1、 Chris Jarvis1HRM Strategy【课件课件】人力资源战略人力资源战略(英文英文)(ppt30)Chris Jarvis2HRM StrategyThe Idea of Strategic HRMNo definitive,robust theory.No agreement on meaning,factors,outcomes.how is SHRM linked with organisational performance?difficult to establish firm relationships given intervening factors:struc
2、ture,culture&wider environmentvarious typologies of business and associated HR strategiesEmpirical studies tend to use large-scale questionnaire surveys(Storey)case-studies on SHRM.Theoretical&empirical gaps between rhetoric and real experience-downsizing and redundancies etc.Chris Jarvis3HRM Strate
3、gyStages in a Corporate Strategy ProcessRational,logical versus interpreted&political Chris Jarvis4HRM StrategyPlanning LevelsCEOCorporateLevelCorporate HQBusinessLevelAviationHeatingTrucksPlastics ConsultancyFunctionalLevelManufacturingMarketingAccountingR&D Chris Jarvis5HRM StrategyStrategy Formul
4、ationManagers analyse the situation&develop strategies to achieve the mission.SWOT analysis:planning to identifyOrganizationalStrengths:manufacturing ability,marketing skillsWeaknesses:high labor turnover,weak financials.EnvironmentalOpportunities:new marketsThreats:economic recession,competitorsLon
5、g-term-5+yrsIntermediate-term 1-5 yrs.Corporate&business plansShort-term-less than 1 yr.Functional plans?Rolling cycle-amend plans constantly?Chris Jarvis6HRM StrategyCorporate strategydevelop a plan of policies,allocations,programmes to maximise long-run valueSWOT+STEEPLEInternal&external analysis
6、Grow Stabilize Retrench React/PanicConcentrateDiversifyGlobalizeVertically IntegrateDown-sizeFlexible firmStandard Corporate Planning Picture Chris Jarvis7HRM StrategyManifestation of Strategy and PolicyMaintenanceStanding plans(programmed decisions)policies,rules,and standard operating procedures(S
7、OP).general and specific guides to action.Programme arrangements and allocations.InnovationsNew initiatives,programmes and projectsWhat are these for HRM?Chris Jarvis8HRM StrategySchools of StrategyPrescriptiveDesign School Strategy(formation as a process of conception)Planning(formal process)Positi
8、oning(analytical process and techniques)Descriptive Schools(metaphors)Enterpreneurial (visionary)Cognitive(mental)Learning (emergent,adaptation,incremental)Power (a process of negotiation between interests)Cultural (collective values,beliefs and behaviours)Environmental(reactive,contingent)Configura
9、tion (process of transformation from one state to another-management of change)Source:Mintzberg,Ahlstrand,Lampel,1998,Strategy Safari,Prentice Hall Chris Jarvis9HRM StrategyMichael Porter-Value-Added Chain AnalysisTechnology developmentProcurementEmployee managementFirms infrastructureInboundlogisti
10、csOperations OutboundlogisticsMarketingand salesAftersalesserviceSupportActivitiesPrimaryActivitiesSupportActivities Chris Jarvis10HRM StrategyMintzberg on StrategyPlan(intended)direction,guide,a course of action.Pattern(realised)consistency in behaviour over time e.g.high end,low risk,patterns evol
11、ved out of the past.What plan have we actually pursued over the last 5 years?PositionLocating our HRM in a position,unique and valuable,involving a set of activities,X marks the spot.Perspective look inwards and upwards to a grand vision of the enterprise.The“theory”(mind-set)of the business.Less ea
12、sy to change than position e.g.from bureaucracy to innovation.Ploy(specific manoeuvres)Chris Jarvis11HRM StrategyDeliberate and emergent strategiesIntendedStrategyDeliberateStrategyRealisedStrategyUnrealised StrategySource:Mintzberg,Ahlstrand,Lampel,1998,Strategy Safari,Prentice HallEmergent Chris J
13、arvis12HRM StrategyForm and FormationStrategies have a form and they are formulatedSo what is the form of HRM strategy of organisation X?Steerage and UmbrellasDeliberate broad outlines with details emerging en-routeSet direction but unknown waters,move quickly or slowly?Focuses effortunity vs group-
14、think&peripheral visionDefines the organisationa shorthand but slogans may override complexity&distort realityProvides consistencyProvide order,a cognitive structure to simplify,explain&facilitate action but creativity thrives on“loose”order Chris Jarvis13HRM StrategyCEO and HR Director as strategis
15、tsConceive the big idea?Let everyone else get on with the details?But the job is not like thisMintzberg on managerial rolesInterpersonalfigureheadleaderInformation ProcessingliaisonmonitordisseminatorSpokespersonDecision-makinginitiator/changerresource allocatordisturbance handlernegotiator(after H
16、Mintzberg)Chris Jarvis14HRM StrategyCorporate-Level StrategiesStick to the knitting-focus on core businessDiversificationRelated:similar areas-build upon existing divisions synergy&core competenciesUnrelated-portfolio business in new areasNo declared strategy?Corporate failure?Implicit strategy?Avoi
17、d resource-consuming activityDisdain for formal planning but reliance on consistency of behaviour at all levels.No frills,non-bureaucratic organisationNo recipe to decrease flexibility,block learning&adaptationTension between control and discretionary freedom.Chris Jarvis15HRM StrategyInternational
18、HRM StrategyGlobal:HRM diversity for different conditionssingle,standard scheme across all countries?adaptation&acceptance of national differences?values,ethics in decision-makingDomestic:Common national schemes?public sector institutions?Common professions/occupationspersonnel system discretion for
19、 semi-autonomous divisions to take advantage of local circumstances?Chris Jarvis16HRM StrategyHRM Services and the Product Life Cycle/volumeImplications forRecruitment?Rewards?Training&Development?Employee Relations?Organisational development?ProfitLossStart-upGrowthMaturityDevelop or declineTime Ch
20、ris Jarvis17HRM StrategyAnalysis of HR ServicesDeliverables:capacity and capabilityCan we deliver?What do we deliver and how well?EfficiencyHow well is the process offered,managed and controlled?What are the transformation indicators and service quality ratios?cost/unit,cost/recruit,performance/empl
