Gaining Competitive Advantage through Human Resource Management Practices

1、Gaining Competitive Advantage through Human Resource Management Practices Randall S. Schuler* and Ian C. MacMillan 2作者介紹： Randall S. Schuler associate professor of human resource management at the Graduate School of Business, New York University. His interests are stress and time management, in addi

2、tion to personnel and human resource management, and the relationship between human resource management and strategy. He is coauthor of a personnel and human resource management textbook with West Publishing (1984) and coauthor of Managing Job Stress with Little, Brown & Company(1981). In additi

3、on, he has contributed many chapters for various books including Current and Future Perspectives on Stress in Personnel Management, edited by Roland and Ferris, published by Allen & Bacon (1982), and is coauthor of Human Resource Management Practices in the 1980s along with coeditor, Stephen Car

4、roll, for the Bureau of National Affairs (1983).3Ian C. MacMillan is the director of the Center for Entrepreneurial Studies and Professor of Management at the Graduate School of Business, New York University. Prior to joining the academic world, he was a-chemical engineer and has been a director of

5、several companies in the travel and import/export business in South Africa, Canada, Hong Kong, and Japan. Professor MacMillan has consulted with a number of companies and published numerous articles and books on organizational politics, new ventures, and strategy formulation. His articles have appea

6、red in the journal of Business Strategy, Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Journal, Management Science, and California Management Review, and his books are published by West.邏輯架構(gòu)邏輯架構(gòu) Why（為什么） What（是什么） How（怎么辦）一、問(wèn)題的提出l Critical to a

7、 corporations growth and prosperity is gaining and retaining competitive advantage. Although corporations may pursue many paths to this end, one that is frequently not recognized is capitalizing on superior human resource management. 一個(gè)企業(yè)的發(fā)展和繁榮最重要的是獲得和留住競(jìng)爭(zhēng)力優(yōu)勢(shì)。雖然企業(yè)可以有多種路徑達(dá)到這一目的，但是有一個(gè)路徑是經(jīng)常不能識(shí)別出的，即利用其優(yōu)

8、越的人力資源管理。6l Currently, many companies recognize the growing importance of their human resources, but few are conceptualizing them in strategic terms-in ways to gain a competitive advantage. As a result, many companies forego the opportunity to seize competitive advantage through human resource pract

9、ice initiatives. 目前，雖然有許多企業(yè)認(rèn)識(shí)到人力資源在企業(yè)發(fā)展中起著越來(lái)越重要的作用，但很少有企業(yè)在戰(zhàn)略層面上將其予以概念化。其結(jié)果是，許多企業(yè)錯(cuò)失了通過(guò)HRM實(shí)踐來(lái)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的機(jī)會(huì)。HRM practicesThe major purposes of these activities traditionally have been to attract, retain, and motivate employees. We refer to them as human resource management (HRM) practices (Schuler, 1984) H

10、uman resource planningStaffing, including recruitment, selection, and socializationAppraisingCompensationTraining and developmentUnion-management relationshipsAll the excellent organizations surveyed made effective use of their human resources, and they did this through their personnel and human res

11、ource management. Peters and Waterman (1982)一切優(yōu)秀的組織都可以通過(guò)引進(jìn)人才和進(jìn)行人力資源管理活動(dòng)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。 彼得斯和沃特曼（1982）二、二、Gain competitive advantages through HRM practicesAn initial understanding of where companies can gain competitiveadvantages through their HRM practices is facilitated by a discussion of（最早促使企業(yè)思考如何通過(guò)HRM實(shí)踐獲

