03第三章 战略人力资源管理

第三章战略人力资源管理Chp3StrategicHumanResourceManagementHR’sStrategicChallengesStrategicplanAcompany’splanforhowitwillmatchitsinternalstrengthsandweaknesseswithexternalopportunitiesandthreatsinordertomaintainacompetitiveadvantage.ThreebasicchallengesTheneedtosupportcorporateproductivityandperformanceimprovementefforts.Thatemployeesplayanexpandedroleinemployers’performanceimprovementefforts.HRmustbemoreinvolvedindesigning—notjustexecuting—thecompany’sstrategicplan.TheStrategicManagementProcessStrategicmanagementTheprocessofidentifyingandexecutingtheorganization’smissionbymatchingitscapabilitieswiththedemandsofitsenvironment.StrategyAstrategyisacourseofaction.Thecompany’slong-templanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.BusinessMissionandItsVisionVisionAgeneralstatementofitsintendeddirectionthatevokesemotionalfeelingsinorganizationmembers.MissionSpellsoutwhothecompanyis,whatitdoes,andwhereit’sheaded.StrategicManagementProcess(cont’d)StrategicmanagementtasksStep1:DefinetheBusinessandItsMissionStep2:PerformExternalandInternalAuditsStep3:TranslatetheMissionintoStrategicGoalsStep4:FormulateaStrategytoAchievetheStrategicGoalsStep5:ImplementtheStrategyStep6:EvaluatePerformanceOverviewofStrategicManagementTypesofStrategicPlanningCorporate-levelstrategyIdentifiestheportfolioofbusinessesthat,intotal,comprisethecompanyandthewaysinwhichthesebusinessesrelatetoeachother.Diversificationstrategyimpliesthatthefirmwillexpandbyaddingnewproductlines.Verticalintegrationstrategymeansthefirmexpandsby,perhaps,producingitsownrawmaterials,orsellingitsproductsdirect.Consolidationstrategyreducesthecompany’ssizeGeographicexpansionstrategytakesthecompanyabroad.TypesofStrategicPlanning(cont’d)Business-level/competitivestrategyIdentifieshowtobuildandstrengthenthebusiness’slong-termcompetitivepositioninthemarketplace.Costleadership:theenterpriseaimstobecomethelow-costleaderinanindustry.Differentiation:afirmseekstobeuniqueinitsindustryalongdimensionsthatarewidelyvaluedbybuyers.Focus:afirmseekstocarveoutamarketniche,andcompetebyprovidingaproductorservicecustomerscangetinnootherway.TypesofStrategicPlanning(cont’d)FunctionalstrategiesIdentifythebasiccoursesofactionthateachdepartmentwillpursueinordertohelpthebusinessattainitscompetitivegoals.RelationshipsAmongStrategiesinMultiple-BusinessFirmsAchievingStrategicFitMichaelPorterEmphasizesthe“fit”pointofviewthatallofthefirm’sactivitiesmustbetailoredtoorfititsstrategy,byensuringthatthefirm’sfunctionalstrategiessupportitscorporateandcompetitivestrategies.GaryHamelandC.K.PrahaladArguefor“stretch”inleveragingresources—supplementingwhatyouhaveanddoingmorewithwhatyouhave—canbemoreimportantthanjustfittingthestrategicplantocurrentresources.TheSouthwestAirlines’ActivitySystemHRandCompetitiveAdvantageCompetitiveadvantageAnyfactorsthatallowanorganizationtodifferentiateitsproductorservicefromthoseofitscompetitorstoincreasemarketshare.SuperiorhumanresourcesareanimportantsourceofcompetitiveadvantageStrategicHumanResourceManagementStrategicHumanResourceManagementThelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.FormulatingandexecutingHRsystems—HRpoliciesandactivities—thatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.LinkingCorporateandHRStrategiesHR’SStrategicRolesHRprofessionalsshouldbepartofthefirm’sstrategicplanningexecutiveteam.Identifythehumanissuesthatarevitaltobusinessstrategy.Helpestablishandexecutestrategy.Providealternativeinsights.Arecentrallyinvolvedincreatingresponsiveandmarket-drivenorganizations.Conceptualizeandexecuteorganizationalchange.HRInvolvementinMergersHR’sStrategyExecutionRoleTheHRdepartment’sstrategies,policies,andactivitiesmustmakesenseintermsofthecompany’scorporateandcompetitivestrategies,andtheymustsupportthosestrategies.HR’sStrategyFormulationRoleHRhelpstopmanagementformulatestrategyinavarietyofwaysby.Supplyingcompetitiveintelligencethatmaybeusefulinthestrategicplanningprocess.Supplyinginformationregardingthecompany’sinternalhumanstrengthsandweaknesses.Buildapersuasivecasethatshowshow—inspecificandmeasurableterms—thefirm’sHRactivitiescananddocontributetocreatingvalueforthecompany.CreatingaStrategy-orientedHRSystemComponentsoftheHRprocessHRprofessionalswhohavestrategicandotherskillsHRpoliciesandactivitiesthatcomprisetheHRsystemitselfEmployeebehaviorsandcompetenciesthatthecompany’sstrategyrequires.TheBasicArchitectureofHRTheHigh-PerformanceWorkSystemHigh-performanceworksystem(HPWS)practices.High-involvementemployeepractices(suchasjobenrichmentandteam-basedorganizations),Highcommitmentworkpractices(suchasimprovedemployeedevelopment,communications,anddisciplinarypractices)Flexibleworkassignments.Otherpracticesincludethosethatfosterskilledworkforcesandexpandedopportunitiestousethoseskills.TheHRScorecardApproachHRscorec