StrategicHumanResourceManagement.docx
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StrategicHumanResourceManagement.docx
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StrategicHumanResourceManagement
Introduction
Strategichumanresourcemanagementisaseriesofplannedandthestrategicsignificancethehumanresourcesarrangementandmanagementbehavior.(Wright&Mcmanhan,1992)
Thisreportinvolvesfourmainaspects:
first,explainingtheresourcebaseviewmodelofstrategichumanresourcemanagementandanalyzingitsusefulness;second,explaintheactivitiesinvolvedinHRplanning;third,assessingthepracticesavailabletoUKemployerstoimproveemployeeengagement;forth,evaluatingthepracticesofemployeeinvolvementandparticipationthatUKemployershaveadopted.
Strategichumanresourcemanagementmodel
Threetheoreticalmodelstostrategichumanresourcemanagementareincluded.First,‘bestpractice’modelindicatesthatmanagehumanresourcestoimprovebusinessperformanceandalignemploymentpoliciesandbusinessstrategypracticetoachievecompany’sgoals.Second,‘fitorcontingency’modeldefinesthatdifferentbusinessstrategiesneeddifferentHRstrategies.Third,‘resourcebaseview’statesthatsubstantialcompetitiveabilitycanbetoachievegoalsbyusingcoreresourceandcompetenceoffirm.Thefollowingwillfocuson‘resourcebaseview’model.
Theresourcebaseview(RBV)indicatesthatthecoreresourceandcompetenceofthefirmcanhavesubstantialcompetitiveabilityandenduringadvantagestosucceedinthemarket(Hamel&Prahalad,1994).Iftheorganizationhasavaluable,inimitable,non-substitutableandrarityresourcesandcompetences,theorganizationwillbeabletobuildthecorecompetitivenesstoachieveoptimaloperationalperformance,andgainapersistentcompetitiveadvantage(Torrington,Hall,Taylor&Atkinson,2008).Actually,theenterpriseiscollectionofvariousresources.Duetoavarietyofreasons,theenterprisehasthesameheterogeneityresourcesthatdeterminethedifferencesinthecompetitivenessofenterprises.RBVcanmakefirmsdifferentfromoneanotherandinturnallowafirmtodeliverproductsandservicesinthemarket(Hamel&Prahalad,1994).Ontheotherhand,thedevelopmentofhumancapitalcanpromotesustainedcompetitiveadvantage(Hamel&Prahalad,1994).Humanresourcecanprovidecompetitiveadvantageforthebusiness,aslongastheyareuniqueandcompetingorganizationcannotcopyorsubstituteforthem.
Knowledgeresourcesbecomethemainsourceofcompetitiveadvantage(Barney.1991).Itenablesenterprisestobeabletolearnfasterthanyourcompetitorsanddevelopmentcapacity.Developmentofknowledgemakesothercompaniesisdifficulttoimitateresources.Grant(1996)pointedoutthatknowledgeistheenterprisehasthemostcriticalcompetitiveasset.Inthisview,thebusinessorganizationandthemarketadvantageisitsabilitytohavemoretocreateandmaintainknowledge.Leonard-Barton,(1992a),theenterprise'sknowledgeresourcesarehumancapital,organizationalcapitalandphysicalcapitalareinterdependentwhipinteractionsystem,whichistheabilitytogeneraterainstaffskills,managementsystemsandmanagementprocessesofknowledge-based,complexlinkagesoforganizationalvaluesandnormsaswellasphysicalcapitalandmaterialsystems.Majorroleinstrategichumanresourcemanagementenoughtoenhancetheenterprises,includinghumancapital,intellectualcapital,intellectualcapitalaccumulationandtheformationofabasictaskisthestrategichumanresourcesmanagement,integrationandreconstructionofenterprisesintellectualcapitaland,ultimately,enterprisesasustainablecompetitiveadvantage.
AmitandSchoe-maker(1993),theorganizationalcapacityoforganizationstoconfiguretheirresourcesskills,tocombineresourcesthroughorganizationalprocedures,whichthesecapabilitiesarethebackboneofinformationandformationoftheinvisiblecomplexinteraction,inordertoachievetheorganizationisexpectedtogoals.Theabilitytoparticipateintheorganizationprocessistheprocesswiththeemployeesjoiningandleavingconstantlysustained,andultimatelytheenterpriseacompetitiveadvantage(Barney,2001).Infact,theabilityofenterprisesandconstitutetheabilityofemployees'skillsareinseparable,wemustdeterminethepersonnelinvolvedintheprocessofthisorganization,inordertogainadeepercomprehensionoftheseofficersmusthavetheappropriateindividualsandgroupsskills,andtheir(individualandgroups)behaviormustbeconducivetotheimplementationofthisprocess.Dynamicabilitytoproducenotonlyrequirescompaniestohaveastrongresourcebase,andrequirescompaniestobeabletoconfiguretheexistingresources,tocreatenewresourcesandnewknowledge.Thefundamentalroleofhumanresourcemanagementsystemisthehumanresourcesandknowledgeresourcesembeddedinoneoftheconfiguration,thissenseandhumanresourcesmanagementsystemfullyreflectstheabilityoftheenterpriseorganization.
