人力资源讲义3汇编课件

StrategicHumanResource

ManagementandtheHRScorecard役缎锐蛙赠景赏蜀馒赃别蝇绰痛舔畔滚储校蝇翔墨朱纵务柄袄啤亭扛匆驭人力资源讲义3Chapter3StrategicHumanResource

ManagAfterstudyingthischapter,

youshouldbeableto:Outlinethestepsinthestrategicmanagementprocess.Explainandgiveexamplesofeachtypeofcompanywideandcompetitivestrategy.Explainwhatahighperformanceworksystemisandwhyitisimportant.IllustrateandexplaineachofthesevenstepsintheHRScorecardapproachtocreatingHRsystems.©2005PrenticeHallInc.Allrightsreserved.3–2莉珍巨笔查雍介毒晶琉炎闽姜魂绍案阉拴一极匈臃两墅舀鹰敞诡浚竟扛腥人力资源讲义3Chapter3Afterstudyingthischapter,

HR’sStrategicChallengesStrategicplanAcompany’splanforhowitwillmatchitsinternalstrengthsandweaknesseswithexternalopportunitiesandthreatsinordertomaintainacompetitiveadvantage.ThreebasicchallengesTheneedtosupportcorporateproductivityandperformanceimprovementefforts.Thatemployeesplayanexpandedroleinemployers’performanceimprovementefforts.HRmustbemoreinvolvedindesigning—notjustexecuting—thecompany’sstrategicplan.屋馏波哩慰岸烁陇辆栽嘻惰跪恬驭椭衔秒谊与呻昏猖淡评效礁孰绵蚀矩垛人力资源讲义3Chapter33©2005PrenticeHallInc.Allrightsreserved.HR’sStrategicChallengesStratTheStrategicManagementProcessStrategicmanagementTheprocessofidentifyingandexecutingtheorganization’smissionbymatchingitscapabilitieswiththedemandsofitsenvironment.StrategyAstrategyisacourseofaction.Thecompany’slong-templanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.撬链梧忿拉喳是朔妥蛔惯褂嗅疾滇捆荣囤气爵栋蚀姐川着码回流铬咯君腻人力资源讲义3Chapter34©2005PrenticeHallInc.Allrightsreserved.TheStrategicManagementProceBusinessMissionandItsVisionVisionAgeneralstatementofitsintendeddirectionthatevokesemotionalfeelingsinorganizationmembers.MissionSpellsoutwhothecompanyis,whatitdoes,andwhereit’sheaded.甜涧供遂盖哩挨帆贫镐港危斗哭藕陌渗眯茎阳袜囚睹员毯怒响末辰浴摔葫人力资源讲义3Chapter35©2005PrenticeHallInc.Allrightsreserved.BusinessMissionandItsVisioStrategicManagementProcess(cont’d)StrategicmanagementtasksStep1:DefinetheBusinessandItsMissionStep2:PerformExternalandInternalAuditsStep3:TranslatetheMissionintoStrategicGoalsStep4:FormulateaStrategytoAchievethe

StrategicGoalsStep5:ImplementtheStrategyStep6:EvaluatePerformance庸俩裴脱揽籽斌谊蕉展团筐榔困殿封垒遵枕娶拧退宣渤镰侍楚废邑石横恐人力资源讲义3Chapter36©2005PrenticeHallInc.Allrightsreserved.StrategicManagementProcess(OverviewofStrategicManagementFigure3–1

醇灯愈岩萨玩束碧蕉叁舵惹列绷低宛券窖羞枷划爷核养拼肖财琅隋漳孕凯人力资源讲义3Chapter37©2005PrenticeHallInc.Allrightsreserved.OverviewofStrategicManagemeASWOTChartFigure3–2

SWOTAnalysisTheuseofaSWOTcharttocompileandorganizetheprocessofidentifyingcompany

Strengths,

Weaknesses,

Opportunities,andThreats.肤葱切舌原刷宜叠湿哮抒隙旺血跳请五琢娇溅钱跌伺亩曲添退峦呆无视贮人力资源讲义3Chapter38©2005PrenticeHallInc.Allrightsreserved.ASWOTChartFigure3–2SWOTAnStrategiesinBriefFigure3–3

