版權(quán)說明：本文檔由用戶提供并上傳，收益歸屬內(nèi)容提供方，若內(nèi)容存在侵權(quán)，請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡(jiǎn)介
StrategicHumanResourceManagementHumanResourceManagementIntegrationStrategicHRMmodelsMBAStrategicHumanResourceManagExactlywhatisStrategicHRM?‘Highperformanceworkplaces,HumanCapitalManagement’GovernmentviewcitedinReaderA2006‘Thedesign,implementation&maintenanceofstrategiestomanagepeopleforoptimumbusinessperformanceincludingthedevelopmentofpolicies&processestosupportthesestrategies.’ Source:CharteredInstituteofPersonnelandDevelopment(CIPD)2008A‘collectionofphenomena’Islabouranunfortunatecost,oracriticallyusefulasset?TwoSHRMcategories(andstrategies):Whataretheidealorganisationalmeasures(structures,processesetc)-thenseektoimprovetheseWhataretheunderlyingideas
andforces(culture,thatimpactonorganisationalperformance)–then(positively)influencethese
Source:ReaderA.2006ExactlywhatisStrategicHRM?Thenatureofhumanresourcemanagement(HRM)Gratton:thesignificanceofhumanresourcesasthemostimportantorganisationalasset:TherearefundamentaldifferencesbetweenpeopleasanassetandthetraditionalassetsoffinanceortechnologyAnunderstandingoffundamentaldifferencescreatesanewwayofthinkingandworkinginorganisationsBusinessstrategiescanonlyberealisedthroughpeople.Creatingastrategicapproachtopeoplenecessitatesastrongdialogueacrosstheorganisation(Source:Mullins2007)ThenatureofhumanresourcemStrategicHRMPersonnelmanagementvs.HRMStrategyandalignmentVerticalandhorizontalintegrationElementsofStrategicHRMStrategicHRMPersonnelmanagemPersonnelmanagementandHRMReactiveEmployeeadvocateTaskfocusOperationalissuesQualitativemeasuresStabilityTacticalFunctionalintegrityPeopleasexpensesProactiveBusinesspartnerTask&enablementfocusStrategicissuesQuantitativemeasuresConstantchangeStrategicMulti-functionalPeopleasassetsHolbeche,1999PersonnelmanagementandHRMReStrategyandalignmentUnitarist(shared)vs.Pluralist(divergent)conceptionsContingency/BestpracticeapproachesPlanned/Emergentapproaches(orevolutionary
Marchington&Wilkinson2008)–trulyembedded?GenericstrategiesandHRM(Schuler&Jackson)StrategyandalignmentUnitarisHowisHRMstrategic?IntegrationofpersonnelpoliciesHRMresponsibilityshiftstolinemanagersShiftfromcollectivismtoindividualismStressoncommitment-managerasenabler(Sisson,1989)Realisationof‘humancapital’and‘highperformance’workplacesforcompetitiveadvantage(Salaman,Storeyetal,2006)HowisHRMstrategic?IntegratiHowisHRMstrategic?UseofplanningCoherentapproachtodesignandmanagementofpersonnelsystemsMatchingHRactivitiesandpoliciestoexplicitbusinessstrategyPeopleasastrategicresourceforcompetitiveadvantage(HendryandPettigrew,1986)HowisHRMstrategic?UseofplVerticalintegration Linkbetweenenvironmentalcontext,businessstrategiesandpersonnelanddevelopmentpolicies.(MarchingtonandWilkinson,1986) Externalfit(BairdandMeshoulam,1988) Organisationalintegration(GuestandPeccei,1994)
