人力资源战略_人力资源战略

HumanResourceStrategy TheIdeaofStrategicHRM Nodefinitive robusttheory Noagreementonmeaning factors outcomes howisSHRMlinkedwithorganisationalperformance difficulttoestablishfirmrelationshipsgiveninterveningfactors structure culture widerenvironmentvarioustypologiesofbusinessandassociatedHRstrategiesEmpiricalstudiestendtouselarge scalequestionnairesurveys Storey case studiesonSHRM Theoretical empiricalgapsbetweenrhetoricandrealexperience downsizingandredundanciesetc StagesinaCorporateStrategyProcess OrganisationMissionandGoals Definethebusiness StrategicAnalysis currentsituation programmesandperformance StrategicChoice boundedrationality shapingtheenvironment StrategyImplementation programmes resources responsibilities Rational logicalversusinterpreted political PlanningLevels CEO CorporateLevel CorporateHQ BusinessLevel Aviation Heating Trucks Plastics Consultancy FunctionalLevel Manufacturing Marketing Accounting R D StrategyFormulation Managersanalysethesituation developstrategiestoachievethemission SWOTanalysis planningtoidentifyOrganizationalStrengths manufacturingability marketingskillsWeaknesses highlaborturnover weakfinancials EnvironmentalOpportunities newmarketsThreats economicrecession competitors Long term 5 yrsIntermediate term1 5yrs Corporate businessplansShort term lessthan1yr Functionalplans Rollingcycle amendplansconstantly Corporatestrategydevelopaplanofpolicies allocations programmestomaximiselong runvalue SWOT STEEPLEInternal externalanalysis GrowStabilizeRetrenchReact Panic ConcentrateDiversifyGlobalizeVerticallyIntegrateDown sizeFlexiblefirm StandardCorporatePlanningPicture ManifestationofStrategyandPolicy MaintenanceStandingplans programmeddecisions policies rules andstandardoperatingprocedures SOP generalandspecificguidestoaction Programmearrangementsandallocations InnovationsNewinitiatives programmesandprojects WhataretheseforHRM SchoolsofStrategy PrescriptiveDesignSchoolStrategy formationasaprocessofconception Planning formalprocess Positioning analyticalprocessandtechniques DescriptiveSchools metaphors Enterpreneurial visionary Cognitive mental Learning emergent adaptation incremental Power aprocessofnegotiationbetweeninterests Cultural collectivevalues beliefsandbehaviours Environmental reactive contingent Configuration processoftransformationfromonestatetoanother managementofchange Source Mintzberg Ahlstrand Lampel 1998 StrategySafari PrenticeHall MichaelPorter Value AddedChainAnalysis Technologydevelopment Procurement Employeemanagement Firm sinfrastructure Inboundlogistics Operations Outboundlogistics Marketingandsales Aftersalesservice SupportActivities PrimaryActivities SupportActivities MintzbergonStrategy Plan intended direction guide acourseofaction Pattern realised consistencyinbehaviourovertimee g highend lowrisk patternsevolvedoutofthepast Whatplanhaveweactuallypursuedoverthelast5years PositionLocatingourHRMinaposition uniqueandvaluable involvingasetofactivities Xmarksthespot Perspectivelookinwardsandupwardstoagrandvisionoftheenterprise The theory mind set ofthebusiness Lesseasytochangethanpositione g frombureaucracytoinnovation Ploy specificmanoeuvres Deliberateandemergentstrategies IntendedStrategy DeliberateStrategy RealisedStrategy UnrealisedStrategy Source Mintzberg Ahlstrand Lampel 1998 StrategySafari PrenticeHall Emergent FormandFormation StrategieshaveaformandtheyareformulatedSowhatistheformofHRMstrategyoforganisationX SteerageandUmbrellasDeliberatebroadoutlineswithdetailsemergingen route Setdirectionbutunknownwaters movequicklyorslowly Focuseseffortunityvsgroup think peripheralvisionDefinestheorganisationashorthandbutslogansmayoverridecomplexity distortrealityProvidesconsistencyProvideorder acognitivestructuretosimplify explain facilitateactionbutcreativitythriveson loose order CEOandHRDirectorasstrategists Conceivethebigidea Leteveryoneelsegetonwiththedetails ButthejobisnotlikethisMintzbergonmanagerialroles InterpersonalfigureheadleaderInformationProcessingliaisonmonitordisseminatorSpokespersonDecision makinginitiator changerresourceallocatordisturbancehandlernegotiator afterHMintzberg Corporate LevelStrategies Sticktotheknitting focusoncorebusinessDiversificationRelated similarareas builduponexistingdivisionssynergy corecompetenciesUnrelated portfoliobusinessinnewareasNodeclaredstrategy Corporatefailure Implicitstrategy Avoidresource consumingactivityDisdainforformalplanningbutrelianceonconsistencyofbehaviouratalllevels Nofrills non bureaucraticorganisationNorecipetodecreaseflexibility blocklearning adaptationTensionbetweencontrolanddiscretionaryfreedom InternationalHRMStrategy Global HRMdiversityfordifferentconditionssingle standardschemeacrossallcountries adaptation acceptanceofnationaldifferences values ethicsindecision makingDomestic Commonnationalschemes publicsectorinstitutions Commonprofessions