战略人力资源管理英文论文.docx
- 文档编号:11982036
- 上传时间:2023-04-16
- 格式:DOCX
- 页数:10
- 大小:21.51KB
战略人力资源管理英文论文.docx
《战略人力资源管理英文论文.docx》由会员分享,可在线阅读,更多相关《战略人力资源管理英文论文.docx(10页珍藏版)》请在冰豆网上搜索。
战略人力资源管理英文论文
Congruenceinstrategichumanresourcemanagement
Introduction
Thecentralideabehindstrategichumanresourcemanagementisthatcorporateshoulddealwiththerelationshipbetweencorporatestrategy,organizationstructureandhumanresourcepractices.Andmakethesethreeessentialfactorsbeinsupportfortheorganization’soverallstrategy.Asaprerequisiteforunderstandinghowtostrategicallymanagehumanresources,inthisessay,Iwilldemonstratetheconceptofcorporatestrategy,organizationalstructureandhumanresourcemanagementpractices,aswellastherelationshipamongthemandselectonecompanyasspecificsexampletoanalyzethetopic
Corporatestrategy
Acorporatestrategyisthesetofmanagementdecisions–designedbyexecutives,theboard,seniormanagementteamorwhoeverarethefinaldecisionmakersintheorganization–thataremeanttogetthebetterofadversariesorattaintheorganizations‘ends’.
Strategicmanagementisafieldthatdealswiththemajorintendedandemergentinitiativestakenbygeneralmanagersonbehalfofowners,involvingutilizationofresources,toenhancetheperformanceoffirmsintheirexternalenvironments.Itentailsspecifyingtheorganization'smission,visionandobjectives,developingpoliciesandplans,oftenintermsofprojectsandprograms,whicharedesignedtoachievetheseobjectives,andthenallocatingresourcestoimplementthepoliciesandplans,projectsandprograms.Abalancedscorecardisoftenusedtoevaluatetheoverallperformanceofthebusinessanditsprogresstowardsobjectives.Recentstudiesandleadingmanagementtheoristshaveadvocatedthatstrategyneedstostartwithstakeholdersexpectationsanduseamodifiedbalancedscorecardwhichincludesallstakeholders.
StrategicmanagementisalevelofmanagerialactivityundersettinggoalsandoverTactics.StrategicmanagementprovidesoveralldirectiontotheenterpriseandiscloselyrelatedtothefieldofOrganizationStudies.Inthefieldofbusinessadministrationitisusefultotalkabout"strategicalignment"betweentheorganizationanditsenvironmentor"strategicconsistency.StrategicmanagementincludesnotonlythemanagementteambutcanalsoincludetheBoardofDirectorsandotherstakeholdersoftheorganization.Itdependsontheorganizationalstructure.
Thespecificapproachtostrategicmanagementcandependuponthesizeofanorganization,andtheproclivitytochangeofitsbusinessenvironment.Thesepointsarehighlightedbelow:
1.asAglobal/transnationalorganizationmayemployamorestructuredstrategicmanagementmodel,duetoitssize,scopeofoperations,andneedtoencompassstakeholderviewsandrequirements.
2.AnSME(SmallandMediumEnterprise)mayemployanentrepreneurialapproach.Thisisduetoitscomparativelysmallersizeandscopeofoperations,aswellaspossessingfewerresources.AnSME'sCEO(orgeneraltopmanagement)maysimplyoutlineamission,andpursueallactivitiesunderthatmission.
Organizationalstructure
An organizationalstructure consistsofactivitiessuchastaskallocation,coordinationandsupervision,whicharedirectedtowardstheachievementoforganizationalaims. Itcanalsobeconsideredastheviewingglassorperspectivethroughwhichindividualsseetheirorganizationanditsenvironment.
Anorganizationcanbestructuredinmanydifferentways,dependingontheirobjectives.Thestructureofanorganizationwilldeterminethemodesinwhichitoperatesandperforms.
Organizationalstructureallowstheexpressedallocationofresponsibilitiesfordifferentfunctionsandprocessestodifferententitiessuchasthebranch, department, workgroup and individual.
Organizationalstructureaffectsorganizationalactionintwobigways.First,itprovidesthefoundationonwhichstandardoperatingproceduresandroutinesrest.Second,itdetermineswhichindividualsgettoparticipateinwhichdecision-makingprocesses,andthustowhatextenttheirviewsshapetheorganization’sactions.
Anorganizationalstructuredependsentirelyontheorganization'sobjectivesandthestrategychosentoachievethem.Inacentralizedstructure,thedecisionmakingpowerisconcentratedinthetoplayerofthemanagementandtightcontrolisexercisedoverdepartmentsanddivisions.Inadecentralizedstructure,thedecisionmakingpowerisdistributedandthedepartmentsanddivisionshavevaryingdegreesofautonomy.
Organizationalstructuredependsontheproducttobedeveloped.WheelwrightandClarkdefineacontinuumoforganizationalstructuresbetweentwoextremes,functionalorganizationsandprojectorganizations.Functionalorganizationsareorganizedaccordingtotechnologicaldisciplines.Seniorfunctionalmanagersareresponsibleforallocatingresources.Theresponsibilityforthetotalproductisnotallocatedtoasingleperson.Coordinationoccursthroughrulesandprocedures,detailedspecifications,sharedtraditionsamongengineersandmeetings(adhocandstructured).Productsthatneedahighlevelofspecializedknowledgerequireafunctionallyorganizedstructure.
