人力資源管理規(guī)劃第三章課件

第三章:戰(zhàn)略規(guī)劃CHAPTER3:STRATEGICPLANNINGCopyright?2005South-Western.Allrightsreserved.戰(zhàn)略管理StrategicManagement戰(zhàn)略人力資源管理StrategicHumanResourceManagement將人的管理與組織的使命及目標(biāo)結(jié)合在一起。Involvesaligninginitiativesinvolvinghowpeoplearemanagedwithorganizationalmission&objectives戰(zhàn)略管理過程StrategicManagementProcess確定3–5年內(nèi)為達(dá)成企業(yè)3-5的目標(biāo)所需要做的事情。Determiningwhatneedstobedonetoachievecorporateobjectivesover3-5years分析組織內(nèi)部及外部競爭環(huán)境Examiningorganization&competitiveenvironment建立能匹配組織內(nèi)部及外部競爭環(huán)境的優(yōu)選方案。Establishingoptimalfitbetweenorganization&itsenvironment定氣審核及修改戰(zhàn)略規(guī)劃。Reviewing&revisingstrategicplan戰(zhàn)略模型ModelsofStrategy產(chǎn)業(yè)組織模型IndustrialOrganization(O/I)Model外部環(huán)境是組織戰(zhàn)略的主要決定因素。Externalenvironmentisprimarydeterminantoforganizationalstrategyratherthaninternaldecisionsofmanagers環(huán)境意謂著機會與威脅。Environmentpresentsthreats&opportunities所有競爭企業(yè)能控制或者同等機會的擁有資源。Allcompetingorganizationscontrolorhaveequalaccesstoresources資源在企業(yè)之間具有很高的流動性。Resourcesarehighlymobilebetweenfirms企業(yè)成功有以下的因素來決定：Organizationalsuccessisachievedby以比競爭對手低的價格來提供產(chǎn)品和服務(wù)。Offeringgoods&servicesatlowercoststhancompetitors提供高質(zhì)量，差異化的產(chǎn)品。Differentiatingproductstobringpremiumprices戰(zhàn)略模型ModelsofStrategy資源模型Resource-BasedView(RBV)組織的資源與能力，而不是外部環(huán)境因素，是戰(zhàn)略決策的基礎(chǔ)。Anorganization’sresources&capabilities,notexternalenvironmentalconditions,shouldbebasisforstrategicdecisions競爭優(yōu)勢通過獲取組織有價值的資源來取得。Competitiveadvantageisgainedthroughacquisition&valueoforganizationalresources組織具有識別，確定及獲取關(guān)鍵資源的能力。Organizationscanidentify,locate&acquirekeyvaluableresources資源并非高流動性的，并且一旦獲得之后可以成功保留。Resourcesarenothighlymobileacrossorganizations&onceacquiredareretained有價值的資源難以被替代與模仿（代價高昂）。Valuableresourcesarecostlytoimitate&non-substitutable兩種模型的比較ContrastingtheTwoApproaches研究結(jié)果對兩種模型都產(chǎn)生支持。Researchprovidessupportforbothpositions什么是戰(zhàn)略的決定因素?

Whatdrivesstrategy?I/O：外部環(huán)境I/O:ExternalconsiderationsRBV:內(nèi)部資源RBV:InternalconsiderationsI/O:戰(zhàn)略決定資源的獲取。I/O:StrategydrivesresourceacquisitionRBV:戰(zhàn)略由內(nèi)部資源來決定。RBV:Strategydeterminedbyresources戰(zhàn)略管理的過程TheProcessofStrategicManagement使命陳述Missionstatement環(huán)境分析Environmentalanalysis組織自我評價Organizationalself-assessment建立目標(biāo)Establishinggoals&objectivesExhibit3-1

戰(zhàn)略管理的過程ProcessofStrategicManagement使命陳述MissionStatement解釋組織存在的目的與理由。Explainspurpose&reasonforexistence通常比較寬泛。Usuallyverybroad不超過幾句話。Nomorethanacoupleofsentences作為組織所有活動的基礎(chǔ)。ServesasfoundationforeverythingorganizationdoesSolectron的使命陳述SolectronMissionStatement