Verticalintegration LinkbetwDegreeofintegrationSeparationmodelFitmodelDialoguemodelHolisticmodelHRdriven(TorringtonandHall,2008)DegreeofintegrationSeparatioHorizontalintegration ThedegreetowhichdifferentaspectsofPersonnelandDevelopmentarelinkedtogether.(MarchingtonandWilkinson,1996) Internalfit(BairdandMeshoulam,1988) Theneedforpracticestobeguidedbyconsciouspolicychoicestoincreasethelikelihoodthatpracticeswillreinforceeachotherandwillbeconsistentovertime.(BeerandSpector,1985)Horizontalintegration ThedegElementsinhorizontalintegrationResourcing–involvementofHRRelations–Industrial/professionalReward–settingaspartofpolicyDevelopment–T&DasacoherentpartElementsinhorizontalintegraModelsofSHRMSalaman,StoreyandBillsberryFombrun,TichyandDevanna(Michigan)BeerandSpector(Harvard)WarwickmodelGuest’smodelModelsofSHRMSalaman,StoreyBasicHRMComponents
(Salaman,StoreyandBillsberry,2006)HumanCapitalPoolKnowledgeSkillAbilityEmployeeRelationships&BehavioursPsychologicalContractsJobRelated/requiredDiscretionaryOrganisationalCitizenshipPeopleManagementPracticesStaffing Training Rewards AppraisalWorkDesign Participation Recognition Communication‘Stock’ofemployeesEmployees‘freewill’;ownedbyemployeesMeansofmaintainingon-goingcompetitiveadvantage
BasicHRMComponents
(Salaman,Strategicmanagementandenvironmentalpressures
(Fombrun,TichyandDevanna,1984)StrategicmanagementandenvirThehumanresourcecycle
(Fombrun,TichyandDevanna,1984)Thehumanresourcecycle
(FombTheHarvardframework
(Beeretal.,1984)Analyticalmodel,ratherthanprescriptiveTakesintoaccountdifferentphilosophiesandassumptionsTheHarvardframework
(BeeretTheWarwickmodel
(HendryandPettigrew,1992)BasedontheHarvardModelGivesrecognitionofexternalcontextDoesnotassumeoutcomesDoesassumecoherentpoliciesgiverisetosuperiorperformanceTheWarwickmodel
(Hendryand知識(shí)回顧KnowledgeReview知識(shí)回顧KnowledgeReviewStrategicHumanResourceManagementHumanResourceManagementIntegrationStrategicHRMmodelsMBAStrategicHumanResourceManagExactlywhatisStrategicHRM?‘Highperformanceworkplaces,HumanCapitalManagement’GovernmentviewcitedinReaderA2006‘Thedesign,implementation&maintenanceofstrategiestomanagepeopleforoptimumbusinessperformanceincludingthedevelopmentofpolicies&processestosupportthesestrategies.’ Source:CharteredInstituteofPersonnelandDevelopment(CIPD)2008A‘collectionofphenomena’Islabouranunfortunatecost,oracriticallyusefulasset?TwoSHRMcategories(andstrategies):Whataretheidealorganisationalmeasures(structures,processesetc)-thenseektoimprovetheseWhataretheunderlyingideas
andforces(culture,thatimpactonorganisationalperformance)–then(positively)influencethese
Source:ReaderA.2006ExactlywhatisStrategicHRM?Thenatureofhumanresourcemanagement(HRM)Gratton:thesignificanceofhumanresourcesasthemostimportantorganisationalasset:TherearefundamentaldifferencesbetweenpeopleasanassetandthetraditionalassetsoffinanceortechnologyAnunderstandingoffundamentaldifferencescreatesanewwayofthinkingandworkinginorganisationsBusinessstrategiescanonlyberealisedthroughpeople.Creatingastrategicapproachtopeoplenecessitatesastrongdialogueacrosstheorganisation(Source:Mullins2007)ThenatureofhumanresourcemStrategicHRMPersonnelmanagementvs.HRMStrategyandalignmentVerticalandhorizontalintegrationElementsofStrategicHRMStrategicHRMPersonnelmanagemPersonnelmanagementandHRMReactiveEmployeeadvocateTaskfocusOperationalissuesQualitativemeasuresStabilityTacticalFunctionalintegrityPeopleasexpensesProactiveBusinesspartnerTask&enablementfocusStrategicissuesQuantitativemeasuresConstantchangeStrategicMulti-functionalPeopleasassetsHolbeche,1999PersonnelmanagementandHRMReStrategyandalignmentUnitarist(shared)vs.Pluralist(divergent)conceptionsContingency/BestpracticeapproachesPlanned/Emergentapproaches(orevolutionary
