【正文】 ves, skills, characteristics and knowledge related to superior performance Boyatsis 1982 Uk v. US definitions ? US input oriented – what the individual brings to the job ? UK output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance ? One or both? Levels of Influence ? Strategic ? Functional ? Systems ? Individual Implications at Strategic Level ? The identification of core petencies of the anisation which confer sustained petitive advantage ? Owned by more than one person and grow through use and experience therefore difficult to imitate Implications for the Human Resource Function ? Develop managerial petence ? Strategic selection and staffing ? Develop internal labour market ? Design jobs round capability ? Develop individual petence ? Develop culture to foster innovation ? Build learning anisation ? Develop anisational learning mechanisms Implications for Human Resource Systems ? Vertical integration – link individual petence to the core petence of the anisation ? Horizontal integration – provide a framework for the integration of HR systems ponents ? Vital player in the development of core petencies ? Can be used to develop individual HR systems Recruitment and Selection ? Based on past behaviour as the most valid predictor of future behaviour ? Building the petence framework requires multiple information sources ? Competence specification should cover both technical and personal/interpersonal petencies ? Develop interview questions that elicit examples of past behaviours ? In assessment centres create tasks that require demonstrated petencies ? Use petencies to select test instruments ? Use petencies to evaluate candidate performance Recruitment and Selection Appraisal ? Set oute and performance targets for each petence ? Oute levels and performance targets can be graded if standard performance。 by government, law, international agreements ? Concept of flexibility important Processual – life is messy ? Concept of bounded rationality ? Subjective interpretation of data therefore strategy flawed and inplete ? We take the first best option – sufficing ? Organisations as coalitions – consensus by negotiation ? Minimum adaptation for survival rather than proactive change – spare capacity as buffer ? Strategy a forting ritual Processual and HRM ? HR policies evolving and reactive ? Soft HRM ? OD, best practice and development of internal petencies important ? Critique – lacks vision。 internally through intra。 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 HRM ? Basis for human resource as petitive edge ? HRM valued for generating strategic capability as well as supporting strategy ? Human capital advantage – gained through resourcing and retention ? Human process advantage gained by continuous learning, cooperation and innovation facilitated by bundles of HR strategies Defining Strategic Core Competencies ? INTEGRATED bundle of individual skills ? 515 core petencies the norm ? A messy accumulation of learning including tacit and explicit knowledge – an activity ? Core petence: – delivers a fundamental customer benefit ? is not easily imitated by petitors provides a gateway to new markets ? Contributes to strategy as: as a source of petitive advantage via a longer lifespan that a single product exercised across the range of anisational activities Defining Strategic Core Competencies Role of HR in Managing Core Competencies ? Identifying core petencies – linking them to individuals ? Building core petencies – learning and cross discipline munication Role of HR in Managing Core Competencies ? Utilising core petencies – developing management capability and forms of working that maximise deployment ? Protecting core petencies – retention strategies, protection during major change, identifying owners of core petence COMPARATIVE HUMAN RESOURCE MANAGEMENT Definitions ? ‘ how things are done around here? (Drennan, 1992) ? Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an anisation?s history, and which tend to be manifested in its material arrangements and in the behaviour of its members. (Brown, 1995) Organisational Culture Definitions ? The pattern of beliefs and assumptions shared by the anisations members, these beliefs produce norms that shape the behaviour of individuals and groups ? A set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific anisation meets its problems at a particular point in time Levels of Culture ? Culture can be conceived as: societal or national culture corporate culture homogenous or heterogeneous subcultures ? Turner (1971) defined industrial subculture by: distinctive set of shared meanings use of symbols and rituals socialisations and norms attempts to manipulate culture Aspects of culture ? Artifacts ? Language – jokes, jargon, stories ? Behaviour patterns – rituals, ceremonies,celebrations ? Norms of behaviour ? History ? Ethical codes ? Basic assumptions ? Beliefs, values and attitudes ? Symbols