Company StrategicPrinciple

Dell Bedirect

eBay Focusontradingcommunities

GeneralElectric Benumberoneornumbertwoinevery

industryinwhichwecompete,orgetout

SouthwestAirlines Meetcustomers’short-haultravelneeds

atfarescompetitivewiththecostof automobiletravel

Vanguard Unmatchablevaluefortheinvestor-owner

Wal-Mart Lowprices,everydaySource:AritGadieshandJamesGilbert,“FrontlineAction,”HarvardBusinessReview,May2001,p.74.砌寒玛世武狙邱怕邻蔫搁步盒核漆郡矾侩的坞济雹代庸酒甫俺侮漾欲某唯人力资源讲义3Chapter39©2005PrenticeHallInc.Allrightsreserved.StrategiesinBriefFigure3–3TypesofStrategicPlanningCorporate-levelstrategyIdentifiestheportfolioofbusinessesthat,intotal,comprisethecompanyandthewaysinwhichthesebusinessesrelatetoeachother.Diversificationstrategyimpliesthatthefirmwillexpandbyaddingnewproductlines.Verticalintegrationstrategymeansthefirmexpandsby,perhaps,producingitsownrawmaterials,orsellingitsproductsdirect.Consolidationstrategyreducesthecompany’ssizeGeographicexpansionstrategytakesthecompanyabroad.季缴面功唁吗庭附取潮吕褒控毡渺华塞穗忍羡动讣亡搽妥窖促叁宦濒膝匹人力资源讲义3Chapter310©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanningCorTypesofStrategicPlanning(cont’d)Business-level/competitivestrategyIdentifieshowtobuildandstrengthenthebusiness’slong-termcompetitivepositioninthemarketplace.Costleadership:theenterpriseaimstobecomethelow-costleaderinanindustry.Differentiation:afirmseekstobeuniqueinitsindustryalongdimensionsthatarewidelyvaluedbybuyers.Focus:afirmseeksto

carveoutamarketniche,andcompetebyprovidingaproductorservicecustomerscangetinnootherway.谅硅救睡竿捉村刮女流妈住锯母刘熏钳涯始量硬卉羌艺从巨容轻痉肋陨炭人力资源讲义3Chapter311©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanning(cTypesofStrategicPlanning(cont’d)FunctionalstrategiesIdentifythebasiccoursesofactionthateachdepartmentwillpursueinordertohelpthebusinessattainitscompetitivegoals.审望域逊太惫旅困喧掉疟涅瓢叭予捞蔓揍砌使太招壤羹蚜邀活咸娟冷亚菌人力资源讲义3Chapter312©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanning(cRelationshipsAmongStrategies

inMultiple-BusinessFirmsFigure3–4

酥闲踞镊惑飞哈蕉郑怯运遁芬鹃柠澜牺啸陪犬养巳柿姑卤戊蓄狈蜡拣藉谰人力资源讲义3Chapter313©2005PrenticeHallInc.Allrightsreserved.RelationshipsAmongStrategiesAchievingStrategicFitMichaelPorterEmphasizesthe“fit”pointofviewthatallofthefirm’sactivitiesmustbetailoredtoorfititsstrategy,byensuringthatthefirm’sfunctionalstrategiessupportitscorporateandcompetitivestrategies.GaryHamelandC.K.PrahaladArguefor“stretch”inleveragingresources—supplementingwhatyouhaveanddoingmorewithwhatyouhave—canbemoreimportantthanjustfittingthestrategicplantocurrentresources.麦朔坊烁浪塔午纂积祭岗明肿赡块蝎哪株数凡眯棵丹逻段屏括瘩胯回删逸人力资源讲义3Chapter314©2005PrenticeHallInc.Allrightsreserved.AchievingStrategicFitMichaelTheSouthwestAirlines’ActivitySystemFigure3–5

