人力资源管理 HRM human resource managemnt.ppt

Strategic Human Resource Management Exactly what is Strategic HRM? ‘High performance workplaces, Human Capital Management’ Government view cited in Reader A 2006 ‘The design, implementation maintenance of strategies to manage people for optimum business performance including the development of policies processes to support these strategies.’ Source: Chartered Institute of Personnel and Development (CIPD) 2008 A ‘collection of phenomena’ Is labour an unfortunate cost, or a critically useful asset? Two SHRM categories (and strategies): What are the ideal organisational measures (structures, processes etc) - then seek to improve these What are the underlying ideas and forces (culture, that impact on organisational performance) – then (positively) influence these Source: Reader A. 2006 The nature of human resource management (HRM) Gratton: the significance of human resources as the most important organisational asset: There are fundamental differences between people as an asset and the traditional assets of finance or technology An understanding of fundamental differences creates a new way of thinking and working in organisations Business strategies can only be realised through people. Creating a strategic approach to people necessitates a strong dialogue across the organisation (Source: Mullins 2007) Strategic HRM Personnel management vs. HRM Strategy and alignment Vertical and horizontal integration Elements of Strategic HRM Personnel management and HRM Reactive Employee advocate Task focus Operational issues Qualitative measures Stability Tactical Functional integrity People as expenses Proactive Business partner Task enablement focus Strategic issues Quantitative measures Constant change Strategic Multi-functional People as assets Holbeche, 1999 Strategy and alignment Unitarist (shared) vs. Pluralist (divergent) conceptions Contingency/Best practice approaches Planned/Emergent approaches (or evolutionary Marchington Wilkinson 2008) – truly embedded? G