occupationspersonnelsystemdiscretionforsemi autonomousdivisionstotakeadvantageoflocalcircumstances HRMServicesandtheProductLifeCycle volume ImplicationsforRecruitment Rewards Training Development EmployeeRelations Organisationaldevelopment Profit Loss Start up Growth Maturity Developordecline Time AnalysisofHRServices Deliverables capacityandcapabilityCanwedeliver Whatdowedeliverandhowwell EfficiencyHowwellistheprocessoffered managedandcontrolled Whatarethetransformationindicatorsandservicequalityratios cost unit cost recruit performance employee cost HRintervention Adaptabilityshort longtermresponsestopressureandchangeBenchmarkingefficiencies processes outputsinvestment technicalandhumanquality systems researchandintelligence Common sensepropositionsonquality Nofocusonquality losemarketshareandreputation Goodreputationiseasiertolosethanregain PeopletrustandbecomeaccustomedtofavouritesTheyrememberthebad I llnevergothereagain Newloyaltieswithsubstitutesuppliers Complacencybreedsneglect Ittakesamajoroperationalandpsychologicalefforttomaintainqualityvigilance entropy regainalostreputation Common senseeitherforgottenoronlyrealisedposthoc WhatisQuality aperceptionofclass excellence atypeof referential standardor indefinition reflectingneedsandexpectationsofcustomer Gurudefinitions productorservice natureorfeaturesreflectingcapacitytosatisfyexpressorimpliedstatementsofneed Deming conformancetorequirements Crosby fitnessforpurposeoruse Juran product servicecharacteristicsasofferedbydesign marketing manufacture maintenanceandservicethatmeetcustomerexpectations Feigenbaum Oakland 1995 perceivable measurablemovefrommeresatisfactionto delightandreputationforexcellence Reliability Nextdoorswearsbyher8 yearoldZanussi ElementsofaQualityPolicy organisationstructureforquality roles responsibilitieshowclient customerneedsandperceptionswillbeidentifiedtechnical economicresourceallocationQMSscheme operationhowsuppliers supplieswillberequiredtomeetstandardsprevention zerodefects CQIapproachvs inspect out communication knowledge information staffdevelopmentauditofQMSinoperationPartnershipwithstaff customersandsuppliers Physicalmanifestationnotjustconceptual TQM aStrategyandDiscourse anapproachtoimprovingthecompetitiveness effectivenessandflexibilityofawholeorganisation awayofplanning organisingandunderstandingeachactivityanditdependsoneachindividualateachlevel TQMisawayof bringingeveryoneintotheprocessesofimprovementOakland1995aTQMprogrammerequiresre evaluationofhoworganisationalmembersaddressthequalityoftheirworkandtheserviceprocesses TQMunderpinnedbypolicycommitment AcultureandpracticechangestrategyOrganisationalrenewalInjectionofenergyStaffencouragedinpositive initiativetakingbehavioursAdoptapreventionandCQIethicQualityimprovementteams circlesUseofavarietyofmethodsandtechniques tools Kaizen ContinuousQualityImprovement CQI criticalviewoforganisationalperformancestandardscontinuouslychallenge incrementallyupgradeperformancelevelscontributionandroleofHRteamattitude ownership involvementandteameffortasthekeytoimprovementHRteam linemanagerrelationships Classicalfunctional problemanalysiscycle SituationanalysisProblemdefinitionObjectivesandresourcingSolutiondevelopment optionsandbestfitfromDONOTHINGtoDOEVERYTHING Min Max optimistic pessimistic high lowbudgetetc TestmodelsagainstobjectivesandconstraintsImplementationanalysisdetailedplanningforoperationalimplementation analysisforpotentialproblemsscheduling workallocation capacitymanagement communicating monitoringsystems overallcoordination QuestionsforQualityStrategy WhoareourdirectandindirectclientsDefinecharacteristics needs requirements Designfeaturesofservices Howdoclientsperceivethese Bench markcomparisonsWhichfeaturesdonotcompete Howcanwedelightbeyondthebasicspecification Designimprovementprojects Who bywhen atwhatcost Operationalabilitytobridgethegaps Information monitoringsystems Supplychainanalysis performance communication SpecifyingHRQuality Essentialcontractforsupplyensuringdeliveredqualityinacontractofservice Implicationsoffailuretodrawupaclearspecification Designqualitydimensionsinclude Features performance delivery cost reliability durability serviceability response aesthetics reputation Conformancemeasurement Degreetowhichservicedesignspecificationismet Theparties organisationallevel Detailedspecificationwhatbestpracticewillbe product processdefinition contractvolume milestones stagedeliverables CSFs CQFsforinputs processes outputs workdonetoplan inthedefinedways QA QCmethods inspection testingandmonitoringstagedpricesandconditions variationordersvs extraspenalties audittrailclientliaison ISO9000CertificationforHRServices ClausesofISO9000 Costsofinitiatingandmaintainingthesystem Leadership weighting125points StrategicPlanning 85 Customer MarketFocus 85 InformationandAnalysis 85 HumanResourceFocus 85 Proces