Marchington&Wilkinson2008)–trulyembedded?GenericstrategiesandHRM(Schuler&Jackson)StrategyandalignmentUnitarisHowisHRMstrategic?IntegrationofpersonnelpoliciesHRMresponsibilityshiftstolinemanagersShiftfromcollectivismtoindividualismStressoncommitment-managerasenabler(Sisson,1989)Realisationof‘humancapital’and‘highperformance’workplacesforcompetitiveadvantage(Salaman,Storeyetal,2006)HowisHRMstrategic?IntegratiHowisHRMstrategic?UseofplanningCoherentapproachtodesignandmanagementofpersonnelsystemsMatchingHRactivitiesandpoliciestoexplicitbusinessstrategyPeopleasastrategicresourceforcompetitiveadvantage(HendryandPettigrew,1986)HowisHRMstrategic?UseofplVerticalintegration Linkbetweenenvironmentalcontext,businessstrategiesandpersonnelanddevelopmentpolicies.(MarchingtonandWilkinson,1986) Externalfit(BairdandMeshoulam,1988) Organisationalintegration(GuestandPeccei,1994)
Verticalintegration LinkbetwDegreeofintegrationSeparationmodelFitmodelDialoguemodelHolisticmodelHRdriven(TorringtonandHall,2008)DegreeofintegrationSeparatioHorizontalintegration ThedegreetowhichdifferentaspectsofPersonnelandDevelopmentarelinkedtogether.(MarchingtonandWilkinson,1996) Internalfit(BairdandMeshoulam,1988) Theneedforpracticestobeguidedbyconsciouspolicychoicestoincreasethelikelihoodthatpracticeswillreinforceeachotherandwillbeconsistentovertime.(BeerandSpector,1985)Horizontalintegration ThedegElementsinhorizontalintegrationResourcing–involvementofHRRelations–Industrial/professionalReward–settingaspartofpolicyDevelopment–T&DasacoherentpartElementsinhorizontalintegraModelsofSHRMSalaman,StoreyandBillsberryFombrun,TichyandDevanna(Michigan)BeerandSpector(Harvard)WarwickmodelGuest’smodelModelsofSHRMSalaman,StoreyBasicHRMComponents
(Salaman,StoreyandBillsberry,2006)HumanCapitalPoolKnowledgeSkillAbility
溫馨提示
- 1. 本站所有資源如無特殊說明，都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等，如果需要附件，請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙，網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽，若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間，僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理，對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯，并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容，請(qǐng)與我們聯(lián)系，我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 電磁兼容課件-濾波哈工大江濱浩
- 浙江省金華市東陽中學(xué)2025屆高三第一次調(diào)研測(cè)試語文試卷含解析
- 11.1《過秦論》課件 2024-2025學(xué)年統(tǒng)編版高中語文選擇性必修中冊(cè)-1
- 2025屆湖南省邵東縣創(chuàng)新實(shí)驗(yàn)學(xué)校高三壓軸卷語文試卷含解析
- 《solidworks 機(jī)械設(shè)計(jì)實(shí)例教程》 課件 任務(wù)2.2 支架草圖的設(shè)計(jì)
- 廣州黃埔區(qū)第二中學(xué)2025屆高三沖刺模擬語文試卷含解析
- 2025屆四川省南充市高三第二次聯(lián)考英語試卷含解析
- 2025屆四川省蓉城名校高三最后一卷語文試卷含解析
- 廣東東莞外國(guó)語學(xué)校2025屆高三第六次模擬考試語文試卷含解析
- 哈爾濱市第九中學(xué)2025屆高三最后一模英語試題含解析
- 臨床護(hù)理實(shí)踐指南2024版
- 2024年下半年包鋼(集團(tuán))公司新員工招聘【941人】易考易錯(cuò)模擬試題（共500題）試卷后附參考答案
- 高壓電氣設(shè)備預(yù)防性試驗(yàn)(電氣設(shè)備1)
- 四川省成都市2023-2024學(xué)年六年級(jí)上學(xué)期語文期末試卷（含答案）2
- 專題17 重點(diǎn)語法：賓從、狀從、定從綜合練90題
- 行政事業(yè)單位內(nèi)部控制規(guī)范專題講座
- 唐山房地產(chǎn)市場(chǎng)月報(bào)2024年08月
- 少兒美術(shù)課件國(guó)家寶藏系列《鴟吻》
- 端午節(jié)粽子購銷合同
- 污水站托管運(yùn)營(yíng)合同范本
- 第18課《我的白鴿》教學(xué)設(shè)計(jì)++2024-2025學(xué)年統(tǒng)編版語文七年級(jí)上冊(cè)
評(píng)論
0/150
提交評(píng)論