戰(zhàn)略人力資源管理英文論文

1、Congruence in strategic human resource managementIntroduction The central idea behind strategic human resource management is that corporate should deal with the relationship between corporate strategy, organization structure and human resource practices. And make these three essential factors be in

2、support for the organizations overall strategy. As a prerequisite for understanding how to strategically manage human resources, in this essay, I will demonstrate the concept of corporate strategy, organizational structure and human resource management practices, as well as the relationship among th

3、em and select one company as specifics example to analyze the topicCorporate strategyA corporate strategy is the set of management decisions designed by executives, the board, senior management team or whoever are the final decision makers in the organization that are meant to get the better of adve

4、rsaries or attain the organizations ends. Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of rms in their external environments. It entails specif

5、ying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often

6、used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic man

7、agement is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment&

8、quot; between the organization and its environment or "strategic consistency. Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.The specific approach to st

9、rategic management can depend upon the size of an organization, and the proclivity to change of its business environment. These points are highlighted below:1. as A global/transnational organization may employ a more structured strategic management model, due to its size, scope of operations, and ne

10、ed to encompass stakeholder views and requirements. 2. An SME (Small and Medium Enterprise) may employ an entrepreneurial approach. This is due to its comparatively smaller size and scope of operations, as well as possessing fewer resources. An SME's CEO (or general top management) may simply ou

11、tline a mission, and pursue all activities under that mission. Organizational structureAn organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered

12、 as the viewing glass or perspective through which individuals see their organization and its environment. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.Organization

13、al structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.Organizational structure affects organizational action in two big ways. First, it provides the fou

14、ndation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organizations actions. An organizational structure depends entirely on the organization's

15、 objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the

16、departments and divisions have varying degrees of autonomy.Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are org

17、anized according to technological disciplines. Senior functional managers are responsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among enginee

18、rs and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure. A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different,

19、 is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less

20、as compared to functional managers, because they have no direct access to working-level people.A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marke

21、ting and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. Compared to functional managers, because they have no direct access to working-level people.Another way to classify organi

22、zation structure is by one of the following four categories:1. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development department in companies that undertake these kinds of projects are

23、 usually very small. If a company consists of more than one department, it is usually structured as a functional organization.2. The product to be developed has a fairly low complexity, but total work is high. These kinds of products are likely to be developed within one functional department. A res

24、earch department may also be an example of a department in which type II projects are undertaken. Are more departments involved then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined usi

25、ng the Design Structure Matrix. 3. The product to be developed consists of a lot of different elements, such as software, PCB, power supply and mechanical structure. The product is however in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various di

26、sciplines perform their own tasks. These tasks have mostly a low workload. Employees cannot work full-time on one project. This creates a complex situation that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not

27、 accepted by all product development managers, it may yield good results. Studying each step in the Product Development Process and fluctuations in workloads reveals ways to reduce variation and eliminate bottlenecks. It is necessary to view the Product 4. The product is complex. Total work is high.

28、 Employees can thus participate on a full-time basis. A project organization is the most appropriate organizational structure for these kind's of products. Human resource management practicesIn the organizations or firms, human resource management (HRM) practices as a mediator between HRM strate

29、gy and HRM outcome. Sheppeck and Militello focus HRM strategy into four groups: employment skill and work policies, supportive environment, performance measurement and reinforcement and market organization whereby Guest divides in to three categories: differentiated on innovation, focus on quality a

30、nd cost-reduction. However, there are many definitions in previously researches on HRM strategy, but all strategies used to achieve the same organizational goal through HRM practices. Sivasubramanian and Kroeck verify the various perspective of human resource management as the concept of fit or inte

31、gration. Based on Guest suggests the various types of human resource management can be classify in two dimensions as internal and external fit. External fit explain HRM as strategic integration whereby internal fit as an ideal of practices. Several of researches try to examine which fit is appropria

32、tely. Youndt et al., who observe the external fit, their result shows more particular fit between high performance HRM practices and quality strategy. Stavrou-Costea also argued that the effective human resource management can be the main factor for the success of a firm. As supported by Lee and Lee

33、 HRM practices on business performance, namely training and development, teamwork, compensation/incentive, HR planning, performance appraisal, and employee security help improve firms business performance including employees productivity, product quality and firms flexibility. Ruwan empirically eval

34、uated six human resource (HR) practices (realistic job, information, job analysis, work family balance, career development, compensation and supervisor support) and their likely impact on the Marketing Executive Turnover. Results of regression showed that the HR practices on job analysis are strong

