[管理学]人力资源管理(3)

StrategicHumanResourceManagementAfterreadingthischapter,youshouldbeableto:Describethedifferencesbetweenstrategyformulationandstrategyimplementation.Listthecomponentsofthestrategicmanagementprocess.DiscusstheroleoftheHRfunctioninstrategyformulation.DescribethelinkagesbetweenHRandstrategyformulation.Chapter2StrategicHumanResourceManagementDiscussthemorepopulartypologiesofgenericstrategiesandthevariousHRpracticesassociatedwitheach.DescribethedifferentHRissuesandpracticesassociatedwithvariousdirectionalstrategies.ListthecompetenciestheHRexecutiveneedstobecomeastrategicpartnerinthecompany.Chapter2MacroLaborMarketEconomicsTechnologyCulturePoliticsHRMEnvironmentMicroStrategyandStructureHRMSubjectsLeaderHRMProfessionalsFunctionalmanagersThegoalofstrategicmanagementinanorganizationistodeployandallocateresourcesinawaythatgivesitacompetitiveadvantage.Humanresourcemanagersshould:haveinputintothestrategicplan,havespecificknowledgeoftheorganization’sstrategicgoals,knowwhattypesofemployeeskills,behaviors,andattitudesareneededtosupportthestrategicplan,anddevelopprogramstoensurethatemployeeshavethoseskills,behaviors,andattitudes.IntroductionMcGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.WhatisStrategicManagement?StrategicManagementisaprocessforanalyzingacompany'scompetitivesituation,developingthecompany'sstrategicgoals,anddevisingaplanofactionandallocationofresourcesthatwillhelpacompanyachieveitsgoals.Strategichumanresourcemanagementisthepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenableanorganizationtoachieveitsgoals.©2006TheMcGraw-HillCompanies,Inc.AllrightsreservedMcGraw-Hill/IrwinComponentsoftheStrategicManagementProcessStrategyFormulation:Strategicplanninggroupsdecideonastrategicdirectionbydefiningthecompany'smissionandgoals,itsexternalopportunitiesandthreats,anditsinternalstrengthsandweaknesses.StrategyImplementation:Theorganizationfollowsthroughonthestrategythathasbeenchosen.Thisincludesstructuringtheorganization,allocatingresources,ensuringthatthefirmhasskilledemployeesinplace,anddevelopingrewardsystemsthatalignemployeebehaviorwiththestrategicgoals.©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinModeloftheStrategicManagementProcessHRPracticesRecruiting,Training,Performancemanagement,Laborrelations,Employeerelations,JobanalysisJobdesign,Selection,Development,Paystructure,Incentives,BenefitsFirmPerformanceProductivity,Quality,ProfitabilityHumanResourceActionsBehaviors,ResultsHumanResourceCapabilitySkills,Abilities,KnowledgeHumanResourceNeedsSkillsBehaviorCultureMissionGoalsStrategicChoiceInternalAnalysisStrengthsWeaknessesExternalAnalysisOpportunitiesThreatsStrategyFormulationStrategyImplementation©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinTheRoleofHRMinStrategyFormulationAdministrativeLinkage—Lowestlevelofintegration;HRMfunction'sattentionisfocusedonday-to-dayactivities.NoinputfromtheHRMfunctiontothecompany'sstrategicplanisgiven.One-WayLinkage—ThestrategicbusinessplanningfunctiondevelopstheplanandtheninformstheHRMfunctionoftheplan.HRMthenhelpsintheimplementation.Two-WayLinkage—Allowsforconsiderationofhumanresourceissuesduringthestrategyformulationprocess.TheHRMfunctionisexpectedtoprovideinputtopotentialstrategicchoicesandthenhelpimplementthechosenoption.IntegrativeLinkage—Isbasedoncontinuing,ratherthansequential,interaction.TheHRexecutiveisanintegralmemberofthestrategicplanningteam.©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinStrategyFormulationGoalsMissionStrategicChoiceInternalanalysisStrengthsWeaknessesExternalanalysisOpportunitiesThreats©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinStrategyFormulationFivecomponentsofthestrategicmanagementprocess:Amissionisastatementoftheorganization'sreasonsforbeing.Goalsarewhattheorganizationhopestoachieveinthemedium-tolong-termfutureExternalanalysisconsistsofexaminingtheorganization'soperatingenvironmenttoidentifystrategicopportunitiesandthreats.Internalanalysisattemptstoidentifytheorganization'sstrengthsandweaknesses.Strategicchoiceistheorganization'sstrategy,whichdescribesthewaystheorganizationwillattempttofulfillitsmissionandachieveitslongtermgoals.©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinStrategyImplementationOrganizationalstructureTypesofInformationTaskdesignSelection,training,anddevelopmentofpeopleRewardsystemsProductmarketstrategyPerformance©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinHRMPracticesJobAnalysis-theprocessofgettingdetailedinformationaboutjobs.Recruitment-theprocessthroughwhichtheorganizationseeksapplicants.Training-aplannedefforttofacilitatelearningofjob-relatedknowledge,skills,andbehavior.Jobdesign-makingdecisionsaboutwhattasksshouldbegroupedintoaparticularjob.Selection-identifyingtheapplicantswiththeappropriateknowledge,skills,andability.Development-theacquisitionofknowledge,skills,andbehaviorthatimprovesemployees'abilitytomeetthechallen