Source:ReprintedbypermissionofHarvardBusinessReview.From“WhatisStrategy?”byMichaelE.Porter,November–December1996.Copyright©1996bythePresidentandFellowsofHarvardCollege,allrightsreserved.韶闷系方檄意脯哮袋铬竿松邯旷特虐社驮僻寅几偶骨珊致逻雏涟豫碘泻瘸人力资源讲义3Chapter315©2005PrenticeHallInc.Allrightsreserved.TheSouthwestAirlines’ActiviHRandCompetitiveAdvantageCompetitiveadvantageAnyfactorsthatallowanorganizationtodifferentiateitsproductorservicefromthoseofitscompetitorstoincreasemarketshare.Superiorhumanresourcesareanimportantsourceofcompetitiveadvantage轻蔡扛茎垂屈耘否卢章大侧街尚毡丹闪淘颈愉灼骑克寡一光椒充扰淀闰殆人力资源讲义3Chapter316©2005PrenticeHallInc.Allrightsreserved.HRandCompetitiveAdvantageCoStrategicHumanResourceManagementStrategicHumanResourceManagementThelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.FormulatingandexecutingHRsystems—HRpoliciesandactivities—thatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.嫡甲溯募沟库挤或浆赊丈似糊整报传稼祟颠写哮卢夷磕澈挛柑走吟笺逃喊人力资源讲义3Chapter317©2005PrenticeHallInc.Allrightsreserved.StrategicHumanResourceManagLinkingCorporateandHRStrategiesFigure3–6

Source:©2003,GaryDessler,Ph.D.垂裤磐袜际印子鹏窃予熔羽叁值浆梅始百邹掩烹烽驱碳可窗市莆居吃难讲人力资源讲义3Chapter318©2005PrenticeHallInc.Allrightsreserved.LinkingCorporateandHRStratHR’SStrategicRolesHRprofessionalsshouldbepartofthefirm’sstrategicplanningexecutiveteam.Identifythehumanissuesthatarevitaltobusinessstrategy.Helpestablishandexecutestrategy.Providealternativeinsights.Arecentrallyinvolvedincreatingresponsiveandmarket-drivenorganizations.Conceptualizeandexecuteorganizationalchange.周结砒郁毯轨连很哼痒捉潜逃顾然尝漫轩胜退哦屡鸿狈禾获饲奋卑帧耸簧人力资源讲义3Chapter319©2005PrenticeHallInc.Allrightsreserved.HR’SStrategicRolesHRprofessHRInvolvementinMergersFigure3–7

Source:JeffreySchmidt,“TheCorrectSpellingofM&ABeginswithHR,”HRMagazine,June2001,p.105.反绞豢椎阅块掖欲宁矾胺溅谐游叉为眨抚霖争氓站鼻勿骸拟涵六雍瑟料栋人力资源讲义3Chapter320©2005PrenticeHallInc.Allrightsreserved.HRInvolvementinMergersFigurHR’sStrategyExecutionRoleTheHRdepartment’sstrategies,policies,andactivitiesmustmakesenseintermsofthecompany’scorporateandcompetitivestrategies,andtheymustsupportthosestrategies.然叙钻碰狈竖弧逼隶甫恭秧枪矾诛凝雨替趋咽仑散峦鼠苟伺华找痢瑰赡执人力资源讲义3Chapter321©2005PrenticeHallInc.Allrightsreserved.HR’sStrategyExecutionRoleThHR’sStrategyFormulationRoleHRhelpstopmanagementformulatestrategyinavarietyofwaysby.Supplyingcompetitiveintelligencethatmaybeusefulinthestrategicplanningprocess.Supplyinginformationregardingthecompany’sinternalhumanstrengthsandweaknesses.Buildapersuasivecasethatshowshow—inspecificandmeasurableterms—thefirm’sHRactivitiescananddocontributetocreatingvalueforthecompany.歪逞患行戈寝令经冉藻冬剃冶钾诗烯缮婚慨蛆辣废暮篡诗戳露臂谆诗状血人力资源讲义3Chapter322©2005PrenticeHallInc.Allrightsreserved.HR’sStrategyFormulationRoleCreatingaStrategy-orientedHRSystemComponentsoftheHRprocessHRprofessionalswhohavestrategicandotherskillsHRpoliciesandactivitiesthatcomprisetheHRsystemitselfEmployeebehaviorsandcompetenciesthatthecompany’sstrategyrequires.淄剥抛屯忘件沾鹤翅照兹惹窟烯锰沾建摹邯钵枯任驭髓暴本换丛于若陷赘人力资源讲义3Chapter323©2005PrenticeHallInc.Allrightsreserved.CreatingaStrategy-orientedHTheBasicArchitectureofHRFigure3–8

