浏览： 日期：2019-06-15
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Organizational
strategy and
HRM
Managing People
09/09/2014
Dieu Hack-Polay
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Objectives
Explain the concept of business strategy
Examine various components of HRM
strategy and strategic HRM
Discuss the necessity of integration
between HRM strategy and business
strategy
Dieu Hack-Polay
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Brief outline of the evolution of
HRM
From Personnel to HRM
HRM emerged from the criticisms by social
reformers of the conditions of workers and
their exploitation in the 19th century.
Some key social reformers: Lord Shaftesbury;
Robert Owen
Dieu Hack-Polay
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Brief outline of the evolution of
HRM
From personnel to HRM
5 stages:
A) Social justice: focus on improving working
conditions and wages
B)Humane bureaucracy: involvement with more
organizational and management activities, e.g.
T&D, Recruitment, organizing, etc.
C)Negotiated consent: involved in bargaining
activities
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Outline of the evolution of
HRM
From personnel to HRM
5 stages (cont.):
D) Organization: more involvement with
career paths and workforce planning
E) Human Resource Management: more
involvement with business strategy; a
resource-focused age
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Outline of the evolution of
HRM
Social Humane Negotiat
Justice Bureaucra ed Organizat HRM
Consent ion 1960s 1980s
1880s cy 1920s
1940s
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Personnel v HRM
Personnel HRM
Management
Reactive Strategic
Administrative Proactive
Focus on Control Long term
systems
Integration with
Welfare/psychologic management
al -contract
Commitment
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Workforce-centred Resource-centred
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HRM
HR responds to 2 major environmental
constraints:
1. Labour market changes, e.g.
Skills required (which could be in short supply)
Aging population leading to late retirement
Tight labour markets and Loose labour
markets
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HRM
HR responds to 2 major environmental
constraints:
2. Statutory regulations increasing since
1970s, e.g.
Equal pay
Health & safety
Unlawful discrimination
Sexual orientation
Etc.
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Perspectives on Strategic HRM
HR Strategy defined:
“Human resource strategy is a set of explicit
and implicit intentions toward the
management of employees, expressed
through philosophies, policies and practices"
(Taylor, 1995)
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Perspectives on Strategic HRM
3 main perspectives
Unitarist approach
Contingency approach (also called Fit
approach)
Resource-based approach
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Perspectives on Strategic HRM
3 main perspectives
1. Unitarist approach
Advocates “one best way” or one size
fits all
Is based on ideas of best practice,
e.g. The High Commitment model can
work anywhere
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Perspectives on Strategic HRM
1. Unitarist approach (cont.)
Pursues 4 principal goals:
Strategic integration: HRM must be linked to
business strategy and be consistent in its policies
Commitment: develops loyalty among workers +
achievement of higher performance
Flexibility: HRM develops a flexible structure and
functional flexibility (multi-skilling)
Quality: High quality production with qualified+
flexible workforce
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Perspectives on Strategic HRM
3 main perspectives
2. Contingency approach (Fit)
Acknowledges need for integration in all
aspects of HR’s work
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Perspectives on Strategic HRM
• 2. Contingency approach (Fit)
Identifies 2 levels of integration:
Vertical integration (External fit)
HR strategies must be aligned with business
strategy and goals
Horizontal integration (Internal fit)
All HR activities must be integrated with each
other
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Perspectives on Strategic HRM
• 2. Contingency approach (Fit)
Example of horizontal integration
Selectio Apprais
Reward
n al
Selection seeks skills and qualities required. Appraisal
focuses on those sets. Reward is based on
achievement .
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Perspectives on Strategic HRM
3 main perspectives
3. Resource-based approach
Rejects the excessive focus on best
practice
Advocates relationships between internal
resources (incl. people), strategy and
performance
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Perspectives on Strategic HRM
3. Resource-based approach (cont.)
Poses 4 conditions for resources to bring
competitive advantage:
a) resources must be valuable
b) resources must be rare
c) resources must be inimitable 无法效仿的
d) resources must be non-substituable
(Wright et al., 1994)
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Perspectives on Strategic HRM
• 3. Resource-based approach (cont.)
Link between HR practices and competitive
advantage
HR Practices
Human Sustained
Human
resource competitive
capital pool
behaviour advantage
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Linking Business strategy &
HR strategy
Well accepted is the need for linking
Business strategy – HR strategy.
But varying models are proposed
相异的 提出
5 main models prevalent in the literatures
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Linking Business strategy &
HR strategy
1. Separation Model
Organizatio
HR Strategy
nal Strategy
This model sees no links – the two should
operate separately. Model receding.
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Linking Business strategy &
HR strategy
2. Fit Model
Organization
HR Strategy
al Strategy
Currently well advocated model among practitioners.
HR strategy focuses on supplying workforce capable of
implementing organizational strategy
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Linking Business strategy &
HR strategy
3. Dialogue Model
Organizatio
HR Strategy
nal Strategy
Two-way communication process in the
process of strategy formulation
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Linking Business strategy &
HR strategy
4. Holistic Model
Organization
al HR Strategy
Strategy
There can be no strategy without human
resources (Baird et al. 1983). Closer
connection between org. and HR strategy
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Linking Business strategy &
HR strategy
5. HR-driven Model
Organization
HR Strategy
al Strategy
Extreme form of integration which places
HR strategy at the forefront of strategic
formulation in the organization. HR as
driver (Butler, 1989)
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Summary
The case for an integration between
Business Strategy and HRM strategy is
strong. Organizational that do better
ensure that there is a close connection
between HR practices and organizational
performance.
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Tutorial Task
Activity: XEL COMMUNICATIONS, Inc. (A)
This is case 7 in module II
Read the case before next tutorial to
prepare for discuss and feedback to
whole class. 1 or 2 groups to lead.
Dieu Hack-Polay
• Marking guidance
• Students should elicit vital theoretical aspects of the topic.
• A very good answer would not only describe but also critique
different perspectives and contrast them.
The assignment requires
you to write an essay
• Marking guidance (cont.)
• Students should also highlight alternatives where
necessary and substantiate their argument with
examples.
The assignment requires
you to write an Essay
• Marking guidance (cont.)
As a guide:
• The introduction should be about 10-15% of the word count
• The main argument should be about 70 to 80% of the word
count and
• The conclusion should be about 10-15% of the word count
contents and
• Marking guidance (cont.)
• References are not included in the word count.
• They should appear in the Harvard Referencing format as
provided in the Module Guide
• Marking guidance (cont.)
• In grading your essay 15 per cent of the marks will be for a
good introduction which sets out the context well and
provides a good view of the structure of the essay.
• A further 15 per cent of the marks will allocated to the
conclusion. A good conclusion will summarise the main
argument and open perspectives.
The assignment requires
you to write an Essay
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• Marking guidance (cont.)
• 80 per cent of the marks will be allocated to the main contents (the
body of the essay). Here you are assessed on your use of concepts
(conceptual accuracy), critical view (e.g. contrasting perspectives)
and references to the literature (you must make reference to between
6 and 12 pieces of literature).
The assignment requires
you to write an Essay
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• Marking guidance (cont.)
• 80 per cent of the marks will be allocated to the main contents (the
body of the essay). Here you are assessed on your use of concepts
(conceptual accuracy), critical view (e.g. contrasting perspectives)
and references to the literature (you must make reference to between
6 and 12 pieces of literature).
• Format:
• Type using Time New Roman, letter size 12. Single or
double-sided A4 are accepted)
• Deadline: Week 12 (Thurs.)
• Submission: A hard copy to be submitted to IBSS
assignment box
