戰(zhàn)略人力資源的英文經(jīng)典資料

1、1 strategic human resource management 2 objectives compare and contrast the strategic view of human resource management and the traditional view of human resource management. explain the role of strategic human resource management in the strategic management process. given a particular strategy, rec

2、ommend the functional human resource practices that need to be chosen. describe the essential elements of shrm explain how an organizations strategic plan is integrated with the major human resource management functions. 3 hrm role change the hr function has historically been reactive and subservien

3、t to the other business functions. role has changed recently due to environmental change and uncertainty need to maintain an effective alignment with the environment while managing internal interdependencies. 4 hrm role change increasingly, competitiveness is viewed as being dependent on human capit

4、al and thus human resources. competitive advantage in companies is its workers-it is what often distinguishes companies with similar technology. hrm has come to be seen as directly related to the ability of the firm to cope with organizational and environment contingencies. recently, there has been

5、a reorientation to an integrative, proactive, and strategic way of looking at an organizations employees. 5 hrm role change historically, top management and subordinate line managers delegated personnel matters to the personnel department. primary functions included: human resource planning; recruit

6、ing staff job analysis performance review systems wage, salary, and benefits administration employee training personnel record keeping 6 characteristics of past approach hr/personnel function was physically and psychology separated from the real work of the organization. personnel depts. grew in a r

7、elatively uncoordinated, piecemeal fashion. hr/personnel lacked an integrative, proactive, and, above all, strategic orientation. 7 figure 2.1 traditional and strategic views of hrm (a) personnel-the traditional view 8 characteristics of current approach 1) the systematic integration of separate hrm

8、 functions 2) human resources are now viewed from a general management perspective rather from the perspective of a functional area and management now shares responsibility for hr. 3) the inclusion of hr considerations in decisions affecting corporate strategies and structures. 4) strategic manageme

9、nt and strategic human resource management integrate the separate hrm functions. 9 figure 2.1 traditional and strategic views of hrm (b) hrm - the strategic view 10 table 2.1 theoretical perspectives on shrm 11 competitive advantage through human resources basic thesis: effective utilization of hr c

10、an assist organizations in achieving competitive advantage. competitive advantage: a. refers to the ability of an organization to formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment). b. perceived customer value can create competitive advantage. 12 com

11、petitive advantage through human resources c. offering a product or service that is unique can create competitive advantages. 4 sources: 1. financial or economic capital capability. 2. physical capital capability. 3. human capital capability: composition of workforce 4. organizational capability: th

12、e firms ability to manage people d. key issue for organizations is to achieve alignment among their various functions and be flexible in responding to their environment. 13 strategic hrm hrm as a competitive advantage involves strategic human resource management. 1) represents an effort to link hrm

13、activities to a firms business strategy. 2) based on a growing recognition for hr managers to assume a broader role in the overall organizational strategy. 3) recognition that the hr function should be planned, organized, and evaluated on the basis of its contribution to the business. 4) shrm is bas

14、ed on the recognition that hrm activities are organizational in scope. 14 strategic hrm 5) recognition that hrm issues need to be considered in the formulation and the implementation of organizational strategy. 6) recognition that hrm practice will influence the organizations performance. 7) the rec

15、ognition of hr at the executive or strategic level in addition to the firm and operational levels. 9) emphasizes longer-term planning through the examination of a set of environmental, public policy, industry structure and organizational frameworks. 15 integrating hr into strategic planning the stra

16、tegic planning process: uluru energy mission, goals, and values statements environmental threats and opportunities organizational strengths and weaknesses goals and objectives formulation of strategies how to strategically integrate hrm: some ideas and examples 16 essential elements of shrm 1. inter

17、nally transforming hr staff and structure 2. enhancing administrative efficiency 3. integrating hr into the strategic planning process 4. linking hr practices to business strategy and one another. 5. developing a partnership with line management 6. focusing on the bottom-line impact of hr and measur

18、ing that impact. 17 developing partnership learn about the firms business respond to and be aware of the firms needs and direction shift away from traditional hrm functions move toward supportive, collaborative relationships with line managers demonstrate how hr is critical to business success 18 measuring hrm customer reactions hr impact dollar value of hr programs benchmarking hr practices 19 table 2.7 six measures of hr service delivery 20 review why is managing human resources so important?