人力资源管理-HRM-human-resourc课件

StrategicHumanResourceManagementHumanResourceManagementIntegrationStrategicHRMmodelsMBAExactlywhatisStrategicHRM?‘Highperformanceworkplaces,HumanCapitalManagement’GovernmentviewcitedinReaderA2006‘Thedesign,implementation&maintenanceofstrategiestomanagepeopleforoptimumbusinessperformanceincludingthedevelopmentofpolicies&processestosupportthesestrategies.’ Source:CharteredInstituteofPersonnelandDevelopment(CIPD)2008A‘collectionofphenomena’Islabouranunfortunatecost,oracriticallyusefulasset?TwoSHRMcategories(andstrategies):Whataretheidealorganisationalmeasures(structures,processesetc)-thenseektoimprovetheseWhataretheunderlyingideas

andforces(culture,thatimpactonorganisationalperformance)–then(positively)influencethese

Source:ReaderA.2006Thenatureofhumanresourcemanagement(HRM)Gratton:thesignificanceofhumanresourcesasthemostimportantorganisationalasset:TherearefundamentaldifferencesbetweenpeopleasanassetandthetraditionalassetsoffinanceortechnologyAnunderstandingoffundamentaldifferencescreatesanewwayofthinkingandworkinginorganisationsBusinessstrategiescanonlyberealisedthroughpeople.Creatingastrategicapproachtopeoplenecessitatesastrongdialogueacrosstheorganisation(Source:Mullins2007)StrategicHRMPersonnelmanagementvs.HRMStrategyandalignmentVerticalandhorizontalintegrationElementsofStrategicHRMPersonnelmanagementandHRMReactiveEmployeeadvocateTaskfocusOperationalissuesQualitativemeasuresStabilityTacticalFunctionalintegrityPeopleasexpensesProactiveBusinesspartnerTask&enablementfocusStrategicissuesQuantitativemeasuresConstantchangeStrategicMulti-functionalPeopleasassetsHolbeche,1999StrategyandalignmentUnitarist(shared)vs.Pluralist(divergent)conceptionsContingency/BestpracticeapproachesPlanned/Emergentapproaches(orevolutionary

Marchington&Wilkinson2008)–trulyembedded?GenericstrategiesandHRM(Schuler&Jackson)HowisHRMstrategic?IntegrationofpersonnelpoliciesHRMresponsibilityshiftstolinemanagersShiftfromcollectivismtoindividualismStressoncommitment-managerasenabler(Sisson,1989)Realisationof‘humancapital’and‘highperformance’workplacesforcompetitiveadvantage(Salaman,Storeyetal,2006)HowisHRMstrategic?UseofplanningCoherentapproachtodesignandmanagementofpersonnelsystemsMatchingHRactivitiesandpoliciestoexplicitbusinessstrategyPeopleasastrategicresourceforcompetitiveadvantage(HendryandPettigrew,1986)Verticalintegration Linkbetweenenvironmentalcontext,businessstrategiesandpersonnelanddevelopmentpolicies.(MarchingtonandWilkinson,1986) Externalfit(BairdandMeshoulam,1988) Organisationalintegration(GuestandPeccei,1994)

DegreeofintegrationSeparationmodelFitmodelDialoguemodelHolisticmodelHRdriven(TorringtonandHall,2008)Horizontalintegration ThedegreetowhichdifferentaspectsofPersonnelandDevelopmentarelinkedtogether.(MarchingtonandWilkinson,1996) Internalfit(BairdandMeshoulam,1988) Theneedforpracticestobeguidedbyconsciouspolicychoicestoincreasethelikelihoodthatpracticeswillreinforceeachotherandwillbeconsistentovertime.(BeerandSpector,1985)ElementsinhorizontalintegrationResourcing–involvementofHRRelations–Industrial/professionalReward–settingaspartofpolicyDevelopment–T&DasacoherentpartModelsofSHRMSalaman,StoreyandBillsberryFombrun,TichyandDevanna(Michigan)BeerandSpector(Harvard)WarwickmodelGuest’smodelBasicHRMComponents

(Salaman,StoreyandBillsberry,2006)HumanCapitalPoolKnowledgeSkillAbilityEmployeeRelationships&BehavioursPsychologicalContractsJobRelated/requiredDiscretionaryOrganisationalCitizenshipPeopleManagementPracticesStaffing Training Rewards AppraisalWorkDesign Participation Recognition Communication‘Stock’ofemployeesEmployees‘freewill’;ownedbyemployeesMeansofmaintainingon-goingcompetitiveadvantage

Strategicmanagementandenvironmentalpressures

(Fombrun,TichyandDevanna,1984)Thehumanresourcecycle

(Fombrun,TichyandDevanna,1984)TheHarvardframework

(Beeretal.,1984)Analyticalmodel,ratherthanprescriptiveTakesintoaccountdifferentphilosophiesand