12、得競(jìng)爭(zhēng)優(yōu)勢(shì)，是基于對(duì)企業(yè)戰(zhàn)略目標(biāo)和戰(zhàn)略推力的討論） Strategic targets Strategic thrusts企業(yè)戰(zhàn)略目標(biāo)和戰(zhàn)略推力的參照矩陣（一）（一） Strategic TargetsSelf(林肯電氣的就是一個(gè)典型的通過(guò)HRM實(shí)踐降低了生產(chǎn)成本，提高生產(chǎn)效率的例子.)Customers（ UNIFI公司通過(guò)分享其績(jī)效考核制度來(lái)幫助他的客戶，以便他們有能力購(gòu)買unifi的產(chǎn)品。）Distributors and servicers （Pepsico 通過(guò)為其分銷商培訓(xùn)店長(zhǎng)來(lái)增加其店面銷售額，從而增加百事公司的銷售額； Mercedes（梅賽德斯）在全美國(guó)培養(yǎng)機(jī)械工（服務(wù)商），

13、以便人們可以在24小時(shí)內(nèi)，在美國(guó)的任何地方得到服務(wù)。 McDonald（麥當(dāng)勞）也為其特許經(jīng)營(yíng)業(yè)主（即它的分銷商/服務(wù)商）提供了廣泛的培訓(xùn)。 ）Suppliers（ Nissan Motors（日產(chǎn)汽車）和Honda Motors（本田汽車）公司就給他的零部件供應(yīng)商提供了豐富的培訓(xùn)課程，以提升其產(chǎn)品質(zhì)量（包括他們以及供應(yīng)商）（二）（二） Strategic ThrustsCost/efficiency thrust(成本/效率推力)林肯電氣的就是一個(gè)典型的通過(guò)HRM實(shí)踐降低了生產(chǎn)成本，提高生產(chǎn)效率的例子。此外，Unifi、麥當(dāng)勞、本田等也堅(jiān)持對(duì)其客戶、分銷商和經(jīng)銷商進(jìn)行這種HRM實(shí)踐，來(lái)幫助他

14、們更持久的保有競(jìng)爭(zhēng)優(yōu)勢(shì)。 Differentiation thrust（企業(yè)用差異化策略使自己的產(chǎn)品與競(jìng)爭(zhēng)對(duì)手的產(chǎn)品區(qū)分開來(lái)。） IBM之所以能夠從競(jìng)爭(zhēng)對(duì)手中脫穎而出，也是通過(guò)給其員工提供編程培訓(xùn)。 百事可樂(lè)是通過(guò)提供銷售培訓(xùn)和店鋪經(jīng)營(yíng)管理培訓(xùn)，從而使其成為一個(gè)在中型市場(chǎng)快速成長(zhǎng)的經(jīng)銷商集團(tuán)。 通用電氣公司的領(lǐng)導(dǎo)層認(rèn)識(shí)到其全球銷售的大型設(shè)備合同，依賴于一個(gè)具有挑戰(zhàn)性的傳統(tǒng)技術(shù)技能和全新的融資組合技能。所以他們系統(tǒng)的鞏固了這些技能，現(xiàn)在已經(jīng)變成第三世界國(guó)家里，擁有全球融資途徑的電力系統(tǒng)的生產(chǎn)商。 農(nóng)場(chǎng)系統(tǒng)和政策支持使得巴爾的摩金鶯脫穎而出。與此類似，貝爾實(shí)驗(yàn)室用類似的策略吸引了眾多的工程博士。T

15、he target-thrust matrix we showed in Exhibit 1 provides the firmseeking a competitive advantage with eight broad options from whichto launch a strategic advantage. The next question is to ask what particular human resource practices the firm is exceptionally good at, and to see where these skills ca

16、n be applied in the target thrust matrix. This we have done in Exhibit 2.我們?cè)趫D表1中顯示的目標(biāo)推力矩陣提供了一個(gè)企業(yè)從8個(gè)不同的競(jìng)爭(zhēng)優(yōu)勢(shì)中尋求其戰(zhàn)略優(yōu)勢(shì)。接下來(lái)的問(wèn)題是搞清楚哪些HRM實(shí)踐是企業(yè)所擅長(zhǎng)的，然后在目標(biāo)推力矩陣中尋找這些技能并加以運(yùn)用。由此，我們做出了圖表2：（一）（一）PlanningBaby boomThe lack of young worksThe functionally illiterate of young workersThe desire for literate young worker

