国外商学院人力资源SHRM.ppt

Strategic HRM Lecture Dr Andrew Jenkins Programme 1. Introduction 2. To what extent can HRM be strategic? 3. Approaches to Strategic HRM (SHRM) 4. International SHRM 5. Questions and Answers Introduction The following extract is taken from an article in the Times, “Five steps to added value”, dated October 19th 2000. (by Philip Whiteley) “It is nearly a century since Henry Ford said “You can destroy my factories and offices, but give me people and I will build the business right back up again”. So it is odd that people management has taken so long to move up the management agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else- especially as skill requirements increase Introduction “As many of the traditional sources of competitive advantage-technology, economies of scale, patents and so on- have diminished in value, the role of a skilled, motivated and flexible workforce has become more prominent” Mark Huselid, Rutgers University, New Jersey (2000) , quoted in Times article (19th October) Introduction Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. (Nankervis, 2011). Introduction Although SHRM has become increasing popular in management and academic circles, it is exceptionally difficult to define (Salaman, Storey and Billsberry, 2005). SHRM relates to strategic choices concerning the use of labour in the firm and how some firms manage labour more effectively than others (Boxall and Purcell, 2003). Introduction The characteristics of a strategic approach to HRM include: 1. a long-term focus 2. recognising the impact of the environment outside the firm 3