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strategic
Human resource management
Is organized to achieve
Strategic objective
The mode of systematically planning and managing the various deployments and activities of human resources is
Organizational strategy
It is an indispensable organic component and one of the most important components of human resource management.
- Chinese name
- Strategic human resource management
- presenter
- Yankee
- Time of presentation
- In the 1980s
- Generic type
- A management model
strategy
Human resource management
The idea was first put forward by Americans. But before the 1980s, Japanese companies actually played the role of pioneer practitioners of strategic human resource management. The essence of Japanese human resource management practice lies in it
humanism
Under the guidance of this concept, Japanese enterprises have focused their management on the "management of people" and implemented a series of policies that fully reflect their humanistic thoughts
Human resource management system
, for example
Lifetime employment
,
The seniority system
,
Education and training
system
And safeguards and so on. The strategic basis of these systems is: ability, quality, skills, education, adaptability to accomplish tasks and job work
performance
Let's wait. However, after the 1980s, the drawbacks of human resource management in Japan were increasingly exposed.
John Voronov
In The Crisis of Japanese Management,
Patz Smith
In books such as "Japan: A New Interpretation" and Philip Anderson's "Inside the Black Veil: Removing the Fog of Japanese Business Behavior," the shortcomings of the Japanese model are deeply analyzed. They point out that in Japanese enterprises, human resource management is to a greater extent Mired in general transactional functions, strategic and strategic human resources
Job performance
Incentives, core employee allocation and other aspects of the lack of adequate definition, use and incentives, which makes Japanese enterprises"
Core human resources
"(
Core HumanResources
The "strategic" nature of the project has been greatly weakened and limited.
Strategic human resource management emerged in the middle and late 1980s, and the development of this field has been remarkable in the past decade or two. The research and discussion of this idea are increasingly in-depth, and are managed by European, American and Japanese enterprises
Practice proves
For the long haul
Sustainable competitive advantage
The strategic approach. In contrast to traditional Human resource Management, Strategic Human Resources Management (SHRM) focuses on the role and function of human resources management in supporting the strategy of the enterprise. It is generally used in academic theory circles
Wright
&
Mcmanhan
It is defined as a series of planned and strategic human resources deployment and deployment that are carried out and taken by the enterprise to achieve its goals
Management behavior
.
So-called strategic
Human resource management system
Refer to...
Enterprise overall strategy
Under the framework, human resources are used, managed, controlled, monitored, maintained and developed to create
Synergistic value
, achieved
Enterprise strategic objective
The method system, including strategic human resource management concept, strategy
Organization management system
, strategic work
Management system
, strategic
Human resource allocation
Systematic and strategic
Salary management system
,
Strategic performance management system
,
Strategic training
Education system
And strategic personnel training system.
On the basis of rational analysis of the internal and external environment, the challenges faced by the enterprise human resource management and the shortcomings of the existing human resource management system are clarified, and the vision and goals of the future human resources are clearly outlined and the human resources that match the future development of the enterprise
Management mechanism
And work out how to
Target transformation
Feasible measures for action as well as evaluation and monitoring of the implementation of measures, thus forming a complete system
Human resource strategy
System.
The core functions of strategic human resource management include human resource allocation,
Human resource development
,
Human resource evaluation
and
Human resource incentive
Four functions
[1]
In order to build a scientific and effective "recruitment, education, employment and retention" human resource management mechanism.
The core task of strategic human resource allocation is to be company-based
Strategic objective
To allocate the required human resources, according to
Quota standard
To dynamically adjust human resources, introduce human resources that meet the strategic requirements, adjust and optimize the positions of existing personnel, and establish effective personnel
Exit mechanism
In order to export the personnel who do not meet the needs of the company, the reasonable flow of human resources is realized through the allocation of human resources.
The core task of strategic human resources development is to systematically develop and train the existing human resources of the company to ensure the quality and quality
Corporate strategy
The need. Organize the corresponding training according to the company's strategic needs, and adopt the leader
Succession planning
And staff
Career development planning
To ensure that employees and the company keep pace with growth.
Compensation strategy
The type of
Pay determination criteria
Salary determination criteria refers to the basis for determining the level of salary, such as position, skill, seniority, performance and
Market conditions
Can be the basis for determining compensation. What basis is used to determine the remuneration depends on the characteristics of the relevant basis and the specific situation of the enterprise.
(1) Based on position or skill. tradition
Compensation system
Pay is usually determined according to the position
Position analysis
Being able to scientifically measure the value of a position to the company can avoid compensation decisions
Human factor
The impact of... But because jobs are mobile and changing, companies can't use the jobs of the past
Analysis result
To measure the contribution of the current position to the company. In addition, the same position, different staff, its performance is also different. As a result, paying by job is hardly an incentive
impartiality
. The skill pay view holds that employees, especially those with multiple skills, are the company
Competitive power
Enterprises should decide the pay of employees according to their skill level. However, skill pay is often based on the employee's salary
Latent ability
Rather than the actual contribution to the enterprise to determine the compensation of employees, which is easy to lead to employee compensation and company performance out of line, which is not conducive to the company
Sustainable development
.