“Ourmissionistoprovideworldwideresponsivenesstoourcustomersbyofferingthehighestquality,lowesttotalcost,customized,integrateddesign,supply-chainandmanufacturingsolutionsthroughlong-termpartnershipsbasedonintegrityandethicalbusinesspractices.”見書P51環(huán)境分析AnalysisofEnvironment外部環(huán)境的關(guān)鍵因素Criticalcomponentsofexternalenvironment競爭Competition行業(yè)結(jié)構(gòu)Industrystructure政府管制Governmentregulations技術(shù)Technology市場趨勢Markettrends經(jīng)濟趨勢Economictends組織的自我評價OrganizationSelf-Assessment識別企業(yè)主要的優(yōu)勢與劣勢。Identifyprimarystrengths&weaknesses尋找途徑來利用優(yōu)勢。Findwaystocapitalizeonstrengths尋找途徑來減少劣勢。Findwaystoimproveorminimizeweaknesses分析資源Examineresources物質(zhì)Physical人員Human技術(shù)Technological資金Capital組織的自我評價OrganizationSelf-Assessment分析內(nèi)部管理系統(tǒng)Examineinternalmanagementsystems文化Culture組織結(jié)構(gòu)Organizationstructure權(quán)力與政治Powerdynamics&politics決策過程Decision-makingprocesses過去的戰(zhàn)略與績效Paststrategy&performance工作體系Worksystems建立目標(biāo)EstablishingGoals&Objectives目標(biāo)必須：Goalsshouldbe:具體Specific可測量Measurable具有靈活性Flexible公司戰(zhàn)略：成長CorporateStrategies:Growth利潤Benefits獲取運作過程的規(guī)模經(jīng)濟。Gainingeconomiesofscaleinoperations&functions通過面對競爭對手來提高競爭地位。Enhancingcompetitivepositionvis-à-visindustrycompetitors為員工提供提高專業(yè)技能的機會。Providingopportunitiesforemployeeprofessionaldevelopment&advancementHR的問題HRIssues招收新員工Planningfornewhiring管理老員工Alertingcurrentemployees維持質(zhì)量與績效標(biāo)準(zhǔn)Ensuringquality&performancestandardsaremaintained內(nèi)部成長InternalMethods滲透現(xiàn)有的市場Penetrationofexistingmarkets開發(fā)新市場Developingnewmarkets開發(fā)新的產(chǎn)品或服務(wù)Developingnewproductsorservicesforexistingornewmarkets外部成長ExternalMethods并購其他企業(yè)Acquiringotherorganizations垂直整合VerticalintegrationHR的問題HRIssues組織合并Mergingorganizations裁員Dismissingredundantemployees公司戰(zhàn)略：

穩(wěn)定性戰(zhàn)略CorporateStrategies:Stability獲取競爭優(yōu)勢的外部機會有限故維持現(xiàn)狀。Maintainingstatusquoduetolimitedenvironmentalopportunitiesforgainingcompetitiveadvantage很少員工具有發(fā)展的機會。Fewemployeeswillhaveopportunitiesforadvancement管理層識別關(guān)鍵的員工并開發(fā)特有的人力資源政策留住關(guān)鍵員工至關(guān)重要。Criticalthatmanagementidentifykeyemployees&developspecificHRretentionstrategiestokeepthem公司戰(zhàn)略:轉(zhuǎn)向或緊縮戰(zhàn)略CorporateStrategies:

TurnaroundorRetrenchment為適應(yīng)競爭的環(huán)境，精減組織機構(gòu)以削減成本費用。Downsizingorstreamliningorganizationincost-cuttingattempttoadjusttocompetitiveenvironment企業(yè)面臨很少的機會與眾多的環(huán)境威脅。Fewopportunities&manyenvironmentalthreats展開人力資源管理實踐以管理“幸存者”非常重要。ImportanttodevelopHRpracticestomanage“survivors”業(yè)務(wù)單元戰(zhàn)略：成本領(lǐng)先BusinessUnitStrategies:CostLeadership提高效率，削減成本，給消費者以更多的實惠Increasesinefficiency&cuttingofcosts,thenpassingsavingstoconsumer假定產(chǎn)品的價格需求彈性很高。Assumespriceelasticityindemandforproductsorservicesishigh假定消費者對價格敏感而不是對品牌忠誠。AssumesthatcustomersaremorepricesensitivethanbrandloyalHR戰(zhàn)略集中在對員工短期績效的考評，通過專業(yè)分工以及交叉培訓(xùn)來提高效率。HRstrategyfocusesonshort-termperformancemeasuresofresults&promotingefficiencythroughjobspecialization&cross-training業(yè)務(wù)單元戰(zhàn)略：

差異化BusinessUnitStrategies:Differentiation對消費者制定較高的產(chǎn)品或服務(wù)價格。Inordertodemandapremiumpricefromconsumers試圖將組織的產(chǎn)品或服務(wù)與其他消費者區(qū)分開來。Attemptingtodistinguishorganizationalproductsorservicesfromothercompetitorsor創(chuàng)造差異化的感覺Creatingperceptionofdifference組織對于員工的創(chuàng)新提供獎勵。Organizationoffersemployeesincentives&compensationforcreativityHR戰(zhàn)略集中在外聘員工以及留住有創(chuàng)造力的員工。HRstrategyfocusesonexternalhiringofuniqueindividuals&onretainingcreativeemployees業(yè)務(wù)單元戰(zhàn)略：

