4-the-strategic-role-of-HRM

HRM330STRATEGICHUMANRESOURCEMANAGEMENTLECTURER:LIJUNTianjinUniversityofCommerce--2011--CHAPTER4THESTRATEGICROLEOFHUMANRESOURCEMANAGEMENTLECTURER:LIJUNTianjinUniversityofCommerce--2011--LearningobjectivesUnderstandtheevolvingrolesofHRM.DemonstratethemaincontentofUlrich’s“FourRolesFramework”.ComparethedifferencesbetweenthetraditionalHRandthestrategicHR.UnderstandtheintegratedmodelofSHRM.3OPENINGCASE:Words&Phrases:◦GeneralElectric(GE)---（美国）通用电器公司◦Hands-onrotationalassignments—体验式轮换◦Trainingseminars—培训研讨会◦Strategicpartner---战略伙伴4IntroductionTheroleofHRMhasbeenevolvingdramaticallyinrecentyears.Takingastrategicapproachtohumanresourcemanagementinvolvesabandoningthemindsetandpracticesof“personnelmanagement”andfocusingmoreonstrategicissuesthanoperationalissues.Strategichumanresourcemanagementinvolvesthedevelopmentofaconsistent,alignedcollectionofpractices,programs,andpoliciestofacilitatetheachievementoftheorganization’sstrategicobjectives.5ForSHRM,thereisnoonebestwaytomanagepeopleinanygivenorganization.Itiscriticalfororganization’ssuccessthatpeoplemanagementsystemcouldclearlysupporttheorganization’smissionandstrategy.EstablishingastrongHRstrategythatisclearlylinkedtotheorganization’sstrategyisnotenough.HRstrategyneedstobecommunicated,practiced,and-perhapsmostimportant—spelledoutandwrittendown.6Readingactivity:Reading4.1◦StrategicHumanResourceManagement:AnOrganizationLeadershipPerspective”(战略人力资源管理：一种组织领导视角）QUESTION:◦Explaintheprocessbywhichknowledgedevelopmentresultsinorganizationallearningandprovidesabasisforcompetitiveadvantage.7HRRolesatMercantileBankWords&Phrases:◦MercantileBank---莫肯特尔银行◦Mergersandacquisitions—兼并与并购◦Streamline—使合理化◦Deploy—下放8StrategicHR&traditionalHR9StrategicFocusOperationalFocusSystemsPeopleStrategicPartnerChangeAgentAdministrativeExpertEmployeeChampionUlrich:“FourRolesofSHRMUlrich:“FourRolesofSHRM”10StrategicPartnerBeresponsiblefortheorganizationalarchitectureorstructure;Conductanorganizationaudit;Identifymethodsforrenovatingtheorganizationarchitecture;Deliverthevalue-addedresults.AdministrativeExpertshedtheirimageofrule-makingpolicewhileensuringthattherequiredroutineworkstillgetdoneeffectivelyandefficiently;Reducethecost;EmployeeChampionActasanadvocateforemployees,representthemandbeingtheirvoicewithseniormanagement;toenhanceemployeemoraleandtraininglinemanagerstorecognizeandavoidthecauseoflowmorale.ChangeAgentBeabletobuildtheorganization’scapacitytoembraceandcapitalizeonnewsituations;Initiate,develop,anddeliverchange.Lengnick-Hall&Lengnick-HallModelHumancapitalsteward（人力资本管家）Knowledgefacilitator（知识供应商）Relationshipbuilder（关系构建者）Rapiddeploymentspecialist（快速配置专家）HRroles11EmploymentmodelandHRrolesQuadrant4:Alliances/PartnershipsCollaborative-BasedHRConfigurationQuadrant1:Knowledge-BasedEmploymentCommitment-BasedHRConfigurationQuadrant3:ContractualWorkArrangementsCompliance-BasedHRConfigurationQuadrant2:Job-BasedEmploymentProductivity-BasedHRConfiguration12uniquenessHighLowStrategicValueHighLow•Commitment-basedHRM•Heavyinvestmentintraininganddevelopment,employeeautonomyandparticipation,employmentsecurity,andcompensationsystemsKnowledge-basedemployment•Productivity-basedHRM•Lessinvestmentinemployees;seektoacquiretalent;standardizedperformanceandrewardssystem.Job-basedemployment•Compliance-basedHRM•Provideinstructionforemployees;establishsystemsandensureemployees‘compliance;strictperformanceandcompensationmanagement.Contractualemployment13Alliance/partnershipemployment•collaborative-basedHRM•HRMoutsourcing;selectalliancepartnersLepark&Snell’semploymentmodelsReadingactivityReading4.2◦UnderstandingHRM-FirmPerformanceLinkages:TheRoleofthe‘Strength’oftheHRMSystem◦QUESTION:Explainthecomponentsofa“strong”HRMsystem.HowdoesastrongHRMsystemresultintheattainmentofstrategicobjectives?14Exhibit4-5TraditionalHRvsStrategicHR15•Staffspecialistslinemanagers•EmployeerelationsPartnershipswith•internalandexternalcustomers•Transactional,changefollower,transformational,changeleader•andrespondentandinitiator,ResponsibilityforHRFocusRoleofHR•Slow,reactive,fragmentedFast,proactive,integrated•Short-termShort,medium,long(asnecessary)•Bureaucratic—roles,policiesOrganic—flexible,whateveris•ProceduresnecessarytosucceedInitiativesTimehorizonControl•Tightdivisionoflabor,independence,Broad,flexible,cross-•Specializationtraining,teams•Capital,productspeople,knowledge•CostcenterinvestmentcenterJobdesignKeyinvestmentsaccountabilityTraditionalHRStrategicHRBarrierstoStrategicHRExhibit4-6BARRITERSTOSTRATEGICHR•Short-termmentality/focusoncurrentperformance•InabilityofHRtothinkstrategically•LackofappreciationofwhatHRcancontribute•Failuretounderstandgeneralmanager’sroleasanHRmanager•DifficultyinquantifyingmanyHRoutcomes•Perceptionofhumanassetsashigher-riskinvestments•Incentivesforchangethatmightarise16Conclusion17CorporatestrategyExternalEnvironmentBusinessUnitStrategyInternalEnvironmentHRStrategy•HRplanning•Designofjobsandworksystems•whatworkersdo•Whatworkersneed•HowjobsinterfacewithothersEmployeeSeparationLawsRegulatingE