17、s at all levels vsThe lack of young works18Examples(例證)Companies are taking note of recent census data-those data indicate that the number of young workers in the labor force peaked at 37 million in 1980 and will drop to 24 million by 1990. Meanwhile, each year 2.3 million 17-year-olds are added to

18、the ranks of the functionally illiterate. 公司通過(guò)最近的人口普查數(shù)據(jù)發(fā)現(xiàn)：年輕勞動(dòng)力的數(shù)量在1980年達(dá)到頂峰，為3700萬(wàn)。在 1990年，這一數(shù)據(jù)可能會(huì)下降到2400萬(wàn)。與此同時(shí)，每年有230萬(wàn)17歲的人歸入功能性文盲的行列。Among Hispanic 17-year-olds, 56% are functionally illiterate while 47% of the Black 17-year-olds are functionally illiterate.在Hispanic（西班牙）的17歲人口中，56的功能性文盲中有47%是黑人。

19、The issue of functional illiteracy has coiled at the center of our unemployment problems and it threatens this countrys ultimate ability to succeed in the world market. -Robert Feagles (Business Week, May 9, 1984, p. 81)功能性文盲問(wèn)題一直是我們討論失業(yè)問(wèn)題的焦點(diǎn)，它影響著一個(gè)國(guó)家在世界市場(chǎng)的最終成功。Texas Instruments and New York Telephon

20、e are getting into secondary and primary education in the 1980s.Creating a rapid expansion of potential managers with a narrowing base of managerial jobs. “嬰兒潮”為那些管理工作貧乏的公司提供了大量潛在的管理人才。Baby boomThe intersection of these events is producing a company need for flexibility and current, up-to-date skill

21、s.這些事件的交匯促成了企業(yè)在當(dāng)前復(fù)雜多變的形勢(shì)下對(duì)員工靈活性和技能升級(jí)的要求。Some companies are trying to gain this flexibility and skill currency by offering attractive early retirement packages for carefully selected groups of employees. (AT&T、 Bank America Corporation、 Sun Company、 Eastman Kodak Company)一些企業(yè)試圖通過(guò)為一批員工推出“提前退休計(jì)劃”來(lái)增

22、進(jìn)人員流動(dòng)性，增進(jìn)企業(yè)效益。(因?yàn)樵谒鼈兛磥?lái)，如果目前所有的人口，經(jīng)濟(jì)和技術(shù)都是可持續(xù)的，那么以下的假設(shè)就是成立的：如果公司運(yùn)用人力資源管理實(shí)踐，“在合適的時(shí)間”將“合適的人員”配備到“合適的崗位”上，那么企業(yè)就可以更高效地生產(chǎn)高質(zhì)量的產(chǎn)品，從而獲得戰(zhàn)略競(jìng)爭(zhēng)優(yōu)勢(shì)。)（二）（二）StaffinglBring the right people on board. 把“合適”的人放在“合適”的崗位上l Socialization 社會(huì)化l Bring the right people on board.Edson de Castro and Hervert J. Richman, executive

23、 vice president, spent a vast amount of personal time on hiring only those managers whose styles and interests fit with Data General. The styles and interests that best seem to fit with Data General now are those reflecting a desire for organization, long-range strategic planning, and more stable an

24、d methodical growth patterns. This practice of careful selection to ensure a better fit between company and employee is also a critical HRM practice at Goldman Sachs. There, every partner interviews every MBA job applicant to ensure that the new employees fit the company.Edson de Castro and Hervert

25、J. Richman, 執(zhí)行副總裁，花費(fèi)了大量時(shí)間去篩選那些風(fēng)格與興趣與通用相匹配的經(jīng)理，從而更好的實(shí)現(xiàn)組織愿景，建立一個(gè)符合組織長(zhǎng)遠(yuǎn)戰(zhàn)略規(guī)劃的更穩(wěn)定有效的增長(zhǎng)模式。這種嚴(yán)謹(jǐn)?shù)淖龇ūＷC了企業(yè)和員工之間的契合度，這也是高盛（Goldman Sachs）HRM實(shí)踐的重要做法。那里，每一個(gè)應(yīng)聘者都得到公司的訪談，以保證每一個(gè)新員工都“適合”這個(gè)公司。retaining key employees at compensation levels far below many competitors despite the lucrative bidding that goes on for top pl

