战略性人力资源管理(ppt)
Strategic Human Resource Management
Objectives
Compare and contrast the strategic view of human resource management and the traditional view of human resource management.
Explain the role of strategic human resource management in the strategic management process.
Given a particular strategy, recommend the functional human resource practices that need to be chosen.
Describe the essential elements of SHRM
Explain how an organization's strategic plan is integrated with the major human resource management functions.
HRM Role Change
The HR function has historically been reactive and subservient to the other business functions.
Role has changed recently due to environmental change and uncertainty
Need to maintain an effective alignment with the environment while managing internal interdependencies.
HRM Role Change
Increasingly, competitiveness is viewed as being dependent on human capital and thus human resources.
Competitive advantage in companies is its workers--it is what often distinguishes companies with similar technology.
HRM has come to be seen as directly related to the ability of the firm to cope with organizational and environment contingencies.
Recently, there has been a reorientation to an integrative, proactive, and strategic way of looking at an organization's employees.
HRM Role Change
Historically, top management and subordinate line managers delegated personnel matters to the personnel department.
Primary functions included:
Human resource planning;
Recruiting staff
Job analysis
performance review systems
Wage, salary, and benefits administration
Employee training
Personnel record keeping
Characteristics of Past Approach
HR/Personnel function was physically and psychology separated from the real work of the organization.
Personnel depts. grew in a relatively uncoordinated, piecemeal fashion.
HR/Personnel lacked an integrative, proactive, and, above all, strategic orientation.
Figure 2.1 Traditional and Strategic Views of HRM (a) Personnel-The Traditional View
Characteristics of Current Approach
1) The systematic integration of separate HRM functions
2) Human resources are now viewed from a general management perspective rather from the perspective of a functional area and management now shares responsibility for HR.
3) The inclusion of HR considerations in decisions affecting corporate strategies and structures.
4) Strategic management and strategic human resource management integrate the separate HRM functions.
Figure 2.1 Traditional and Strategic Views of HRM (b) HRM -- The Strategic View
Table 2.1 Theoretical Perspectives on SHRM
Competitive Advantage Through Human Resources
Basic thesis: Effective utilization of HR can assist organizations in achieving competitive advantage.
Competitive advantage:
a. Refers to the ability of an organization to formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment).
b. Perceived customer value can create competitive advantage.
Competitive Advantage Through Human Resources
C. Offering a product or service that is unique can create competitive advantages. 4 sources:
1. Financial or economic capital capability.
2. Physical capital capability.
3. Human capital capability: Composition of workforce
4. Organizational capability: The firm’s ability to manage people
D. Key issue for organizations is to achieve alignment among their various functions and be flexible in responding to their environment.

Strategic HRM
HRM as a competitive advantage involves strategic human resource management.
1) Represents an effort to link HRM activities to a firm's business strategy.
2) Based on a growing recognition for HR managers to assume a broader role in the overall organizational strategy.
3) Recognition that the HR function should be "planned, organized, and evaluated on the basis of its contribution to the business."
4) SHRM is based on the recognition that HRM activities are organizational in scope.
Strategic HRM
5) Recognition that HRM issues need to be considered in the formulation and the implementation of organizational strategy.
6) Recognition that HRM practice will influence the organization's performance.
7) The recognition of HR at the executive or strategic level in addition to the firm and operational levels.
9) Emphasizes longer-term planning through the examination of a set of environmental, public policy, industry structure and organizational frameworks.
Integrating HR into Strategic Planning
The Strategic Planning Process: Uluru Energy
Mission, Goals, and Values Statements
Environmental Threats and Opportunities
Organizational Strengths and Weaknesses
Goals and Objectives
Formulation of Strategies
How To Strategically Integrate HRM: Some Ideas and Examples
Essential Elements of SHRM
1. Internally transforming HR staff and structure
2. Enhancing administrative efficiency
3. Integrating HR into the strategic planning process
4. Linking HR practices to business strategy and one another.
5. Developing a partnership with line management
6. Focusing on the bottom-line impact of HR and measuring that impact.
Developing Partnership
Learn about the firm’s business
Respond to and be aware of the firm’s needs and direction
Shift away from traditional HRM functions
Move toward supportive, collaborative relationships with line managers
Demonstrate how HR is critical to business success
Measuring HRM
Customer Reactions
HR Impact
Dollar Value of HR Programs
Benchmarking HR Practices
Table 2.7 Six measures of HR Service Delivery
Review
Why is Managing Human Resources So Important?
What is Strategic Human Resource Management (SHRM)?
Transforming HR Staff and Structure
Enhancing Administrative Efficiency
Integrating HR into Strategic Planning
Fitting HR Practices to Business Strategy and One Another
Partnership
Measuring HRM
Is Strategic HRM Really Worth All the Trouble?

战略性人力资源管理(ppt)