Alight-weightedmatrixorganizationremainsfunctionalandthelevelofspecializationiscomparabletothatfoundinthefunctionalmode.Whatisdifferent,istheadditionofaproductmanagerwhocoordinatestheproductcreationactivitiesthroughliaisonrepresentativesfromeachfunction.Theirmaintasksare:
tocollectinformation,tosolveconflictsandtofacilitateachievementofoverallprojectobjectives.Theirstatusandinfluencearelessascomparedtofunctionalmanagers,becausetheyhavenodirectaccesstoworking-levelpeople.
Aheavy-weightedmatrixorganizationexistsofamatrixwithdominanttheprojectstructureandunderlyingthefunctionaldepartments.Theproductmanagerhasabroaderresponsibility.Manufacturing,marketingandconceptdevelopmentareincluded.Thestatusandinfluenceoftheproductmanager,whoisusuallyasenior,isthesameorhigherascomparedtothefunctionalmanager.Comparedtofunctionalmanagers,becausetheyhavenodirectaccesstoworking-levelpeople.
Anotherwaytoclassifyorganizationstructureisbyoneofthefollowingfourcategories:
1.Theproducttobedevelopediscomprehensibleforoneperson.OnepersonislikelytohavealltheknowledgeneededtodevelopManufacturingandAssembly.Thedevelopmentdepartmentincompaniesthatundertakethesekindsofprojectsareusuallyverysmall.Ifacompanyconsistsofmorethanonedepartment,itisusuallystructuredasafunctionalorganization.
2.Theproducttobedevelopedhasafairlylowcomplexity,buttotalworkishigh.Thesekindsofproductsarelikelytobedevelopedwithinonefunctionaldepartment.AresearchdepartmentmayalsobeanexampleofadepartmentinwhichtypeIIprojectsareundertaken.Aremoredepartmentsinvolvedthenthelightweightedmatrixstructureispreferable.Employeesareinvolvedonafull-timebasis.Tasksmaybeperformedconcurrently.ThesequencecanbedeterminedusingtheDesignStructureMatrix.
3.Theproducttobedevelopedconsistsofalotofdifferentelements,suchassoftware,PCB,powersupplyandmechanicalstructure.Theproductishoweverintheengineeringphase,i.e.itisclearwhatneedstobedonetogettheproductintoproduction.Variousdisciplinesperformtheirowntasks.Thesetaskshavemostlyalowworkload.Employeescannotworkfull-timeononeproject.Thiscreatesacomplexsituationthatmaybecomparedtoajobshopsituationinproductionlogistics.Thoughthecomparisonbetweenmanufacturingandproductdevelopmentisnotacceptedbyallproductdevelopmentmanagers,itmayyieldgoodresults.StudyingeachstepintheProductDevelopmentProcessandfluctuationsinworkloadsrevealswaystoreducevariationandeliminatebottlenecks.ItisnecessarytoviewtheProduct
4.Theproductiscomplex.Totalworkishigh.Employeescanthusparticipateonafull-timebasis.Aprojectorganizationisthemostappropriateorganizationalstructureforthesekind'sofproducts.
Humanresourcemanagementpractices
Intheorganizationsorfirms,humanresourcemanagement(HRM)practicesasamediatorbetweenHRMstrategyandHRMoutcome.SheppeckandMilitellofocusHRMstrategyintofourgroups:
employmentskillandworkpolicies,supportiveenvironment,performancemeasurementandreinforcementandmarketorganizationwherebyGuestdividesintothreecategories:
differentiatedoninnovation,focusonqualityandcost-reduction.However,therearemanydefinitionsinpreviouslyresearchesonHRMstrategy,butallstrategiesusedtoachievethesameorganizationalgoalthroughHRMpractices.SivasubramanianandKroeckverifythevariousperspectiveofhumanresourcemanagementastheconceptoffitorintegration.BasedonGuestsuggeststhevarioustypesofhumanresourcemanagementcanbeclassifyintwodimensionsasinternalandexternalfit.ExternalfitexplainHRMasstrategicintegrationwherebyinternalfitasanidealofpractices.Severalofresearchestrytoexaminewhichfitisappropriately.Youndtetal.,whoobservetheexternalfit,theirresultshowsmoreparticularfitbetweenhighperformanceHRMpracticesandqualitystrategy.Stavrou-Costeaalsoarguedthattheeffectivehumanresourcemanagementcanbethemainfactorforthesuccessofafirm.AssupportedbyLeeandLeeHRMpracticesonbusinessperformance,namelytraininganddevelopment,teamwork,compensation/incentive,HRplanning,performanceappraisal,andemployeesecurityhelpimprovefirms’businessperformanceincludingemployee’sproductivity,productqualityandfirm’sflexibility.
Ruwanempiricallyevaluatedsixhumanresource(HR)practices(realisticjob,information,jobanalysis,workf
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 战略 人力资源 管理 英文 论文