人力资源战略（PPT30）英文

ChrisJarvis1HRMStrategyHumanResourceStrategyChrisJarvis2HRMStrategyTheIdeaofStrategicHRMNodefinitive,robusttheory.Noagreementonmeaning,factors,outcomes.howisSHRMlinkedwithorganisationalperformance?difficulttoestablishfirmrelationshipsgiveninterveningfactors:structure,culture&widerenvironmentvarioustypologiesofbusinessandassociatedHRstrategiesEmpiricalstudiestendtouselarge-scalequestionnairesurveys(Storey)case-studiesonSHRM.Theoretical&empiricalgapsbetweenrhetoricandrealexperience-downsizingandredundanciesetc.ChrisJarvis3HRMStrategyStagesinaCorporateStrategyProcessOrganisationMissionandGoals(Definethebusiness)StrategicAnalysis(currentsituation,programmesandperformance)StrategicChoice(boundedrationality,shapingtheenvironment)StrategyImplementation(programmes,resources&responsibilities)Rational,logicalversusinterpreted&politicalChrisJarvis4HRMStrategyPlanningLevelsCEOCorporateLevelCorporateHQBusinessLevelAviationHeatingTrucksPlasticsConsultancyFunctionalLevelManufacturingMarketingAccountingR&DChrisJarvis5HRMStrategyStrategyFormulationManagersanalysethesituation&developstrategiestoachievethemission.SWOTanalysis:planningtoidentifyOrganizationalStrengths:manufacturingability,marketingskillsWeaknesses:highlaborturnover,weakfinancials.EnvironmentalOpportunities:newmarketsThreats:economicrecession,competitorsLong-term-5+yrsIntermediate-term1-5yrs.Corporate&businessplansShort-term-lessthan1yr.Functionalplans?Rollingcycle-amendplansconstantly?ChrisJarvis6HRMStrategyCorporatestrategydevelopaplanofpolicies,allocations,programmestomaximiselong-runvalueSWOT+STEEPLEInternal&externalanalysis•Grow•Stabilize•Retrench•React/Panic•Concentrate•Diversify•Globalize•VerticallyIntegrate•Down-size•FlexiblefirmStandardCorporatePlanningPictureChrisJarvis7HRMStrategyManifestationofStrategyandPolicyMaintenanceStandingplans(programmeddecisions)policies,rules,andstandardoperatingprocedures(SOP).generalandspecificguidestoaction.Programmearrangementsandallocations.InnovationsNewinitiatives,programmesandprojectsChrisJarvis8HRMStrategySchoolsofStrategyPrescriptiveDesignSchoolStrategy(formationasaprocessofconception)Planning(formalprocess)Positioning(analyticalprocessandtechniques)DescriptiveSchools(metaphors)Enterpreneurial(visionary)Cognitive(mental)Learning(emergent,adaptation,incremental)Power(aprocessofnegotiationbetweeninterests)Cultural(collectivevalues,beliefsandbehaviours)Environmental(reactive,contingent)Configuration(processoftransformationfromonestatetoanother-managementofchange)Source:Mintzberg,Ahlstrand,Lampel,1998,StrategySafari,PrenticeHallChrisJarvis9HRMStrategyMichaelPorter--Value-AddedChainAnalysisTechnologydevelopmentProcurementEmployeemanagementFirm’sinfrastructureInboundlogisticsOperationsOutboundlogisticsMarketingandsalesAftersalesserviceSupportActivitiesPrimaryActivitiesSupportActivitiesChrisJarvis10HRMStrategyMintzbergonStrategyPlan(intended)direction,guide,acourseofaction.Pattern(realised)consistencyinbehaviourovertimee.g.highend,lowrisk,patternsevolvedoutofthepast.Whatplanhaveweactuallypursuedoverthelast5years?PositionLocatingourHRMinaposition,uniqueandvaluable,involvingasetofactivities,Xmarksthespot.Perspectivelookinwardsandupwardstoagrandvisionoftheenterprise.The“theory”(mind-set)ofthebusiness.Lesseasytochangethanpositione.g.frombureaucracytoinnovation.Ploy(specificmanoeuvres)ChrisJarvis11HRMStrategyDeliberateandemergentstrategiesUnrealisedStrategySource:Mintzberg,Ahlstrand,Lampel,1998,StrategySafari,PrenticeHallEmergentChrisJarvis12HRMStrategyFormandFormationStrategieshaveaformandtheyareformulatedSowhatistheformofHRMstrategyoforganisationX?SteerageandUmbrellasDeliberatebroadoutlineswithdetailsemergingen-routeSetdirectionbutunknownwaters,movequicklyorslowly?Focuseseffortunityvsgroup-think&peripheralvisionDefinestheorganisationashorthandbutslogansmayoverridecomplexity&distortrealityProvidesconsistencyProvideorder,acognitivestructuretosimplify,explain&facilitateactionbutcreativitythriveson“loose”orderChrisJarvis13HRMStrategyCEOandHRDirectorasstrategistsConceivethebigidea?Leteveryoneelsegetonwiththedetails?ButthejobisnotlikethisMintzbergonmanagerialrolesInterpersonalfigureheadleaderInformationProcessingliaisonmonitordisseminatorSpokespersonDecision-makinginitiator/changerresourceallocatordisturbancehandlernegotiator(afterHMintzberg)ChrisJarvis14HRMStrategyCorporate-LevelStrategiesSticktotheknitting-focusoncorebusinessDiversificationRelated:similarareas-builduponexistingdivisionssynergy&corecompetenciesUnrelated-portfoliobusinessinnewareasNodeclaredstrategy?Corporatefailure?Implicitstrategy?Avoidresource-consumingactivityDisdainforformalplanningbutrelianceonconsistencyofbehaviouratalllevels.Nofrills,non-bureaucraticorganisationNorecipetodecreaseflexibility,blocklearning&adaptationTensionbetweencontrolanddiscretionaryfreedom.ChrisJarvis15HRMStrategyInternationalHRMStrategyGlobal:HRMdiversityfordifferentconditionssingle,standardschemeacrossal