26、ayers. 留住關(guān)鍵員工所付出的薪酬水平要遠(yuǎn)遠(yuǎn)低于用豐厚的利潤(rùn)招聘頂級(jí)員工。根據(jù)營(yíng)銷學(xué)原理，每開發(fā)一個(gè)新客戶的成本是維持一個(gè)老客戶的2-6倍。賴克海德曾提出：顧客流失率每降低5%，企業(yè)利潤(rùn)將增加25-85%，從競(jìng)爭(zhēng)對(duì)手中爭(zhēng)奪并保持一個(gè)顧客成本是現(xiàn)有顧客的5倍。l SocializationSocialization represents the process used by companies to expose new employees to their culture and ways of doing things.社會(huì)化通常是企業(yè)為其新員工宣揚(yáng)自己的文化，教新員工如何做事的過(guò)程。

27、Companies that have perfected the socialization process include IBM, Procter & Gamble，and Morgan Guaranty Trust. Often the socialization process begins before the employee is hired.一些公司在員工正式入職之前就成功的完成了其社會(huì)化進(jìn)程。比如IBM、寶潔，以及美國(guó)摩根保證信托銀行。 以寶潔為例，在成功完成一般的知識(shí)測(cè)試后，他們會(huì)對(duì)申請(qǐng)者進(jìn)行培訓(xùn)，以使其在合適的崗位上做出最出色的成績(jī)。如果申請(qǐng)者通過(guò)了這一系列測(cè)試

28、，他將會(huì)得到諸如謙虛、合作包容等良好的工作體驗(yàn)。 通過(guò)這一階段和其他社會(huì)化進(jìn)程，新員工不斷意識(shí)到公司的價(jià)值觀和公司在業(yè)界的口碑。這種包括注重產(chǎn)品質(zhì)量和員工奉獻(xiàn)精神的價(jià)值觀直到今天還一直存在著。（三）（三）AppraisinglAnother critical aspect of appraising is correcting poor performance.績(jī)效評(píng)估的另一個(gè)重要方面是可以糾正一些不恰當(dāng)?shù)男袨?。l The appraisal reviews assist executives in clarifying and articulating objectives and expe

29、ctations for themselves and their employees. 通過(guò)績(jī)效評(píng)估來(lái)幫助管理者和員工明確組織期望，實(shí)現(xiàn)組織目標(biāo)。At Emery Air Freight, the company was losing $1 million annually because employees on the airport loading docks were shipping small packages separately rather than placing those with the same destination in one container that.

30、 would be carried at l ower rates by air carriers. Management also found that the containers were being used 45. percent of the time when they should have been used 90 percent of the time.-By establishing a program of positive consequences and feedback, the nearly $1 million annual loss was eliminat

31、ed.埃默里空運(yùn)公司因?yàn)檠b卸碼頭員工單獨(dú)運(yùn)送小包裹，而不是把相同的目標(biāo)歸入同一批運(yùn)送，這導(dǎo)致該公司每年損失百萬(wàn)美元。通過(guò)建立一個(gè)有效的人力資源評(píng)估和反饋系統(tǒng)，管理者發(fā)現(xiàn)，以往用全部時(shí)間90%才能完成的事情，現(xiàn)在只用了40%，企業(yè)每年減少了近100萬(wàn)美元的虧損。For example :（四）（四） CompensationIn addition to PEOPLE Express Airline and Lincoln Electric, who use compensation practices to gain a cost/efficiency competitive advantage

32、, TRW and the Hewlett-Packard Company use compensation to drive their search for innovative products and services.用薪酬激勵(lì)的做法獲得成本/效率競(jìng)爭(zhēng)優(yōu)勢(shì)的除了PEOPLE Express Airline （美國(guó)大眾快運(yùn)航空）和Lincoln Electric（林肯電氣）外，TRW （TRW 是美國(guó)的一家汽車配件供應(yīng)商，中文名稱為：天合）和Hewlett-Packard（惠普）也使用薪酬激勵(lì)來(lái)驅(qū)動(dòng)他們的產(chǎn)品和服務(wù)創(chuàng)新。 在惠普，創(chuàng)業(yè)行為是得到鼓勵(lì)的，領(lǐng)導(dǎo)者為他們的成功舉辦慶祝酒會(huì)，還