Theresource-basedtheorythatthecombinationsofeachorganizationareuniqueresourcesandcapabilities,combinedwiththebodyhasbecomeabusinesscompetitivestrategyisbasedon.Themaincontentofthecorporatestrategicmanagementishowtomaximizethenurtureanddevelopauniquebusinessstrategyresourcesanduniqueabilitytooptimizetheconfigurationofthisstrategicresource,namely,corecompetencies(Barney,2001).Theformationofcorecompetenceaccumulationstrategyrequirescompaniestocontinuetodevelopavarietyofresourcesrequired,enterprisesneedtoconstantlylearningbeyondandinnovation,HumanResourceManagementSystemplaysaveryimportantrole.
Humanresourceplanning
Accordingtoitsinternalandexternalchangesintheenvironment,Enterprisespredictthefuturedevelopmentofhumanresourcesneedsstartingfromstrategicplanninganddevelopmentgoals,predictthefuturedevelopmentofhumanresourcesneeds,andtoprovidehumanresourcesactivitiesintheprocess.Ontheonehand,itanalyzesthecurrentmanpowersituationtounderstandthedynamicsofpersonnelandpredictsthefuturemanpowerneeds.Ontheotherhand,itpromotestherationaluseofhumanresourcesandhumanresourceplanningtoimprovetheimbalanceofmanpowerallocation,inordertoseektherationalizationofhumanresourcesandmeetthedevelopmentneedsoftheorganization.
ANALYSINGTHEENVIRONMENT
Humanresourcesplantofullyconsidertheinternalandexternalchangesintheenvironmenttoadapttotheneeds,reallydotargetservicesforenterprisedevelopment.Internalchangereferstochangesinthesales,developmentchanges,orchangesintheenterprisedevelopmentstrategies,aswellasemployeesoftheflowchange;externalchangereferstochangesinthesocietyoftheconsumermarket,thegovernmenthumanresourcepolicychanges,personnelchangesinthemarketandsoon.Inordertobetteradapttothesechangesinthehumanresourcesplanshouldbepossiblescenariostomakechangesintheforecastingandrisk,itisbesttohavethefaceofriskcopingstrategies.
First,itisinvestigatingthebusinessandhumanresources-relatedinformation,suchas:
settingthestatusofthecorporateorganizationalstructure,thepositionssetandnecessity,thecompany'sexistingstaff,workquotasandlaborload,thecompany'sfuturedevelopmentgoalsandtasksplan,factorsofproductionmaybechanges.Second,itneedstopayspecialattentiontotheanalysisofsurveyofhumanresourceswithintheorganization.Thissectionusuallyincludes:
thebasicconditionsoftheexistingstaff,theknowledgeandexperienceofthestaff,theabilityandpotentialofemployeesfordevelopment,generalinterestandhobbiesofemployees,personalgoalsanddevelopmentneedsofemployees,employeeperformanceandresults,recentyearstheflowofhumanresources,corporatehumanresourcestructureandtheexistinghumanresourcespolicies.Inaddition,forthebusinessexternalhumanresourcessurvey,suchastheresultsofthelabormarket,themarketsupplyandthestatusquo,educationandtrainingpolicyandeducation,labor,choosingpsychologyoftheexternallabormarketfactorsandinfluencingfactorsarerequiredforin-depthinvestigationsandstudies.ThisinformationareHRplanningofhumanresourcesbase.(Torrington,Hall,Taylor&Atkinson,2011).
FORECASTINGFUTUREHUMANRESOURCENEEDS
Humanresourceplanningisnotonlyabusiness-orientedprogram,butalsoisaplanforemployees.Businessdevelopmentandstaffdevelopmentrelyoneachothertomutuallyreinforcerelationship.Onlyconsiderthedevelopmentofenterpriseswhileignoringthedevelopmentofstaffwillbedetrimentaltotheachievementofthegoalsofenterprisedevelopment.Excellenceinhumanresourceplanningmustbetoenableemployeestoachievelong-terminterestsoftheplan,mustbeabletomakethecommondevelopmentofenterprisesandemployeesplan.Thusitisnecessarytoforecastingfuturehumanresourceneeds.Therearecontainingobjectivemethodandsubjectivemethod.
Objectivemethod
Objectivemethodconsistsofstatisticalandwork-studyapproaches.Statisticalmodelrelateemployeenumberdemandtoorganizationalcircumstancesandactivities(Torrington,Hall,Taylor&Atkinson,2011).Throughassuming,thefuturedemandwillbecalculated.Iftheenvironmentisnotstable,thismethodisnotreliable.Thework-studymethodisbasedonathoroughanalysisofthetaskstobedone,andthetimeeachtakes(Torrington,Hall,Taylor&Atkinson,2011).Theemployeesdemandperunitofoutputcanbecalculated,thusthenumbersofemployeesdemandwilldevelopfollowingstandard.
Subjectivemethod
Torringtonetal(2011)indicatesthatthemostcommonsubjectivemethodofdemandforecastingismanagerialjudgment,judgmentsofotheroperationalandtechnicalsta
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