第三章戰(zhàn)略人力資源管理

1、第三章戰(zhàn)略人力資源管理 第三章 戰(zhàn)略人力資源管理 Chp3 Strategic Human Resource Management 第三章戰(zhàn)略人力資源管理 HRs Strategic Challenges pStrategic plan nA companys plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. pThree basic chall

2、enges nThe need to support corporate productivity and performance improvement efforts. nThat employees play an expanded role in employers performance improvement efforts. nHR must be more involved in designingnot just executingthe companys strategic plan. 第三章戰(zhàn)略人力資源管理 The Strategic Management Process

3、 pStrategic management nThe process of identifying and executing the organizations mission by matching its capabilities with the demands of its environment. pStrategy nA strategy is a course of action. nThe companys long-tem plan for how it will balance its internal strengths and weaknesses with its

4、 external opportunities and threats to maintain a competitive advantage. 第三章戰(zhàn)略人力資源管理 Business Mission and Its Vision pVision nA general statement of its intended direction that evokes emotional feelings in organization members. pMission nSpells out who the company is, what it does, and where its hea

5、ded. 第三章戰(zhàn)略人力資源管理 Strategic Management Process (contd) pStrategic management tasks nStep 1: Define the Business and Its Mission nStep 2: Perform External and Internal Audits nStep 3: Translate the Mission into Strategic Goals nStep 4: Formulate a Strategy to Achieve the Strategic Goals nStep 5: Imple

6、ment the Strategy nStep 6: Evaluate Performance 第三章戰(zhàn)略人力資源管理 Overview of Strategic Management 第三章戰(zhàn)略人力資源管理 Types of Strategic Planning pCorporate-level strategy nIdentifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other. pDi

7、versification strategy implies that the firm will expand by adding new product lines. pVertical integration strategy means the firm expands by, perhaps, producing its own raw materials, or selling its products direct. pConsolidation strategy reduces the companys size pGeographic expansion strategy t

8、akes the company abroad. 第三章戰(zhàn)略人力資源管理 Types of Strategic Planning (contd) pBusiness-level/competitive strategy nIdentifies how to build and strengthen the businesss long-term competitive position in the marketplace. pCost leadership: the enterprise aims to become the low-cost leader in an industry. p

9、Differentiation: a firm seeks to be unique in its industry along dimensions that are widely valued by buyers. pFocus: a firm seeks to carve out a market niche, and compete by providing a product or service customers can get in no other way. 第三章戰(zhàn)略人力資源管理 Types of Strategic Planning (contd) pFunctional

10、 strategies nIdentify the basic courses of action that each department will pursue in order to help the business attain its competitive goals. 第三章戰(zhàn)略人力資源管理 Relationships Among Strategies in Multiple- Business Firms 第三章戰(zhàn)略人力資源管理 Achieving Strategic Fit pMichael Porter nEmphasizes the “fit” point of vie

11、w that all of the firms activities must be tailored to or fit its strategy, by ensuring that the firms functional strategies support its corporate and competitive strategies. pGary Hamel and C. K. Prahalad nArgue for “stretch” in leveraging resources supplementing what you have and doing more with w

12、hat you havecan be more important than just fitting the strategic plan to current resources. 第三章戰(zhàn)略人力資源管理 The Southwest Airlines Activity System 第三章戰(zhàn)略人力資源管理 HR and Competitive Advantage pCompetitive advantage nAny factors that allow an organization to differentiate its product or service from those o

13、f its competitors to increase market share. nSuperior human resources are an important source of competitive advantage 第三章戰(zhàn)略人力資源管理 Strategic Human Resource Management pStrategic Human Resource Management nThe linking of HRM with strategic goals and objectives in order to improve business performance

14、 and develop organizational cultures that foster innovation and flexibility. nFormulating and executing HR systemsHR policies and activitiesthat produce the employee competencies and behaviors the company needs to achieve its strategic aims. 第三章戰(zhàn)略人力資源管理 Linking Corporate and HR Strategies 第三章戰(zhàn)略人力資源管

15、理 HRS Strategic Roles pHR professionals should be part of the firms strategic planning executive team. nIdentify the human issues that are vital to business strategy. nHelp establish and execute strategy. nProvide alternative insights. nAre centrally involved in creating responsive and market-driven

16、 organizations. nConceptualize and execute organizational change. 第三章戰(zhàn)略人力資源管理 HR Involvement in Mergers 第三章戰(zhàn)略人力資源管理 HRs Strategy Execution Role pThe HR departments strategies, policies, and activities must make sense in terms of the companys corporate and competitive strategies, and they must suppor

17、t those strategies. 第三章戰(zhàn)略人力資源管理 HRs Strategy Formulation Role pHR helps top management formulate strategy in a variety of ways by. nSupplying competitive intelligence that may be useful in the strategic planning process. nSupplying information regarding the companys internal human strengths and weak

18、nesses. nBuild a persuasive case that shows howin specific and measurable termsthe firms HR activities can and do contribute to creating value for the company. 第三章戰(zhàn)略人力資源管理 Creating a Strategy-oriented HR System pComponents of the HR process nHR professionals who have strategic and other skills nHR p

19、olicies and activities that comprise the HR system itself nEmployee behaviors and competencies that the companys strategy requires. 第三章戰(zhàn)略人力資源管理 The Basic Architecture of HR 第三章戰(zhàn)略人力資源管理 The High-Performance Work System pHigh-performance work system (HPWS) practices. nHigh-involvement employee practic

20、es (such as job enrichment and team-based organizations), nHigh commitment work practices (such as improved employee development, communications, and disciplinary practices) nFlexible work assignments. nOther practices include those that foster skilled workforces and expanded opportunities to use th

21、ose skills. 第三章戰(zhàn)略人力資源管理 第三章戰(zhàn)略人力資源管理 The HR Scorecard Approach pHR scorecard nMeasures the HR functions effectiveness and efficiency in producing employee behaviors needed to achieve the companys strategic goals. pCreating an HR scorecard nMust know what the companys strategy is. nMust understand the

22、 causal links between HR activities, employee behaviors, organizational outcomes, and the organizations performance. nMust have metrics to measure all the activities and results involved. 第三章戰(zhàn)略人力資源管理 Strategic HR Relationships 第三章戰(zhàn)略人力資源管理 The HR Scorecard Approach to Formulating HR Policies, Activities, and Strategies 第三章戰(zhàn)略人力資源管理 Using the HR Scorecard Approach pStep 1:Define the Business Strategy pStep 2:Outline the Companys Value Chain pStep 3:Identify the Strategically Required Organizational Outcomes pStep 4:Identify the Required Workforce