33、有一些類似股票期權(quán)、個(gè)人電腦的獎(jiǎng)勵(lì)。 另一個(gè)通過(guò)薪酬激勵(lì)機(jī)制獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的企業(yè)是Nucor（美國(guó)第二大鋼鐵企業(yè) 紐柯鋼鐵公司）。它同時(shí)使用四種不同層面的激勵(lì)計(jì)劃，相比于過(guò)去十年，銷售額增加了60倍，利潤(rùn)增加了15倍。 同樣成功的還有Chaparral鋼鐵公司（美國(guó)叢林鋼鐵公司），其推行的利益共享制，幾乎覆蓋了所有的雇員。 在TRW（天合），它通過(guò)補(bǔ)償機(jī)制來(lái)促進(jìn)創(chuàng)新，單位或團(tuán)隊(duì)可以用業(yè)績(jī)換取去其他部門工作的機(jī)會(huì)，這些企業(yè)得到了他們所要求的持久穩(wěn)定的產(chǎn)品服務(wù)和質(zhì)量的提高，從而使他們?cè)诒姸喔?jìng)爭(zhēng)者中脫穎而出。（五）（五） Training and DevelopmentWhen Delco-Remy

34、trained its employees in participative management,it succeeded in differentiating itself from all competitors in the eyes ofHonda and others.Delco-Remy（德科-瑞美）用參與管理的理念訓(xùn)練它的員工，促使其成功的在本田和其他企業(yè)面前將自己和其他競(jìng)爭(zhēng)者區(qū)分開來(lái)。 participative management（六）（六） Union-Management RelationshipsRecently American Airlines, Greyhou

35、nd, McDonnell Douglas, Boeing, and Ingersoll-Rand have negotiated two-tiered wage systems to help reduce total costs by reducing labor costs. Without these jointly negotiated systems, these companies would not have survived.最近，美國(guó)航空公司，譬如Greyhound（灰狗）、McDonnell Douglas（麥克唐納-道格拉斯）、Boeing（波音）和Ingersoll-

36、Rand（英格索蘭）通過(guò)實(shí)施工會(huì)與企業(yè)共同制定的工資制度，降低了勞動(dòng)力成本，進(jìn)而降低了總成本?？梢哉f(shuō)，如果沒(méi)有這些共同協(xié)商的制度，這些公司就不會(huì)存活下來(lái)。公司與工會(huì)的關(guān)系對(duì)企業(yè)的存活至關(guān)重要，關(guān)系越好，企業(yè)越有可能獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。雖然上述做法展示了人的活動(dòng)對(duì)于企業(yè)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性，但它還沒(méi)有突出強(qiáng)調(diào)企業(yè)從先于競(jìng)爭(zhēng)對(duì)手反應(yīng)速度中得到的優(yōu)勢(shì)。在接下來(lái)的部分中，我們著重講述競(jìng)爭(zhēng)對(duì)手在獲得此類競(jìng)爭(zhēng)優(yōu)勢(shì)時(shí)所面臨的困難，這些困難是由大量的慣性障礙造成的(MacMillan, 1983)。只有先克服這些障礙，企業(yè)才能真正的獲得其HRM優(yōu)勢(shì)。三、三、Barriers to Competitive respo

37、nse Needs-matching challenge（匹配） One-attaining consistency（期望與現(xiàn)實(shí)的一致性） Lack of commitment（承諾的缺失） Time horizon（時(shí)間界限）35 Needs-matching challengeTo get the right person in the right place, as Walter Wriston suggests, requires a company to engage in extensive analyses. Jobs have to be analyzed, the needs and products of the company, present and future, have to be analyzed, and key individuals have