makadiya

Engineering 68-70

26 Population Growth Impact on Land Use pattern in Hyderabad City using Remote Sensing and GIS Techniques

S.Indhira Gandhi,Dr. V.Madha Suresh

Geography 71-72

27 Sedimentary structures of the Pinjor Formation exposed in the type area Pinjor, northwestern Himalaya

Mahavir Singh Geology 73-75

28 Severity of Menstrual Problems in Early and Late Reproductive Years

Dr Kumari Geeta,Dr Kumud Khanna,Dr Ranjana Mahna

Home Science 76-79

29 Strategic HR – The Value Adding Partner Mr. Mehul G. Thakkar Human Resource Management

80-82

30 An Inclusive Approach of Socio-Economic And Political Justice Under Panchayati Raj Institution

Manish Parshuram Pawar, Dr. Ashok Shankarrao Pawar

Law 83-84

31 Digitization of Broadcasting Materials and its Necessity Jayashree Panda Library Science 85-86

32 An Emerging Perspective with Reference to Value Chain Management

Dr. Ashvin H. Solanki, Dr. Ramesh A. Dangar

Management 87-89

33 Advertising effectiveness of Print and Electronic media – A Review of Literature

Supriya Tandon Management 90-91

34 Green Marketing: A Study of Consumer Buying Behavior with regards to Eco-friendly products in Gujarat

Prof. Ankit Gandhi,Dr. Ashvin H. Solanki

Management 92-95

35 Perceived relational satisfaction of employees in Traditional banks of Kerala with their Counterparts in MNCs, New Generation Banks, IT professionals, Entrepreneurs and Persons working abroad

Dr. P. M. Ferose,Pro.Saji Kuriakose

Organisational Behaviour

96-98

36 Ageing Population in India: Its Implications D.Kodandarami Reddy,Dr.T.Chandrasekarayya

Social Sciences 99-101

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Research Paper

* Asst. Professor In Hrm, Navsari Agricultural University, Navsari

Keywords : Classic Triangle Organization, Valued Strategy Advisor, Traditional Role, Strategic Role

Human Resource Management

Strategic HR – The Value Adding Partner

* Mr. Mehul G. Thakkar

Gone are the days of Classic Triangle organizations; wherein HR was not considered as a “valued strategy partner”. With a sharp shift from traditional to a strategic role, the HR needs to earn a seat at the strategic management table, by showing their inevitability in deciding long-term fate of the firm. The present conceptual paper discusses the high felt need of Strategic HR, the ground realities and what needs to be done by the HR professionals to ensure recognition from the top for this new participatory role, that is, Strategic HR-The Value Adding Partner.

ABSTRACT

1.0 INTRODUCTION:With increased recognition of the fact that people can only be long term competitive advantage; the new face of the post-globalized corporate world has come up with profound changes in the working of the ‘people managers’. The or-ganizations have increasingly realized that all corporate strengths are dependent on and centered around human re-source (Pande, 2003). Increasingly, the changing business environment requires organizations to align human resources with strategic goals (Viswanathan, 2010). Hence, the roles and responsibilities of HR professionals have undergone a paradigm shift, carving out a strategic place in organizations and consequently Strategic Human Resource Management (SHRM) has come up as a buzz word!

2.0 STRATEGIC HR – THE NEED OF THE HOUR:2.1 The Rationale for Strategic HR:The rationale for strategic HR rests on the advantage of hav-ing a well-planned basis for managing people from a long-term perspective.

In order to attain a gleaming bottom line in the current com-petitive scenario, organization has to focus on two things:

(i) The efficiency in internal management, and(ii) The promptness in reacting and adapting to the changing

market forces.This certainly calls for Effective Strategy Formulation & Im-plementation.

In traditional organizational set-up, the business strategy for-mulation and implementation was a ritualistic activity, only confined to key players. Hence, the HR policies were not in synergy with business objectives. In turn, HR was a support-ive function/helping hand only. But, gone are the days of such traditional set-ups or precisely the Classic Triangle structure that prevailed for a long time in Corporate India, wherein only three - Production, Marketing/Sales and Finance departments - were at the centre of affairs. Now-a-days, HR manager is also having a seat at the strategic management table. Conse-quently, the business landscape is witnessing the emergence of a participatory approach of HR. And, HR is increasingly receiving attention as strategic & value adding partner, tak-ing on stunningly different, transformational roles compared to the traditional-transactional roles of past.

2.2 Concept & Meaning of Strategic HRM:“Strategic HRM means formulating and executing HR sys-

tems – HR policies and activities – that produce employee competencies and behaviours the company needs to achieve its strategic aims” (Dessler, 2006).