35、predictors of Marketing Executive Turnover. A long the same line, Abang, May-Chiun and Maw two components of human resource practices namely, training and information technology have direct impact on organizational performance. In addition, Zaini, Nilufar and Syed four HRM practices showed that trai

36、ning and development, team work, HR planning, and performance appraisal have positive and significant influence on business performance. Altarawmneh and al-Kilani examine the impact of human resource management practices on employees turnover intentions. The results showed that job analysis had a si

37、gnificant effect on employees turnover However, no statistical evidence was found regarding the effects of other HRM practices on employees turnover intentions. The study suggests that incentive plans based on rewards, bonuses, salaries enhancement, and performance appraisal reports could be useful

38、strategies to be reconsidered in the surveyed. This paper utilizes HRM practices in specific internal fit as an ideal set of practices which identify three variables; supervision, job training, and pay practices believed to influence job satisfaction and toward turnover of the employees, as some of

39、the practices of high the performance working system practices by previous HRM researchers such as Bradley, Petrescu and SimmonsCongruence In a mature corporate, the corporate strategy is the core part of the operation of the company, the organizational structure is the guarantee of the implementati

40、on of the corporate strategy. Only if the organizational structure can match the corporate strategy, the objective of the company can be achieved. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put in

41、to effects accompany with the corporate strategy and the organizational structure. The human resource management practices can allocate the human resource most efficiently then the corporate strategy can be operated in order. In one word, only if the three main concepts, corporate strategy, organiza

42、tional structure and the human resource management practices can be coordinated well, the company can run fast and in order.Human resource planning Human resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources

43、planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Plan

44、ning.Human resource planning refers to classic HR administrative functions, and the evaluation and identification of human resources requirements for meeting organizational goals. It also requires an assessment of the availability of the qualified resources that will be need

45、ed. Human resources planning should be a key component of nearly every corporations strategic business planning. To ensure their competitive advantage in the marketplace, organizations must implement innovative strategies that are designed to enhance their employee retention

46、 rate and recruit fresh talent into their companies.Effective human resources planning strategies are those that include having sufficient staff, with the right mixture of talent, and who are in the appropriate locations, performing their jobs when needed. It moves beyond the tra

47、ditional role of human resources as primarily an administrative control function. In todays corporate environment, it is viewed as a valuable component for adding value to an organization. Both employees and the company will often realize many benefits of planning over the long-r

48、un.In uncertain business settings, the significance of strategic human resources planning can become obvious very quickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked l

49、ike a smart and necessary move to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings.Forward-looking human resources  planning

50、  typically anticipates future staffing requirements. It can help organizations avoid cost errors. Strategies are formulated to not only anticipate their needs over time, but to consider optimal solutions for the long term and under challenging economic conditions. This approach minimizes the c

51、hance of short-sighted and reactive choices being implemented by decision-makers. Organizations with a plan in place, and a keen understanding of their long-range objectives, may instead decide to weather the economic storm and keep trained, talented, and dedicated staff in place for the inevitable

52、business uptrend.The planning processes of most best practice organizations not only define what will be accomplished within a given timeframe, but also the numbers and types of human resources that will be needed to achieve the defined business goals.Competency-based management supports the in

53、tegration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plan

54、s and programs to address gaps are then designed, developed and implemented to close the gaps.These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and correc

55、tions are made as needed.Strategic staffing Strategic staffing is an approach to personnel management that requires a department to analyze its staffing needs by considering its long-term objectives and those of the overall company and determining a specific combination of permanent and temporary em

56、ployees with the best skills to meet those needs Many organizations understand the benefits of a longer-term approach to staffing: reduced turnover and hiring costs, improved efficiency and morale, and ultimately greater profits. Unfortunately, traditional approaches to strategic staffing are often

57、more effective on paper than in the workplace. Prepare for a change in approach from traditional human resource management to strategic human resource management. Write an HR business plan that emphasizes talent management and workforce capability. Develop strategies to link staffing efforts and tal

58、ent management to business goals. Including a human capital management strategy in your company's business plan will reinforce the company's commitment to its workforce. Augment career development and advancement opportunities for new hires and existing employees by using job posting and oth

59、er programs that encourage promotion from within the company. Use alternative work arrangements to build a committed and highly-engaged employee base for your company. Re-define traditional work arrangements. Develop innovative ways to recruit effectively and provide human resource services by partn

60、ering with schools, colleges and universities. Make sure to incorporate diversity into the staffing management process. Involve existing workers in the recruitment and selection process as often as possible. Use referral programs and peer interviews to select quality candidates. Use technology and the internet to automate the staffing management process.