Source:AdaptedfromBrianBeckeretal.,TheHRScorecard:LinkingPeople,Strategy,andPerformance(Boston:HarvardBusinessSchoolPress,2001),p.12.豹黍坦箭闰防循每祝才凛驭蛀摧貌绘事马理查桅巳撮嚏椿隅琴雅焚早颠萌人力资源讲义3Chapter324©2005PrenticeHallInc.Allrightsreserved.TheBasicArchitectureofHRFiTheHigh-PerformanceWorkSystemHigh-performanceworksystem(HPWS)practices.High-involvementemployeepractices(suchasjobenrichmentandteam-basedorganizations),Highcommitmentworkpractices(suchasimprovedemployeedevelopment,communications,anddisciplinarypractices)Flexibleworkassignments.Otherpracticesincludethosethatfosterskilledworkforcesandexpandedopportunitiestousethoseskills.剖送梳毡旨饶招植鼓糯辉鼎浓褥跃瑟坪堰掣采句位咨玲射蔫祷担卉肇铂哼人力资源讲义3Chapter325©2005PrenticeHallInc.Allrightsreserved.TheHigh-PerformanceWorkSystBasicModelofHowtoAlign

HRStrategy

andActions

withBusinessStrategyFigure3–9

Source:AdaptedfromGarrettWalkerandJ.RandalMacDonald,“DesigningandImplementinganHRScorecard,”HumanResourcesManagement40,no.4(2001),p.370.TranslatingStrategyintoHRPolicyandPractice室羞始逮极阎向敞声冻畜只殿克嘉径莲伤申绷刃拢林骨岂脂吱谊朴念赞祟人力资源讲义3Chapter326©2005PrenticeHallInc.Allrightsreserved.BasicModelofHowtoAlign

HRTheHRScorecardApproachHRscorecardMeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.CreatinganHRscorecardMustknowwhatthecompany’sstrategyis.MustunderstandthecausallinksbetweenHRactivities,employeebehaviors,organizationaloutcomes,andtheorganization’sperformance.Musthavemetricstomeasurealltheactivitiesandresultsinvolved.哇催管榴皂墙砾炎屈运姆好吼营捍聋熊活磷恩阔腐迷沮所锅头夹剧榔屠氢人力资源讲义3Chapter327©2005PrenticeHallInc.Allrightsreserved.TheHRScorecardApproachHRscStrategicHRRelationshipsFigure3–10

HR

ActivitiesEmergentEmployeeBehaviorsStrategicallyRelevantOrganizationalOutcomesOrganizationalPerformanceAchieveStrategicGoals聚藐盛叠悬鼻矮毅煤澜盅肛介骡惰珐难向沧粥懈撮隔梅逾蕴约婉栗迈攀啸人力资源讲义3Chapter328©2005PrenticeHallInc.Allrightsreserved.StrategicHRRelationshipsFiguTheHRScorecardApproach

toFormulatingHRPolicies,

Activities,andStrategiesFigure3–11

Source:Copyright©GaryDessler,Ph.D.嚣孕健肾兼勉朗渴环型唁兜哮掳处的璃追坐泽并挡希曼蘑染嚷抚厢唐磐虾人力资源讲义3Chapter329©2005PrenticeHallInc.Allrightsreserved.TheHRScorecardApproach

toFUsingtheHRScorecardApproachStep1: DefinetheBusinessStrategyStep2: OutlinetheCompany’sValueChainStep3: IdentifytheStrategicallyRequired OrganizationalOutcomesStep4: IdentifytheRequiredWorkforce CompetenciesandBehaviorsStep5: IdentifytheStrategicallyRelevantHR

SystemPoliciesandActivitiesStep6:DesigntheHRScorecardMeasurement SystemStep7:PeriodicallyEvaluatetheMeasurement System全焕卢陆靳里屈犁猛诗令围姻眉貉钾跪轻瞳钠凭总彰渺狐鸳朽殃敬抡杀表人力资源讲义3Chapter330©2005PrenticeHallInc.Allrightsreserved.UsingtheHRScorecardApproacOutliningtheCompany’sValueChainValuechainanalysisAtoolforidentifying,isolating,visualizing,andanalyzingthefirm’smostimportantactivitiesandstrategiccosts.Identifyingtheprimaryandcrucialactivitiesthatcreatevalueforcustomersandtherelatedsupportactivities.Eachactivityispartoftheprocessofdesigning,producing,marketing,anddeliveringthecompany’sproductorservice.Showsthechainofessentialactivities.Promptsfuturequestions.阮茹挎懊止骗雪迪类盎歉卧膘接甥湍喊鲍侮酪衷凑粹展滁迭佃该播寿劳獭人力资源讲义3Chapter331©2005PrenticeHallInc.Allrightsreserved.OutliningtheCompany’sValueFigure3–12

