战略人力资源管理英文论文

Congruence in strategic human resource managementIntroductionThe 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 topicCorporate strategyA 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 firms 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 "strategic alignment" between the organization and its environment or "strategic 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 structuredstrategic 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 entrepreneurialapproach. 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 structureAn 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, detailedspecifications, 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 levelof 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 withdominant 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. Oneperson is likely to have all the knowledge needed to developManufacturing 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 asa functional organization.2.The product to be developed has a fairly low complexity, but total workis high. These kinds of products are likely to be developed within one functional department. A research department may also be an example ofa department in which type II projects are undertaken. Are moredepartments 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, suchas 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 fluctuationsin workloads reveals ways to reduce variation and eliminate bottlenecks.It is necessary to view the Product4.The product is complex. Total work is high. Employees can thusparticipate on a full-time basis. A project organization is the most appropriate organizational structure for these kind's of products.Human resource management practicesIn 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 etal., 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. Theresults showed that job analysis had a significant effect on employees’ turnover However, no statistical evidence was found regarding the effects of other HRM practices on employees’ turnover intentions. T he study suggests that incentive plans based on rewards, bonuses, salaries enhancement, and performance appraisal reports could be useful strategies to be reconsidered in the surveyed. This paper utilizes HRM practices in specific internal fit as an ideal set of practices which identify three variables; supervision, job training, and pay practices believed to influence job satisfaction and toward turnover of the employees, as some of the practices of high the performance working system practices by previous HRM researchers such as Bradley, Petrescu and SimmonsCongruenceIn a mature corporate, the corporate strategy is the core part of the operation of the company, the organizational structure is the guarantee of the implementation of the corporate strategy. Only if the organizational structure can match the corporate strategy, the objective of the company can be achieved. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. The human resource management practices can allocate the human resource most efficientlythen the corporate strategy can be operated in order. In one word, only if the three main concepts, corporate strategy, organizational structure and the human resource management practices can be coordinated well, the company can run fast and in order.Human resource planningHuman resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.Human resource planning refers to classic HR administrative functions, and the evaluation and identification of human resources requirements for meeting organizational goals. It also requires an assessment of the availability of the qualified resources that will be needed. Human resources planning should be a key component of nearly every corporation’s strategic business planning. To ensure their competitive advantage in the marketplace, organizations must implement innovative strategies that are designed to enhance their employee retention rate and recruit fresh talent into their companies.Effective human resources planning strategies are those that include having sufficient staff, with the right mixture of talent, and who are in the appropriate locations, performing their jobs when needed. It moves beyond the traditional role of human resources as primarily an administrative control function. In today’s corporate environment, it is viewed as a valuable component for adding value to an organization. Both employees and the company will often realize many benefits of planning over the long-run.In uncertain business settings, the significance of strategic human resources planning can become obvious very quickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked like a smart and necessary move to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings.Forward-looking human resources planning typically anticipates future staffing requirements. It can help organizations avoid cost errors. Strategies are formulated to not only anticipate their needs over time, but to consider optimal solutions for the long term and under challenging economic conditions. This approach minimizes the chance of short-sighted and reactive choices being implemented by decision-makers.Organizations with a plan in place, and a keen understanding of their long-range objectives, may instead decide to weather the economic storm and keep trained, talented, and dedicated staff in place for the inevitable business uptrend.The planning processes of most best practice organizations not only define what will be accomplished within a given timeframe, but also the numbers and types of human resources that will be needed to achieve the defined business goals.Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps are then designed, developed and implemented to close the gaps.These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and corrections are made as needed.Strategic staffingStrategic staffing is an approach to personnel management thatrequires a department to analyze its staffing needs by considering its long-term objectives and those of the overall company and determining a specific combination of permanent and temporary employees with the best skills to meet those needs Many organizations understand the benefits of a longer-term approach to staffing: reduced turnover and hiring costs, improved efficiency and morale, and ultimately greater profits. Unfortunately, traditional approaches to strategic staffing are often more effective on paper than in the workplace.Prepare for a change in approach from traditional human resource management to strategic human resource management. Write an HR business plan that emphasizes talent management and workforce capability. Develop strategies to link staffing efforts and talent management to business goals. Including a human capital management strategy in your company's business plan will reinforce the company's commitment to its workforce. Augment career development and advancement opportunities for new hires and existing employees by using job posting and other programs that encourage promotion from within the company. Use alternative work arrangements to build a committed and highly-engaged employee base for your company. Re-define traditional work arrangements. Develop innovative ways to recruit effectively and provide human resource services by partnering with schools, colleges and universities. Make sure to incorporate diversity into the staffingmanagement process. Involve existing workers in the recruitment and selection process as often as possible. Use referral programs and peer interviews to select quality candidates. Use technology and the internet to automate the staffing management process. Investigate and purchase recruitment software or related human resources software to effectively manage your new human capital management program. Give managers and senior leaders the necessary tools to staff their business units themselves. Provide human resource training to help them take advantage of the new staffing management program.Specifics exampleGive an example, the Wal Mart is the largest retail corporation of daily essentials all over the world which has the majority of markets located in well-established neighborhoods. But how can the management layer make so many large markets run in a good order and become the most successful retail brand in the world. I think, at first, the decision layer establishes the corporate strategy and all of the subordinate markets should make them sun-strategies surrounding the core corporate strategy. After the corporate strategy is distributed, the corporate should establish the organizational structure which consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. The structure of the organization isthe main plan of the operation of the mall, it can make the corporate strategy more substantial and easy to carry out. At last, the human resource management practices take the corporate strategy and the organizational structure into effect. The efficient practices of human resource management are the guarantee of the implementation of the corporate strategy and the organizational structure.ConclusionIn a corporate, the corporate strategy is the primary plan of the company, the organizational structure is the replenishment and initial implementation of the corporate strategy. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. Only if the organizational structure, corporate strategy and the human resource management practices are coordinated perfectly, the objective of the company can be achieved. The human resource management practices can allocate the human resource most efficiently then the corporate strategy can be operated in order. In one word, only if the three main concepts, corporate strategy, organizational structure and the humanresource management practices can be coordinated well, the company can run fast and in order.References1.Beer, M., Spector, B., Lawrence, P., Quinn, M., &Walton, R.E., (1984). Managing human assets,New York: The Free Press.2.Budhwar, P., & Sparrow, P. (1998). National factors determining Indian and British HRMpractices: An empirical study. Management International Review, 38, 105-121.3.Ulrich, D. ( 1997). Human resource champions: The next agenda for adding value to HR practices.Harvard: Harvard Business School Press.4.Meyer, J.P., & Herscovitch, L. (2001). Commitment in the work place: Towards a general model.Human Resource Management Review, 11, 299-326.5.Meyer, J.P., & Allen, N.J. (1991). A three component conceptualization of organizationalcommitment. Human Resources Management Review, 1, 61-98.6.Geringer, J.M., Frayne, C.A., & Milliman, J.F. (2002) . In search of “best practice” inInternational human resource management: Research design and methodology. Human Resources Management, Spring, 5-30.7.Guest, D.E. (1997). Human resource management and performance: a review and research agenda.The International Journal of Human Resource Management, 8, 263-276.。