In short,

Strategic Management + HRM = Strategic HRMIt calls for an effective integration of Strategic Management & Human Resource Management. The strategic HR framework aims to leverage and/or align HR practices with Strategic Planning; to build critical capabilities that enable an organiza-tion to achieve its goals (Ulrich, 1998). The basic aim of Stra-tegic HR is to design and execute HR policies in such a way that a company can execute its business policies (Das, 2011). So, instead of being HR driven, the HR measures need to be business-driven (how HR can influence business). Similarly, instead of being activity-oriented, the HR measures should be impact-oriented (how much business results do we im-prove?), and instead of looking backward, the HR measures should be forward looking, for predicting the future success of the organization.

SHRM is a complex and constantly evolving process; to some, it’s the pattern of planned HR activities intended to en-able an organization to achieve its goals (Wright & McMahan, 1992); whereas to some other, it’s those activities affecting the behaviour of individuals in formulating and implementing the strategic needs of business (Schuler, 1992). In general, the goal of strategic HRM is the effective application of re-sources to meet organizations’ strategic objectives (Greer, 2009).

3.0 TRADITIONAL/CONVENTIONAL HR v/s STRATEGIC HR:Strategic HR focuses on business goals of the organization, and is a radical shift in terms of objectives of traditional HR. The traditional HR approach was managing people by spe-cialists in tune with the policies of the organization. A stra-tegic approach places this responsibility on line managers; while HR aims to function as a business partner in aligning HR activities with business strategy of the organization. The following distinction between the traditional HR/administra-tive functions and the value adding Strategic HR functions is worth noting (Mello, 2010).

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The Traditional Role includes:· Preparation and implementation of HR policies.· Ensuring compliance of statutory obligations.· Administration of employee benefits schemes.· Selection, recruitment and training of workforce.· Looking after attendance, transfers, placements and pro-

motions.· Ensuring discipline.· Resolving grievance/disputes.In nutshell, the traditional HR calls for functioning as a sup-portive administrative mechanism, by focusing on mundane activities related to people.

The Strategic Role includes:· Functioning as a “Competitive Intelligence Unit”, by gath-

ering information from within the unit and outside. · Assessing the suitability of HR resources through appli-

cation of SWOT principles considering realization of busi-ness goals.

· Participating in defining and identifying the business tar-gets, and steps to achieve the same.

· Initiating OD schemes.· Actively associating with the general management team

in matters of restructuring, amalgamations, mergers and takeover bids.

· Charting out suitable plans for training and reorienting the workforce as per the need.

· Developing the required acumen to act as a business as-sociate to the strategic management team.

· Devising ways and means to fully exploit, through trained people, the physical resources like fixed, current and fi-nancial assets.

So, the strategic HR calls for functioning as a value adding participatory mechanism, by focusing on activities central to achievement of business goals. Ironically, most of the HR managers are very proficient in the delivery of traditional HRM functions but fail in carrying out strategic HR roles effectively.

4.0 STRATEGIC HR – THE GROUND REALITIES:Despite the growing awareness regarding Strategic HR, there is often a wide disconnect between what CEOs preach and practice about it.

While a study form the University of Michigan concluded that all the high-performing companies’ HR professionals should be a part of the firm’s strategic team; a study by Mercer Con-sulting concluded that only 39% of CEOs see HR as more of a partner than a cost centre. Yet one recent survey of 1,310 HR professionals found that, in practice, only about half senior HR managers are involved in developing companies’ busi-ness plans.

Another survey by the University of Southern California found that about one-fourth of the large US businesses appointed managers with no HR experience as top HR executives. Rea-sons given include the fact that they may be better equipped to integrate the firm’s HR efforts with the rest of business.

Traditional HR v/s Strategic HRParameter Traditional HR Strategic HRResponsibility

for HR Staff Specialists Line Managers

Focus Employee/Labour-Mgt. Relations

Partnership with Internal & External Customers

Role of HR Transactional, Change Follower, Respondent

Transformational, Change Leader, Initiator

Initiatives Slow, Reactive, Fragmented Fast, Proactive, Integrated

Time Horizon Short-term, Narrow Short, Medium, Long-term (as necessary), Broad

Control Bureaucratic – Roles, Policies, Procedures Organic – Flexible

Job Design Tight Division of Labour, Independence

Broad, Flexible, Cross-Functional,Team based

Key Investments Capital, Products People, Knowledge

Accountability Cost Centre Investment Centre

A study conducted by the SHRM foundation in May 2004 (the Towers Perrin Study) ironically revealed that only 50% of the HR professionals see themselves as the strategic business leaders within the organizations. And yet only 17% of HR pro-fessionals are invited to participate in the initial stages of their company’s M&As.

These facts and figures clearly indicate that in practice, HR managers don’t appear to be involved in strategizing – as Armstrong (2000) comments – “the name (Strategic HR) has changed but the game (Traditional HR) has remained the same”.