Source:Copyright©GaryDessler,Ph.D.SimpleValueChainfor“theHotelParis”谋亦保蛙合讥荡晾咬锣虚寡锗便错葱歇冰押弗剐剔涟格壤土哎锋樟兔祝潘人力资源讲义3Chapter332©2005PrenticeHallInc.Allrightsreserved.Figure3–12Source:CopyrightHRScorecardfortheHotelParisInternationalCorporation*Figure3–13

Note:*(AnabbreviatedexampleshowingselectedHRpracticesandoutcomesaimedatimplementingthecompetitivestrategy,“TousesuperiorguestservicestodifferentiatetheHotelParispropertiesandthusincreasethelengthofstaysandthereturnrateofguests,andthusboostrevenuesandprofitability”).快攻断秘亚两沧碴鲁抽查瞄跃淄篷泊追惠毡爽询觅润拭机躁砧抠妓雕谩炳人力资源讲义3Chapter333©2005PrenticeHallInc.Allrightsreserved.HRScorecardfortheHotelParKeyTermscompetitiveadvantageHRScorecardleveragingmetricsmissionstrategiccontrolstrategichumanresourcemanagerstrategicmanagementstrategicplanstrategySWOTanalysisvaluechainanalysisvision蕉巾既鸭柠睁霍叮邵肛旨旱亦轿憋娠聪耗乞豺蹿稽型缴猾阁纤饱肢哲趁哼人力资源讲义3Chapter334©2005PrenticeHallInc.Allrightsreserved.KeyTermscompetitiveadvantageStrategicHumanResource

ManagementandtheHRScorecard役缎锐蛙赠景赏蜀馒赃别蝇绰痛舔畔滚储校蝇翔墨朱纵务柄袄啤亭扛匆驭人力资源讲义3Chapter3StrategicHumanResource

ManagAfterstudyingthischapter,

youshouldbeableto:Outlinethestepsinthestrategicmanagementprocess.Explainandgiveexamplesofeachtypeofcompanywideandcompetitivestrategy.Explainwhatahighperformanceworksystemisandwhyitisimportant.IllustrateandexplaineachofthesevenstepsintheHRScorecardapproachtocreatingHRsystems.©2005PrenticeHallInc.Allrightsreserved.3–36莉珍巨笔查雍介毒晶琉炎闽姜魂绍案阉拴一极匈臃两墅舀鹰敞诡浚竟扛腥人力资源讲义3Chapter3Afterstudyingthischapter,

HR’sStrategicChallengesStrategicplanAcompany’splanforhowitwillmatchitsinternalstrengthsandweaknesseswithexternalopportunitiesandthreatsinordertomaintainacompetitiveadvantage.ThreebasicchallengesTheneedtosupportcorporateproductivityandperformanceimprovementefforts.Thatemployeesplayanexpandedroleinemployers’performanceimprovementefforts.HRmustbemoreinvolvedindesigning—notjustexecuting—thecompany’sstrategicplan.屋馏波哩慰岸烁陇辆栽嘻惰跪恬驭椭衔秒谊与呻昏猖淡评效礁孰绵蚀矩垛人力资源讲义3Chapter337©2005PrenticeHallInc.Allrightsreserved.HR’sStrategicChallengesStratTheStrategicManagementProcessStrategicmanagementTheprocessofidentifyingandexecutingtheorganization’smissionbymatchingitscapabilitieswiththedemandsofitsenvironment.StrategyAstrategyisacourseofaction.Thecompany’slong-templanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.撬链梧忿拉喳是朔妥蛔惯褂嗅疾滇捆荣囤气爵栋蚀姐川着码回流铬咯君腻人力资源讲义3Chapter338©2005PrenticeHallInc.Allrightsreserved.TheStrategicManagementProceBusinessMissionandItsVisionVisionAgeneralstatementofitsintendeddirectionthatevokesemotionalfeelingsinorganizationmembers.MissionSpellsoutwhothecompanyis,whatitdoes,andwhereit’sheaded.甜涧供遂盖哩挨帆贫镐港危斗哭藕陌渗眯茎阳袜囚睹员毯怒响末辰浴摔葫人力资源讲义3Chapter339©2005PrenticeHallInc.Allrightsreserved.BusinessMissionandItsVisioStrategicManagementProcess(cont’d)StrategicmanagementtasksStep1:DefinetheBusinessandItsMissionStep2:PerformExternalandInternalAuditsStep3:TranslatetheMissionintoStrategicGoalsStep4:FormulateaStrategytoAchievethe

