战略人力资源管理英文论文

Congruence in strategic human resource management

Introduction

The central idea behind strategic human resource management is that

corporate

should

deal

with

the

relationship

between

corporate

strategy,

organization

structure

and

human

resource

practices.

And

make

these

three essential factors be in support for the organization’s overall strategy.

As a prerequisite for understanding how to strategically

manage human

resources,

in

this

essay,

I

will

demonstrate

the

concept

of

corporate

strategy,

organizational

structure

and

human

resource

management

practices, as well as the relationship among them and select one company

as specifics example to analyze the topic

Corporate strategy

A corporate strategy is the set of management decisions

–

designed by

executives, the board, senior management team or whoever are the final

decision makers in the organization

–

that are meant to get the better of

adversaries or attain the organizations ‘ends’.

Strategic management is a field that deals with the major intended and

emergent

initiatives

taken

by

general

managers

on

behalf

of

owners,

involving utilization of resources, to enhance the performance of

?

rms in

their

external

environments.

It

entails

specifying

the

organization's

mission,

vision

and

objectives,

developing

policies

and

plans,

often

in

terms

of

projects

and

programs,

which

are

designed

to

achieve

these

objectives,

and

then

allocating

resources

to

implement

the

policies

and

plans,

projects

and

programs.

A

balanced

scorecard

is

often

used

to

evaluate the overall performance of the business and its progress towards

objectives.

Recent

studies

and

leading

management

theorists

have

advocated that strategy needs to start with stakeholders expectations and

use a modified balanced scorecard which includes all stakeholders.

Strategic management is a level of managerial activity under setting

goals and over Tactics. Strategic management provides overall direction

to the enterprise and is closely related to the field of Organization Studies.

In the field of business administration it is useful to talk about

alignment

between

the

organization

and

its

environment

or

consistency.

Strategic

management

includes

not

only

the

management

team but can also include the Board of Directors and other stakeholders

of the organization. It depends on the organizational structure.

The specific approach to strategic management can depend upon the

size

of

an

organization,

and

the

proclivity

to

change

of

its

business

environment. These points are highlighted below:

1.

as

A

global/transnational

organization

may

employ

a

more

structured

strategic

management

model,

due

to

its

size,

scope

of

operations,

and

need to encompass stakeholder views and requirements.

2.

An SME (Small and Medium Enterprise) may employ an entrepreneurial

approach.

This

is

due

to

its

comparatively

smaller

size

and

scope

of

operations,

as

well

as

possessing

fewer

resources.

An

SME's

CEO

(or

general

top

management)

may

simply

outline

a

mission,

and

pursue

all

activities under that mission.

Organizational structure

An organizational

structure consists

of

activities

such

as

task

allocation, coordination and supervision, which are directed towards the

achievement

of

organizational

aims. It

can

also

be

considered

as

the

viewing

glass

or

perspective

through

which

individuals

see

their

organization and its environment.

An organization can be structured in many different ways, depending

on

their

objectives.

The

structure

of

an

organization

will

determine

the

modes in which it operates and performs.

Organizational

structure

allows

the

expressed

allocation

of

responsibilities for different functions and processes to different entities

such as the branch, department, workgroup and individual.

Organizational structure affects organizational action in two big ways.

First, it provides the foundation on which standard operating procedures

and

routines

rest.

Second,

it

determines

which

individuals

get

to

participate in which decision-making processes, and thus to what extent

their views shape the orga

nization’s actions.

An

organizational

structure

depends

entirely

on

the

organization's

objectives

and

the

strategy

chosen

to

achieve

them.

In

a

centralized

structure, the decision making power is concentrated in the top layer of

the

management

and

tight

control

is

exercised

over

departments

and

divisions.

In

a

decentralized

structure,

the

decision

making

power

is

distributed

and

the

departments

and

divisions

have

varying

degrees

of

autonomy.

Organizational

structure

depends

on

the

product

to

be

developed.

Wheelwright

and

Clark

define

a

continuum

of

organizational

structures

between two extremes, functional organizations and project organizations.

Functional

organizations

are

organized

according

to

technological

disciplines.

Senior

functional

managers

are

responsible

for

allocating

resources.

The

responsibility

for

the

total

product

is

not

allocated

to

a

single person. Coordination occurs through rules and procedures, detailed

specifications,

shared

traditions

among

engineers

and

meetings

(ad

hoc

and structured). Products that need a high level of specialized knowledge

require a functionally organized structure.

A light-weighted matrix organization remains functional and the level

of

specialization

is

comparable

to

that

found

in

the

functional

mode.

What is different, is the addition of a product manager who coordinates

the

product creation activities through liaison

representatives from

each

function. Their main tasks are: to collect information, to solve conflicts

and

to

facilitate

achievement

of

overall

project

objectives.