聚焦戰(zhàn)略BusinessUnitStrategies:Focus主要滿足特定群體的細(xì)分市場的需要。Businessattemptstosatisfyneedsofonlyaparticulargroupornarrowmarketsegment戰(zhàn)略意圖是贏得某些被忽略的顧客群的忠誠。Strategicintentistogainconsumerloyaltyofneglectedgroupsofconsumers戰(zhàn)略HR的問題是讓員工了解細(xì)分市場的獨特性。StrategicHRissueisensuringemployeeawarenessofuniquenessofmarketsegment全面的培訓(xùn)以及專注于客戶滿意非常的關(guān)鍵。Thoroughemployeetraining&focusoncustomersatisfactionarecriticalfactors雇傭?qū)δ繕?biāo)市場顧客有熱情的員工。HiringmembersoftargetsegmentwhoareempathetictocustomerintargetsegmentExhibit3-3(page1)

Dyer&Holder的戰(zhàn)略類型Dyer&Holder’sTypologyofStrategiesExhibit3-3(page2)

Dyer&Holder的戰(zhàn)略類型Dyer&Holder’sTypologyofStrategies戰(zhàn)略方法對人力資源的好處BenefitsofaStrategicApproachtoHR通過專注于所需人員與技能的類型來促進(jìn)高素質(zhì)員工隊伍的開發(fā)。Facilitatesdevelopmentofhigh-qualityworkforcethroughfocusontypesofpeople&skillsneeded提高勞動力的成本效益，特別是在勞動力占最大成本的服務(wù)行業(yè)。Facilitatescost-effectiveutilizationoflabor,particularlyinserviceindustrieswherelaborisgenerallygreatestcost促進(jìn)了對環(huán)境的不確定性與與組織對外部力量的適應(yīng)性的規(guī)劃與評估。Facilitatesplanning&assessmentofenvironmentaluncertainty&adaptationoforganizationtoexternalforcesReading3.1

人力資源與資源觀HumanResources&ResourceBasedView員工管理體系的新構(gòu)想Peoplemanagementsystemsconstruct并非所有的競爭優(yōu)勢都來自于員工管理體系。Notallcompetitiveadvantagebeginswithpeoplemanagementsystems該體系通過儲存，流動，轉(zhuǎn)移組織知識資本來創(chuàng)造價值。Thesesystemscreatevaluetoextentthattheyimpactstock,flow,&changeofintellectualcapital/knowledge是企業(yè)核心能力的基礎(chǔ)BasisofcorecompetenciesReading3.1

人力資源與資源觀HumanResources&ResourceBasedView“技能”概念延伸到知識資本的儲存?！癝kill”conceptexpandedtoconsiderstockofintellectualcapitalinfirm“行為”概念重新定義為通過知識的創(chuàng)造，轉(zhuǎn)移及整合來實現(xiàn)知識在企業(yè)中的流動?！癇ehavior”conceptreconceptualizedasflowofknowledgewithinfirmthroughitscreation,

transfer,&integration核心能力來源于企業(yè)知識儲存與知識流動的結(jié)合，通過知識的創(chuàng)造，轉(zhuǎn)移與整合來創(chuàng)造一種有價值的，稀缺的，難以模仿的，有組織的企業(yè)資源。Corecompetencearisesfromcombinationoffirm’sstockofknowledge&flowofknowledgethroughcreation,transfer,&integrationinawaythatisvaluable,rare,inimitable,&organizedReading3.1

人力資源與資源觀HumanResources&ResourceBasedView動態(tài)能力的構(gòu)想顯示出勞動力與企業(yè)核心能力之間的相互作用及隨時間發(fā)生的變化。Dynamiccapabilityconstructillustratesinterdependentinterplaybetweenworkforce&corecompetenceasitchangesovertimeReading3.2

人力資源的與眾不同之處DistinctiveHumanResources靈活性與開發(fā)相結(jié)合?！癋lexibility”dimensionassociatedwith“prospectors”“Establishedmarkets”categorylinkedtoclassificationslike“defenders”員工管理實踐很難被轉(zhuǎn)移與模仿。Employmentpracticesaredifficulttochange&transfer核心能力驅(qū)動公司戰(zhàn)略。Corecompetenciesshoulddrivebusinessstrategy¬viceversaReading3.2

人力資源的與眾不同之處DistinctiveHumanResources如果所有能力都能夠在公開市場上被購買的話，那企業(yè)獨特的能力及競爭優(yōu)勢該如何產(chǎn)生？Ifcompetenciesareavailabletoeveryoneonopenmarket,howcantheygenerateauniquecompetency&competitiveadvantageforanyonefirm?Reading3.3

戰(zhàn)略人力資源管理的５P’s模型TheFiveP’sModelofSHRM人力資源理念Philosophy組織對員工價值的陳述；組織的核心文化Statementsofhoworganizationvalues&treatsemployees;essentiallycultureoftheorganization人力資源政策Policies對員工有關(guān)的商業(yè)問題所作出的指引。Expressionsofsharedvalues&guidelinesforactiononemployee-relatedbusinessissues人力資源計劃Programs為戰(zhàn)略所需要的組織變革而采用的協(xié)調(diào)一致的方法。Coordinated&strategizedapproachestoinitiat