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

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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