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

2、management in the strategic management process.Given a particular strategy, recommend the functional human resource practices that need to be chosen.Describe the essential elements of SHRMExplain how an organization&#

3、39;s strategic plan is integrated with the major human resource management functions.,3,HRM Role Change,The HR function has historically been reactive and subservient to the other business functions. Role has changed r

4、ecently 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 be

5、ing dependent on human capital 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

6、to the ability of the firm to cope with organizational and environment contingencies.Recently, there has been a reorientation to an integrative, proactive, and strategic way of looking at an organization's employees

7、.,5,HRM Role Change,Historically, top management and subordinate line managers delegated personnel matters to the personnel department. Primary functions included:Human resource planning;Recruiting staffJob analysis

8、performance review systemsWage, salary, and benefits administrationEmployee trainingPersonnel record keeping,6,Characteristics of Past Approach,HR/Personnel function was physically and psychology separated from the r

9、eal work of the organization.Personnel depts. grew in a relatively uncoordinated, piecemeal fashion. HR/Personnel lacked an integrative, proactive, and, above all, strategic orientation.,7,Figure 2.1 Traditional and

10、Strategic Views of HRM (a) Personnel-The Traditional View,8,Characteristics of Current Approach,1) The systematic integration of separate HRM functions2) Human resources are now viewed from a general management perspec

11、tive 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 manag

12、ement 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,

13、Competitive Advantage Through Human Resources,Basic thesis: Effective utilization of HR can assist organizations in achieving competitive advantage.Competitive advantage:a. Refers to the ability of an organization to

14、formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment).b. Perceived customer value can create competitive advantage.,12,Competitive Advantage Through Human Resources,C. Offe

15、ring 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 workforc

16、e4. Organizational capability: The firm’s 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

17、HRM,HRM as a competitive advantage involves strategic human resource management.1) Represents an effort to link HRM activities to a firm's business strategy.2) Based on a growing recognition for HR managers to ass

18、ume 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 base

19、d 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) Recogn

20、ition that HRM practice will influence the organization's performance.7) The recognition of HR at the executive or strategic level in addition to the firm and operational levels.9) Emphasizes longer-term planning

21、through the examination of a set of environmental, public policy, industry structure and organizational frameworks.,15,Integrating HR into Strategic Planning,The Strategic Planning Process: Uluru EnergyMission, Goals,

22、 and Values StatementsEnvironmental Threats and OpportunitiesOrganizational Strengths and WeaknessesGoals and ObjectivesFormulation of StrategiesHow To Strategically Integrate HRM: Some Ideas and Examples,16,Essent

23、ial Elements of SHRM,1. Internally transforming HR staff and structure2. Enhancing administrative efficiency3. Integrating HR into the strategic planning process4. Linking HR practices to business strategy and one ano

24、ther.5. Developing a partnership with line management6. Focusing on the bottom-line impact of HR and measuring that impact.,17,Developing Partnership,Learn about the firm’s businessRespond to and be aware of the firm’

25、s needs and directionShift away from traditional HRM functionsMove toward supportive, collaborative relationships with line managersDemonstrate how HR is critical to business success,18,Measuring HRM,Customer Reaction

26、sHR ImpactDollar Value of HR ProgramsBenchmarking HR Practices,19,Table 2.7 Six measures of HR Service Delivery,20,Review,Why is Managing Human Resources So Important?What is Strategic Human Resource Management (SHR

27、M)?Transforming HR Staff and StructureEnhancing Administrative EfficiencyIntegrating HR into Strategic PlanningFitting HR Practices to Business Strategy and OneAnotherPartnershipMeasuring HRMIs Strategic HRM Real