【正文】 nce rather than strategy ? Survival by short term strategies aimed at current fit ? Strategy and illusion in unpredictable environment Evolutionary – law of the jungle ? HR key role in environmental scanning ? Policies and strategies aimed at flexibility and adaptability ? Matching model ? Critique – markets more regulated than jungle。 conditions Management philosophy Unions Task technology Laws amp。 looks na239。 facilitate the learning process ? Emphasises renewal aspect and dynamic capabilities of the anisation ? Capacity of a firm to renew, adapt and augment its core petencies over time ? Successful anisations bine multiple modes of strategy making with high levels of petence and astute leadership with employee involvement in strategy making ResourceBased Theory of the Firm ResourceBased Theory amp。 may conflict with espoused values and each other Culture Change ? Why change? Environment changes: ? Business – mergers, technology, market ? Government – laws, H amp。 inter site providers ? Inter accessed globally, but only by those with access to and who use the technology ? Specialised sites available – graduates,engineers, puters ? Watch for cost, regular updating, on line sifting ? Advertising issues apply Handling Applications ? Information used to: ? Enable self selection ? Sift candidates ? CV ? Or ? Application form ? Develop image: ? Professional process ? Psychological contract ? Maintain interest ? Candidate as customer Selection ? The importance: ?It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more…. ? Smith amp。 goodwill amp。Social works define norms ? Internal context of firm influenced by social groups, interests, resources and micropolitics ? Different forms of anisation successful indifferent cultures ? Systemic perspective includes national culture, family, gender, social groups ? Strategy must be sensitive to these Systemic and HR ? HR policies and processes will have to reflect local culture ? Management style and strategies for motivation and mitment reflect local and national culture ? Critique – focuses on difference at the expense of similarity and crosscultural influences ResourceBased Theory of the Firm ? Places HR at heart of strategy ? Competitive advantage stems from strategic core petencies built up over time ? Recognises importance of leadership in building top team。 excellent etc ? Below standard performance can be used to generate development needs ? Can provide forum for the identification of new/changing petence requirements ? Can provide forum for setting acquisition of petence time scales ? Provides a clear and agreed framework for performance evaluation and discussion Appraisal Development ? Provides a framework for individual training needs ? No transfer problems as petence can only be demonstrated by on the job behaviours ? Development contributes directly to current performance ? Encourages a broad based approach to development activities ? Ensures line manager mitment to development ? Offers mon language to all participants in the development process ? Offers transparent process to all stakeholders ? Facilitates validation and evaluation of the development process Development Reward ? Promotes flexibility ? Promotes a development focused culture ? Provides opportunities for advancement via skills ? Provides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority ? Can assist in addressing the technical/managerial divide ? Offers a route for the reward of knowledge workers ? Carries high ?face? validity and ?felt fair? perception ? Via core anisational petencies can link reward directly to anisational strategy Reward Integration ? Vertical integration with corporate strategy ? Horizontal the internal integration of the ponents of an HR strategy ? Intragration – the integration of the parts of a ponent of HR strategy reward strategy – base pay, variable pay and benefits all support each other Current HRM Issues amp。 above standard。 may not be able to respond quickly enough to threats Systemic: socially grounded ? Man makes decisions based on social factors not economic。B 2020) Organisational Culture and the Life Cycle of the Firm ? Phase 1 Birth and Early Growth ? Purpose – foster cohesion during growth ? Need for change – economic or succession ? Strategies – natural evolution selfguided evolution Managed evolution managed evolution via outsiders Organisational Culture and the Life Cycle of the Firm ? Phase 2 – Organisational midlife ? Purpose – culture deeply embedded, may develop subcultures ? Strategies – planned change and OD technological seduction scandal, explosion of myths incrementalism Organisational Culture and the Life Cycle of the Firm ? Phase 3 – anisational maturity ? Purpose – source of pride, resistant ? Strategies – coercive persuasion turnaround recognition, destruction, rebirth Culture in anisations: Handy/Harrison: POWER: ZEUS PERSON: DIONYSUS TASK: ATHENA ROLE: APOLLO Communication – Hall Model Arab UK China Germany High context Low context Social trust first Business first Value personal Value expertise relationships amp。 internally through intra。S, diversity, ? Demographic – changes in the human resources available The Nature of Change ? Externally imposed ? Transformational ? Global ? Hostile ? Lar