1、Strategic Human Resource ManagementHuman Resource Management IntegrationStrategic HRM modelsMBAExactly what is Strategic HRM?High performance workplaces, Human Capital Management Government view cited in Reader A 2006The design, implementation & maintenance of strategies to manage people for optimum
2、 business performance including the development of policies & processes to support these strategies.Source: Chartered Institute of Personnel and Development (CIPD) 2008A collection of phenomenaIs labour an unfortunate cost, or a critically useful asset?Two SHRM categories (and strategies):1.What are
3、 the ideal organisational measures (structures, processes etc) - then seek to improve these2.What are the underlying ideas and forces (culture, that impact on organisational performance) then (positively) influence theseSource: Reader A. 2006The nature of human resource management (HRM) Gratton: the
4、 significance of human resources as the most important organisational asset: There are fundamental differences between people as an asset and the traditional assets of finance or technology An understanding of fundamental differences creates a new way of thinking and working in organisations Busines
5、s strategies can only be realised through people. Creating a strategic approach to people necessitates a strong dialogue across the organisation(Source: Mullins 2007)Strategic HRM Personnel management vs. HRM Strategy and alignment Vertical and horizontal integration Elements of Strategic HRMPersonn
6、el management and HRM Reactive Employee advocate Task focus Operational issues Qualitative measures Stability Tactical Functional integrity People as expenses Proactive Business partner Task & enablement focus Strategic issues Quantitative measures Constant change Strategic Multi-functional People a
7、s assetsHolbeche, 1999Strategy and alignment Unitarist (shared) vs. Pluralist (divergent) conceptions Contingency/Best practice approaches Planned/Emergent approaches (or evolutionary Marchington & Wilkinson 2008) truly embedded? Generic strategies and HRM (Schuler & Jackson)How is HRM strategic? In
8、tegration of personnel policies HRM responsibility shifts to line managers Shift from collectivism to individualism Stress on commitment - manager as enabler(Sisson, 1989) Realisation of human capital and high performance workplaces for competitive advantage(Salaman, Storey et al, 2006)How is HRM st
9、rategic? Use of planning Coherent approach to design and management of personnel systems Matching HR activities and policies to explicit business strategy People as a strategic resource for competitive advantage(Hendry and Pettigrew, 1986)Vertical integrationLink between environmental context, busin
10、ess strategies and personnel and development policies.(Marchington and Wilkinson, 1986)External fit (Baird and Meshoulam, 1988)Organisational integration(Guest and Peccei, 1994) Degree of integration Separation model Fit model Dialogue model Holistic model HR driven(Torrington and Hall, 2008)Horizon
11、tal integrationThe degree to which different aspects of Personnel and Development are linked together.(Marchington and Wilkinson, 1996)Internal fit(Baird and Meshoulam, 1988)The need for practices to be guided by conscious policy choices to increase the likelihood that practices will reinforce each
12、other and will be consistent over time.(Beer and Spector, 1985)Elements in horizontal integration Resourcing involvement of HR Relations Industrial/professional Reward setting as part of policy Development T&D as a coherent partModels of SHRM Salaman, Storey and Billsberry Fombrun, Tichy and Devanna
13、 (Michigan) Beer and Spector (Harvard) Warwick model Guests modelBasic HRM Components(Salaman, Storey and Billsberry, 2006)Human Capital PoolKnowledgeSkillAbilityEmployee Relationships & BehavioursPsychological ContractsJob Related/requiredDiscretionaryOrganisational CitizenshipPeople Management Pra
14、cticesStaffingTraining RewardsAppraisalWork DesignParticipation RecognitionCommunicationStock of employeesEmployees free will; owned by employeesMeans of maintaining on-going competitive advantage Strategic management and environmental pressures(Fombrun, Tichy and Devanna, 1984)The human resource cy
15、cle(Fombrun, Tichy and Devanna, 1984)The Harvard framework(Beer et al., 1984)Analytical model, rather than prescriptiveTakes into account different philosophies and assumptionsThe Warwick model(Hendry and Pettigrew, 1992)Based on the Harvard ModelGives recognition of external contextDoes not assume outcomesDoes assume coherent policies give rise to superior performance
