清华大学人力资源管理教学讲义人力资源管理与企业战略

人力资源管理与企业战略AligningHumanResourcesandBusinessStrategyDistinctivehumanresourcesarefirms'corecompetenciesSHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModelAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCI2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModelHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIES3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModelGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMS4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModelMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriateOPERATIONALROLESContentisfarmorespecificthanfortheotherrolesThe5-PModel:PRACTICES5.HUMANRESOURCESPROCESSESThisareadealswith"how"alltheotherHRactivitiesareidentified,formulated,andimplemented.The5-PModelStrategy-HRfit:Doesitreallymatter?FIT:the地ef皮fec腐tiv金ene谅ss柄of搞any胁HR坑pr锐act阁ice辨or犁se标to怨fp凝rac质tic挖es警for壮im劈燕pac腥tin归gf月irm谎pe围rfo医rma版nce淋de具pen犬ds眨upo化nt植he虾fir设m's蜡st唱rat勒egy杂,o体rc轻onv序ers德ely学,t强he你eff笛ect撒ive冶nes沫so染fa大ny回str军ate今gy打dep次end达su驼pon史ha加vin中gt设he枪rig响ht阳HR辰pra位cti栗ces岔.Whi汉le魄som骗es蛋tud棚ies惭pr坡ovi授ded饺mi摔nor泛su墓ppo铲rt傍for歉th删ee许ffi戒cac剃yo便ff耕it,异ov赴era网ll介the宁re饮sul需ts倦wer勤ef残ar膜fro很mc苗onc傅lus逐iveStr捆ate才gy况-H控Rf魔itIft评hef蔽acts刮don立'tf膏itt纷het蕉heor画y,f财ixt宣hef全acts锐.Stra幕tegy搬-H垮Rfi均tThe盗sy姿ste字ma印rch稍ite钉ctu粗re密lev矿el耻(co希nsi体sts巧of棒th龄eg玩uid剃ing杏pr派inc幕ipl蚂es)Lit害tle荒re劈燕aso转ne屈xis涝ts宿for具th浆ink埋ing险th精at望the寇