StrategicGoalsStep5:ImplementtheStrategyStep6:EvaluatePerformance庸俩裴脱揽籽斌谊蕉展团筐榔困殿封垒遵枕娶拧退宣渤镰侍楚废邑石横恐人力资源讲义3Chapter340©2005PrenticeHallInc.Allrightsreserved.StrategicManagementProcess(OverviewofStrategicManagementFigure3–1

醇灯愈岩萨玩束碧蕉叁舵惹列绷低宛券窖羞枷划爷核养拼肖财琅隋漳孕凯人力资源讲义3Chapter341©2005PrenticeHallInc.Allrightsreserved.OverviewofStrategicManagemeASWOTChartFigure3–2

SWOTAnalysisTheuseofaSWOTcharttocompileandorganizetheprocessofidentifyingcompany

Strengths,

Weaknesses,

Opportunities,andThreats.肤葱切舌原刷宜叠湿哮抒隙旺血跳请五琢娇溅钱跌伺亩曲添退峦呆无视贮人力资源讲义3Chapter342©2005PrenticeHallInc.Allrightsreserved.ASWOTChartFigure3–2SWOTAnStrategiesinBriefFigure3–3

Company StrategicPrinciple

Dell Bedirect

eBay Focusontradingcommunities

GeneralElectric Benumberoneornumbertwoinevery

industryinwhichwecompete,orgetout

SouthwestAirlines Meetcustomers’short-haultravelneeds

atfarescompetitivewiththecostof automobiletravel

Vanguard Unmatchablevaluefortheinvestor-owner

Wal-Mart Lowprices,everydaySource:AritGadieshandJamesGilbert,“FrontlineAction,”HarvardBusinessReview,May2001,p.74.砌寒玛世武狙邱怕邻蔫搁步盒核漆郡矾侩的坞济雹代庸酒甫俺侮漾欲某唯人力资源讲义3Chapter343©2005PrenticeHallInc.Allrightsreserved.StrategiesinBriefFigure3–3TypesofStrategicPlanningCorporate-levelstrategyIdentifiestheportfolioofbusinessesthat,intotal,comprisethecompanyandthewaysinwhichthesebusinessesrelatetoeachother.Diversificationstrategyimpliesthatthefirmwillexpandbyaddingnewproductlines.Verticalintegrationstrategymeansthefirmexpandsby,perhaps,producingitsownrawmaterials,orsellingitsproductsdirect.Consolidationstrategyreducesthecompany’ssizeGeographicexpansionstrategytakesthecompanyabroad.季缴面功唁吗庭附取潮吕褒控毡渺华塞穗忍羡动讣亡搽妥窖促叁宦濒膝匹人力资源讲义3Chapter344©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanningCorTypesofStrategicPlanning(cont’d)Business-level/competitivestrategyIdentifieshowtobuildandstrengthenthebusiness’slong-termcompetitivepositioninthemarketplace.Costleadership:theenterpriseaimstobecomethelow-costleaderinanindustry.Differentiation:afirmseekstobeuniqueinitsindustryalongdimensionsthatarewidelyvaluedbybuyers.Focus:afirmseeksto

carveoutamarketniche,andcompetebyprovidingaproductorservicecustomerscangetinnootherway.谅硅救睡竿捉村刮女流妈住锯母刘熏钳涯始量硬卉羌艺从巨容轻痉肋陨炭人力资源讲义3Chapter345©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanning(cTypesofStrategicPlanning(cont’d)FunctionalstrategiesIdentifythebasiccoursesofactionthateachdepartmentwillpursueinordertohelpthebusinessattainitscompetitivegoals.审望域逊太惫旅困喧掉疟涅瓢叭予捞蔓揍砌使太招壤羹蚜邀活咸娟冷亚菌人力资源讲义3Chapter346©2005PrenticeHallInc.Allrightsreserved.TypesofStrategicPlanning(cRelationshipsAmongStrategies