21、oyee,cost/HR intervention?Adaptabilityshort+long term responses to pressure and changeBenchmarking efficiencies,processes&outputsinvestment-,technical and humanquality,systems,research and intelligence Chris Jarvis18HRM StrategyCommon-sense propositions on qualityNo focus on quality-lose market shar
22、e and reputation.Good reputation is easier to lose than regain.People trust and become accustomed to favourites They remember the bad.Ill never go there again.New loyalties with substitute suppliers.Complacency breeds neglect.It takes a major operational and psychological effort to maintain quality
23、vigilance(entropy).regain a lost reputation.Common-sense either forgotten or only realised post hoc Chris Jarvis19HRM StrategyWhat is Quality?.a perception of class,excellence,a type of referential standard or(in definition)reflecting needs and expectations of customer.Guru definitions:product or se
24、rvice,nature or features reflecting capacity to satisfy express or implied statements of need(Deming)conformance to requirements(Crosby)fitness for purpose or use(Juran)product/service characteristics as offered by design,marketing,manufacture,maintenance and service that meet customer expectations
25、(Feigenbaum)Oakland(1995)-perceivable,measurable move from mere satisfaction to delight and reputation for excellence.Reliability.“Next door swears by her 8-year old Zanussi!”Chris Jarvis20HRM StrategyElements of a Quality Policyorganisation structure for quality:roles,responsibilities how client/cu
26、stomer needs and perceptions will be identified technical/economic resource allocationQMS scheme&operationhow suppliers&supplies will be required to meet standards prevention&zero defects/CQI approach vs.inspect-outcommunication,knowledge,information&staff development audit of QMS in operationPartne
27、rship with staff,customers and suppliers.Physical manifestation not just conceptual Chris Jarvis21HRM StrategyTQM-a Strategy and Discoursean approach to improving the competitiveness,effectiveness and flexibility of a whole organisation.a way of planning,organising and understanding each activity an
28、d it depends on each individual at each level.TQM is a way of.bringing everyone into the processes of improvement Oakland 1995a TQM programme requires re-evaluation of how organisational members address the quality of their work and the service processes.Chris Jarvis22HRM StrategyTQM underpinned by
29、policy commitmentA culture and practice change strategyOrganisational renewalInjection of energyStaff encouraged in positive,initiative taking behavioursAdopt a prevention and CQI ethic Quality improvement teams/circlesUse of a variety of methods and techniques(tools)Chris Jarvis23HRM StrategyKaizen
30、:Continuous Quality Improvement(CQI)critical view of organisational performance standardscontinuously challenge&incrementally upgrade performance levelscontribution and role of HR teamattitude(ownership),involvement and team effort as the key to improvement HR team-line manager relationships Chris J
31、arvis24HRM StrategyClassical functional,problem analysis cycle Situation analysisProblem definitionObjectives and resourcingSolution development-options and best fit from DO NOTHING to DO EVERYTHING.Min/Max,optimistic/pessimistic,high/low budget etc.).Test models against objectives and constraintsIm
32、plementation analysisdetailed planning for operational implementation.analysis for potential problemsscheduling,work allocation,capacity management,communicating,monitoring systems&overall coordination.Chris Jarvis25HRM StrategyQuestions for Quality StrategyWho are our direct and indirect clientsDef
33、ine characteristics,needs,requirements?Design features of services?How do clients perceive these?Bench-mark comparisonsWhich features do not compete?How can we delight beyond the basic specification?Design improvement projects?Who,by when&at what cost?Operational ability to bridge the gaps?Informati
34、on&monitoring systems?Supply chain analysis-performance&communication?Chris Jarvis26HRM StrategySpecifying HR QualityEssential contract for supply ensuring delivered quality in a contract of service.Implications of failure to draw up a clear specification?Design quality dimensions include:Features,p
35、erformance,delivery,cost,reliability,durability,serviceability,response,aesthetics,reputation.Conformance measurement:Degree to which service design specification is met Chris Jarvis27HRM StrategyThe parties&organisational level?Detailed specificationwhat best practice will be(product&process defini
36、tion)contract volume,milestones,stage deliverables?CSFs/CQFs for inputs,processes,outputs?work done to plan,in the defined ways?QA/QC methods?inspection,testing and monitoringstaged prices and conditions?variation orders vs.extraspenalties?audit trail client liaison ISO 9000 Certification for HR Ser
37、vices?Chris Jarvis28HRM StrategyClauses of ISO 90004.14.24.34.44.54.64.74.84.94.104.114.124.134.144.154.164.174.184.194.20ManagementQuality PlansContractsControlling design-not ISO 9002Controls using documents and dataPurchasing and supplyCustomer-supplied equipmentProduct identification and tracing
38、Process controlsInspection/testingMeasuring and test equipmentIdentify status of inspected goodsControl over non-conforming productsCorrective and preventative actionHandling,storage,packaging,preserving and deliveryRecords for qualityInternal auditsTrainingServicingUsing StatisticsCosts of initiati
39、ng and maintaining the system?Chris Jarvis29HRM StrategyLeadership(weighting 125 points)Strategic Planning(85)Customer&Market Focus(85)Information and Analysis(85)Human Resource Focus(85)Process Management(85)Business Results(450)USA Baldrige National Quality Award (1999)Criteria forPerformanceExcellence