Their

status

and influence are less as compared to functional managers, because they

have no direct access to working- level people.

A

heavy- weighted

matrix

organization

exists

of

a

matrix

with

dominant the project structure and underlying the functional departments.

The

product

manager

has

a

broader

responsibility.

Manufacturing,

marketing

and

concept

development

are

included.

The

status

and

influence of the product manager, who is usually a senior, is the same or

higher

as

compared

to

the

functional

manager.

Compared

to

functional

managers, because they have no direct access to working-level people.

Another

way

to

classify

organization

structure

is

by

one

of

the

following four categories:

1.

The

product

to

be

developed

is

comprehensible

for

one

person.

One

person

is

likely

to

have

all

the

knowledge

needed

to

develop

Manufacturing and Assembly. The development department in companies

that

undertake

these

kinds

of

projects

are

usually

very

small.

If

a

company consists of more than one department, it is usually structured as

a functional organization.

2.

The product to be developed has a fairly low complexity, but total work

is

high.

These

kinds

of

products

are

likely

to

be

developed

within

one

functional department. A research department may also be an example of

a

department

in

which

type

II

projects

are

undertaken.

Are

more

departments

involved

then

the

light

weighted

matrix

structure

is

preferable.

Employees

are

involved

on

a

full-time

basis.

Tasks

may

be

performed

concurrently.

The

sequence

can

be

determined

using

the

Design Structure Matrix.

3.

The product to be developed consists of a lot of different elements, such

as software, PCB, power supply and mechanical structure. The product is

however in the engineering phase, i.e. it is clear what needs to be done to

get

the

product

into

production.

Various

disciplines

perform

their

own

tasks. These tasks have mostly a low workload. Employees cannot work

full-time

on

one

project.

This

creates

a

complex

situation

that

may

be

compared

to

a

job

shop

situation

in

production

logistics.

Though

the

comparison

between

manufacturing

and

product

development

is

not

accepted by all product development managers, it may yield good results.

Studying each step in the Product Development Process and fluctuations

in workloads reveals ways to reduce variation and eliminate bottlenecks.

It is necessary to view the Product

4.

The

product

is

complex.

Total

work

is

high.

Employees

can

thus

participate

on

a

full-time

basis.

A

project

organization

is

the

most

appropriate organizational structure for these kind's of products.

Human resource management practices

In

the

organizations

or

firms,

human

resource

management

(HRM)

practices

as

a

mediator

between

HRM

strategy

and

HRM

outcome.

Sheppeck

and

Militello

focus

HRM

strategy

into

four

groups:

employment

skill

and

work

policies,

supportive

environment,

performance

measurement

and

reinforcement

and

market

organization

whereby Guest divides in to three categories: differentiated on innovation,

focus on quality and cost-reduction. However, there are many definitions

in

previously

researches

on

HRM

strategy,

but

all

strategies

used

to

achieve

the

same

organizational

goal

through

HRM

practices.

Sivasubramanian

and

Kroeck

verify

the

various

perspective

of

human

resource management as the concept of fit or integration. Based on Guest

suggests the various types of human resource management can be classify

in two dimensions as internal and external fit. External fit explain HRM

as

strategic

integration

whereby

internal

fit

as

an

ideal

of

practices.

Several of researches try to examine which fit is appropriately. Youndt et

al.,

who

observe

the

external

fit,

their

result

shows

more

particular

fit

between

high

performance

HRM

practices

and

quality

strategy.

Stavrou-Costea

also

argued

that

the

effective

human

resource

management

can

be

the

main

factor

for

the

success

of

a

firm.

As

supported

by

Lee

and

Lee

HRM

practices

on

business

performance,

namely

training

and

development,

teamwork,

compensation/incentive,

HR planning, performance appraisal, and employee security help improve

firms’ business performance including employee’s productivity, product

quality and firm’s flexibility.

Ruwan

empirically

evaluated

six

human

resource

(HR)

practices

(realistic

job,

information,

job

analysis,

work

family

balance,

career

development,

compensation

and

supervisor

support)

and

their

likely

impact

on

the

Marketing

Executive

Turnover.

Results

of

regression

showed

that

the

HR

practices

on

job

analysis

are

strong

predictors

of

Marketing Executive Turnover. A long the same line, Abang, May-Chiun

and Maw two components of human resource practices namely, training

and

information

technology

have

direct

impact

on

organizational

performance.

In

addition,

Zaini,

Nilufar

and

Syed

four

HRM

practices

showed

that

training

and

development,

team

work,

HR

planning,

and

performance appraisal have positive and significant influence on business

performance.

Altarawmneh

and

al-Kilani

examine

the

impact

of

human

resource

managemen

t

practices

on

employees’

turnover

intentions.

The