(2) Based on performance or seniority. Many scholars believe that it should be based on
Organizational goal
And the company's ability to measure performance to determine whether to base pay on performance or seniority. If companies do measure performance accurately and pay accordingly, then the compensation system is fair and works. Otherwise, this compensation system is unfair and even highly destructive. One assumption of seniority is that the more seniority an employee has, the more value he or she can create for the company. At the same time, employee qualifications are intuitive, easy to determine, and relatively easy to implement. Many companies want to pay employees based on performance, but because performance cannot be measured objectively, they end up paying them based on seniority.
The core task of strategic human resource evaluation is to the employees of the company
Quality and ability
Objective evaluation and performance, on the one hand to ensure that the company's strategic objectives and employee performance are effectively combined, on the other hand for the company
Employee motivation
And career development to provide a reliable basis for decision making.
The core task of strategic human resource motivation is to motivate employees according to the company's strategic needs and employees' performance, through the development of scientific
Compensation and welfare
and
Long-term incentive
Measures to stimulate employees to fully develop their potential and realize their value on the basis of creating value for the company.
The premise of establishing strategic human resource management function effectively and achieving the desired effect is that the organization should provide a necessary platform for human resource management, which includes
Human resource major
Team, human resources
Organizational environment
Professional construction of human resources and human resources
infrastructure
Four aspects, for the construction of strategic human resource management system to provide the corresponding
Organizational guarantee
And professional competence.
Human resource professional team is an important guarantee for constructing strategic human resource management system. Strategic human resource management has higher requirements for the professional team of human resources, reasonable positioning of the human resources department, clearly define the responsibilities and powers of the human resources department
Human resources professionals
The ability and quality have strict requirements, at the same time
Line manager
Participation in and cooperation with human resource management also make clear requirements to ensure that the human resource professional team can become the human foundation for building strategic human resource management from all aspects.
Reasonable organizational environment is an important external condition for constructing strategic human resource management system. It is required to design a set suitable for the company's strategic needs from the company's strategy
Organizational structure
And refine the setting of each position, and optimize according to the external environment of the company, and build a strategic for the company
Human resource system
Provide the appropriate organizational environment.
The construction of human resource specialization is the professional guarantee of constructing strategic human resource management system. Strategic human resource management has obvious professional characteristics, through the professional construction for the effective implementation of human resources
Management function
To lay a professional foundation, the professional construction of human resources includes:
Organizational system
The job analysis to identify each job
Job responsibilities
, job authority,
Working condition
and
Job qualification
; Set the corresponding staffing standards according to the company's business and job characteristics; histosystematic
Job evaluation
, as an important basis for formulating salary series; According to the company's strategic needs and
Job category
Develop the corresponding qualities and
Capability model
.
Human resource infrastructure construction is the basic guarantee for the normal operation of strategic human resource management system. Strategic human resource management is a huge system, to ensure the normal operation of this system also need to establish a corresponding basic management system, including through the establishment
Human resource management information system
Efficiently provide objective information for human resource management activities and carry out daily activities
Transactional work
Ensure the effective operation of human resource management system.
strategic
systematicness
Coordinate with enterprise operation system, research and development system, etc.
matching
Horizontal matching/vertical matching.
Flexibility/flexibility
certain
Human resource management
Human Resource Management Practice and
Organizational performance
There is a positive
Linear relationship
And this relationship applies to all businesses.
Based on the synthesis of previous studies, Delery et al. pointed out that
High performance work system
Seven recognized human resource management practices should be included, which are:
Internal promotion
Opportunities, formal training systems,
Performance evaluation
,
Profit sharing plan
, staff
Sense of Security
Employee voice and job definition.
The relationship between human resource management and organizational performance is not linear, and it will be affected by various variables. Most scholars advocate that
Organizational strategy
As a key
Contingent variable
It is believed that organizational strategy will affect the relationship between human resource management and organizational performance.
When an organization adopts strategy A, a certain HRM practice may affect organizational performance; When an organization adopts Strategy B, this human resource management practice may not affect organizational performance, or it may have a different impact. In other words, organizations with different strategies should adopt different HRM practices.
The configuration or model formed by various human resource management practices as
Independent variable
And investigate the relationship between it and organizational performance. Configurational view ratio
universality
The perspective of weight change is more systematic and complex:
Firstly, the allocative view analyzes the problem from the perspective of whole and system, trying to find the human resource allocation or pattern that can maximize the organizational performance.
Second, the configurational view assumes that different configurations or patterns can maximize organizational performance.
Third, these
disposition
An ideal framework derived from theory, rather than from actual observed phenomena.
In the process of establishing strategic human resource management, enterprises can refer to these three viewpoints at the same time.
First of all, can be based on
universality
Consider which human resource management practices will have a significant impact on the performance of enterprises;
Secondly, it should be based on the enterprise's own situation, especially
Development strategy
To choose between human resource management practices that have a significant impact on the performance of the company;
Finally, when establishing strategic human resource management system, enterprises should also consider the mutual influence of different human resource management practices, so that all human resource management practices can support each other.