5.0 IMPLEMENTING STRATEGIC HR - HOW TO DO:What needs to be done by HR to successfully perform as a “value adding” strategic HR partner? Here are some broad guidelines:

F Becoming a strategic partner certainly calls for earning a seat in the Strategic Team; and to earn reputation that HR can also be an effective contributor to strategic aims, HR need to acquire new skills. Just understanding the nitty-gritty of HR functions is no longer sufficient.

F The HR will need “an in-depth understanding of the value creating proposition of the firm.” How does the company make money? What activities and processes are the most critical ones for revenue generation? Who executes these activities? How can HR be a partnering mechanism to strengthen these efforts?

F HR needs to have a sufficiently wide breath of business knowledge to see how the firm’s HR system can contrib-ute to value creation process. HR will have to fall in love with the business; to understand the basics of the busi-ness. Unless HR can establish a clear linkage between its activities and getting customers to take money out from their wallet and put it in your wallet, instead of the competitor’s wallet, it doesn’t contribute to the success of a business, and therefore, does not matter (http://www.businessworldindia.com). As Ulrich (1998) puts it - “the activities of HR appear to be, and often are, disconnected from the real work of the organization. HR should not be defined by what it does but by what it delivers.”

F In a sense, the HR managers need to acquire Business Proficiencies. They must be able to “speak the CFO’s (Chief Financial Officer) language” by measuring and ex-plaining HR activities in such terms viz. ROI (return on investment), payback period, cost per unit of service etc.

F Further, they should create a strategy oriented HR Sys-tem to produce strategically relevant employee behav-iours, since the key to implementing strategic HR is to create competency models in tune with organizational requirements.

F The HR manager should go for retrospective inspection of the HR itself. They should measure the monetary im-pact of their actions, so as to be able to demonstrate their value-added contributions to economic well-being of the firm.

F HR has to rise above the mere operational needs of the business to meet strategic goals.

F HR needs to stretch beyond the basic business impera-tives to create an organization with unlimited potential for strategic development.

F Strategic thinking has to be initiated at the top. Business plans for each unit of the organization have to be syner-gized with the help of HR activities.

F Flexibility, adaptability, and environment sensitivity need to be ingrained by HR; within the organization culture.

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6.0 CONCLUSION:All said and done, despite its far reaching impact and impor-tance, strategic HR has still to gain momentum. Good news is that many have started recognizing the critical role HR can play in achieving company’s strategic goals as well as in building an innovative organization (Chakrabarti, 2007). But, as many CEOs believe that HR should be given a seat in the

Strategic Team only if they earn it, the HR needs to change focus from the mundane activities to more result-oriented ac-tivities. It needs to come out of traditional functional mindset and acquire business proficiencies to achieve congruence between HR policies and strategies of the firm. Then only, the buzz phrase of “Strategic HR – the Value Adding Partner” would ring louder and sound justifiable.

REFERENCES

Armstrong, M. (2000). The name has changed but has the game remained the same? Employee Relations, 22(6), pp. 576-589. | Armstrong, M. & Baron, A. (2006). Handbook of Strategic HRM. Mumbai: Jaico Publishing House. | Chakrabarti, D. (2007). Building an Innovative Organization-The Role of Strategic Human Resource Management. HRM Review, 7(2), pp. 51-55. | “Creating Space for Strategic HR in Organizations”, retrieved March 2, 2011, from http://www.hrprofessor.com/article1.html | Das, P. (2011). Strategic Human Resource Management–A Resource Driven Perspective. New Delhi: Cengage Learning India Pvt. Ltd. | Dessler, G. (2006). Human Resource Management, New Delhi: Pearson Education. | Greer, C. R. (2009). Strategic Human Resource Management–A General Managerial Approach. New Delhi: Pearson Education. | Mello, J. A. (2010). Strategic Human Resource Management. New Delhi: Cengage Learning India Pvt. Ltd. | Pande, B. D. (2003). Transformations in HR: New Roles & Responsibilities. Personnel Today, 24(3), pp. 37-40. | Raju, PVL. (2005). Strategic HR and its Emergence. HRM Review, 5(11), pp. 5. | Schuler, R. S. (1992). Strategic Human Resource Management: Linking people with the needs of the business. Organizational Dynamics, 21(1), pp.18-32. | Ulrich, D. (1998). A New Mandate for Human Resources. Harvard Business Review, pp. 124-134. | Viswanathan, R. (2010). Strategic Human Resource Management. Mumbai: Himalaya Publishing House. | Wright, P. M. & McMahan, G. C. (1992). Theoretical Perspectives for SHRM. Journal of Management, pp. 215-247.

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