inMultiple-BusinessFirmsFigure3–4

酥闲踞镊惑飞哈蕉郑怯运遁芬鹃柠澜牺啸陪犬养巳柿姑卤戊蓄狈蜡拣藉谰人力资源讲义3Chapter347©2005PrenticeHallInc.Allrightsreserved.RelationshipsAmongStrategiesAchievingStrategicFitMichaelPorterEmphasizesthe“fit”pointofviewthatallofthefirm’sactivitiesmustbetailoredtoorfititsstrategy,byensuringthatthefirm’sfunctionalstrategiessupportitscorporateandcompetitivestrategies.GaryHamelandC.K.PrahaladArguefor“stretch”inleveragingresources—supplementingwhatyouhaveanddoingmorewithwhatyouhave—canbemoreimportantthanjustfittingthestrategicplantocurrentresources.麦朔坊烁浪塔午纂积祭岗明肿赡块蝎哪株数凡眯棵丹逻段屏括瘩胯回删逸人力资源讲义3Chapter348©2005PrenticeHallInc.Allrightsreserved.AchievingStrategicFitMichaelTheSouthwestAirlines’ActivitySystemFigure3–5

Source:ReprintedbypermissionofHarvardBusinessReview.From“WhatisStrategy?”byMichaelE.Porter,November–December1996.Copyright©1996bythePresidentandFellowsofHarvardCollege,allrightsreserved.韶闷系方檄意脯哮袋铬竿松邯旷特虐社驮僻寅几偶骨珊致逻雏涟豫碘泻瘸人力资源讲义3Chapter349©2005PrenticeHallInc.Allrightsreserved.TheSouthwestAirlines’ActiviHRandCompetitiveAdvantageCompetitiveadvantageAnyfactorsthatallowanorganizationtodifferentiateitsproductorservicefromthoseofitscompetitorstoincreasemarketshare.Superiorhumanresourcesareanimportantsourceofcompetitiveadvantage轻蔡扛茎垂屈耘否卢章大侧街尚毡丹闪淘颈愉灼骑克寡一光椒充扰淀闰殆人力资源讲义3Chapter350©2005PrenticeHallInc.Allrightsreserved.HRandCompetitiveAdvantageCoStrategicHumanResourceManagementStrategicHumanResourceManagementThelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.FormulatingandexecutingHRsystems—HRpoliciesandactivities—thatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.嫡甲溯募沟库挤或浆赊丈似糊整报传稼祟颠写哮卢夷磕澈挛柑走吟笺逃喊人力资源讲义3Chapter351©2005PrenticeHallInc.Allrightsreserved.StrategicHumanResourceManagLinkingCorporateandHRStrategiesFigure3–6

Source:©2003,GaryDessler,Ph.D.垂裤磐袜际印子鹏窃予熔羽叁值浆梅始百邹掩烹烽驱碳可窗市莆居吃难讲人力资源讲义3Chapter352©2005PrenticeHallInc.Allrightsreserved.LinkingCorporateandHRStratHR’SStrategicRolesHRprofessionalsshouldbepartofthefirm’sstrategicplanningexecutiveteam.Identifythehumanissuesthatarevitaltobusinessstrategy.Helpestablishandexecutestrategy.Providealternativeinsights.Arecentrallyinvolvedincreatingresponsiveandmarket-drivenorganizations.Conceptualizeandexecuteorganizationalchange.周结砒郁毯轨连很哼痒捉潜逃顾然尝漫轩胜退哦屡鸿狈禾获饲奋卑帧耸簧人力资源讲义3Chapter353©2005PrenticeHallInc.Allrightsreserved.HR’SStrategicRolesHRprofessHRInvolvementinMergersFigure3–7

Source:JeffreySchmidt,“TheCorrectSpellingofM&ABeginswithHR,”HRMagazine,June2001,p.105.反绞豢椎阅块掖欲宁矾胺溅谐游叉为眨抚霖争氓站鼻勿骸拟涵六雍瑟料栋人力资源讲义3Chapter354©2005PrenticeHallInc.Allrightsreserved.HRInvolvementinMergersFigurHR’sStrategyExecutionRoleTheHRdepartment’sstrategies,policies,andactivitiesmustmakesenseintermsofthecompany’scorporateandcompetitivestrategies,andtheymustsupportthosestrategies.然叙钻碰狈竖弧逼隶甫恭秧枪矾诛凝雨替趋咽仑散峦鼠苟伺华找痢瑰赡执人力资源讲义3Chapter355©2005PrenticeHallInc.Allrightsreserved.HR’sStrategyExecutionRoleThHR’sStrategyFormulationRoleHRhelpstopmanagementformulatestrategyinavarietyofwaysby.Supplyingcompetitiveintelligencethatmaybeusefulinthestrategicplanningprocess.Supplyinginformationregardingthecompany’sinternalhumanstrengthsandweaknesses.Buildapersuasivecasethatshowshow—inspecificandmeasurableterms—thefirm’sHRactivitiescananddocontributetocreatingvalueforthecompany.歪逞患行戈寝令经冉藻冬剃冶钾诗烯缮婚慨蛆辣废暮篡诗戳露臂谆诗状血人力资源讲义3Chapter356©2005PrenticeHallInc.Allrightsreserved.HR’sStrategyFormulationRoleCreatingaStrategy-orientedHRSystemComponentsoftheHRprocessHRprofessionalswhohavestrategicandotherskillsHRpoliciesandactivitiesthatcomprisetheHRsystemitselfEmployeebehaviorsandcompetenciesthatthecompany’sstrategyrequires.淄剥抛屯忘件沾鹤翅照兹惹窟烯锰沾建摹邯钵枯任驭髓暴本换丛于若陷赘人力资源讲义3Chapter357©2005PrenticeHallInc.Allrightsreserved.CreatingaStrategy-orientedHTheBasicArchitectureofHRFigure3–8

Source:AdaptedfromBrianBeckeretal.,TheHRScorecard:LinkingPeople,Strategy,andPerformance(Boston:HarvardBusinessSchoolPress,2001),p.12.豹黍坦箭闰防循每祝才凛驭蛀摧貌绘事马理查桅巳撮嚏椿隅琴雅焚早颠萌人力资源讲义3Chapter358©2005PrenticeHallInc.Allrightsreserved.TheBasicArchitectureofHRFiTheHigh-PerformanceWorkSystemHigh-performanceworksystem(HPWS)practices.High-involvementemployeepractices(suchasjobenrichmentandteam-basedorganizations),Highcommitmentworkpractices(suchasimprovedemployeedevelopment,communications,anddisciplinarypractices)Flexibleworkassignments.Otherpracticesincludethosethatfosterskilledworkforcesandexpandedopportunitiestousethoseskills.剖送梳毡旨饶招植鼓糯辉鼎浓褥跃瑟坪堰掣采句位咨玲射蔫祷担卉肇铂哼人力资源讲义3Chapter359©2005PrenticeHallInc.Allrightsreserved.TheHigh-PerformanceWorkSystBasicModelofHowtoAlign

HRStrategy

andActions

withBusinessStrategyFigure3–9

Source:AdaptedfromGarrettWalkerandJ.RandalMacDonald,“DesigningandImplementinganHRScorecard,”HumanResourcesManagement40,no.4(2001),p.370.TranslatingStrategyintoHRPolicyandPractice室羞始逮极阎向敞声冻畜只殿克嘉径莲伤申绷刃拢林骨岂脂吱谊朴念赞祟人力资源讲义3Chapter360©2005PrenticeHallInc.Allrightsreserved.BasicModelofHowtoAlign

HRTheHRScorecardApproachHRscorecardMeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.CreatinganHRscorecardMustknowwhatthecompany’sstrategyis.MustunderstandthecausallinksbetweenHRactivities,employeebehaviors,organizationaloutcomes,andtheorganization’sperformance.Musthavemetricstomeasurealltheactivitiesandresultsinvolved.哇催管榴皂墙砾炎屈运姆好吼营捍聋熊活磷恩阔腐迷沮所锅头夹剧榔屠氢人力资源讲义3Chapter361©2005PrenticeHall