【正文】 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。 still pursued in some sectors with long time horizons. Evolutionary: Natural Selection ? Emphasis on environmental fit ? Profit maximisation achieved by market petition ? Fit determined by chance 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。 art Visible behaviours audible behaviours Values Basic assumptions: Human nature Human activity Relationships Perceived reality Environment Visible but not often decipherable What “ought to be。 looks na239。 internally through intra。Human Resource Management PART1 Personnel Management to Human Resource Management ? Recognition of the need to take a more strategic approach to the management of people ? Began in the 1980?s in the USA ? UK followed quickly ? Concept is… ?a strategic approach to acquiring, developing, managing and gaining the mitment of the anisations key resource – the people who work for it? Armstrong 1991 Features of HRM ? Management focussed and top management driven ? Line management role key ? Emphasises strategic fit – integration with business strategy ? Commitment oriented ? Two perspectives – ?hard? and ?soft? ? Involves strong cultures and values ? Performance oriented ? Requires adoption of a coherent approach to mutually supporting employment policies and practices ? Employee relations anic rather than pluralistic ? Organising principles are anic and decentralised ? Flexibility and team building important policy goals ? Strong emphasis on quality to customers ? Rewards differentiated by skill, petence or performance Features of HRM Fombrum, Tichy and Devanna Model 1984 Selection Performance Appraisal HRD Reward Warwick Model of HRM Business Strategy Context Inner Context HRM Content HRM Context OUTER CONTEXT Warwick Model – content of the boxes ? Outer context – socioeconomic, technical, politicolegal,petitive ? Inner context – culture, structure, politicoleadership, tasktechnology, business outputs ? Business strategy context – objectives, product market, strategy and tactics ? HRM context role, definition, anisation, HR outputs ? HRM content – HR flows, work systems, reward systems, employee relations The Harvard Model Stakeholder Issues: Workforce characteristics Business strategy conditions Management philosophy Unions Task technology Laws societal values Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows HR Outes: Commitment Congruence Competence Cost effectiveness LT consequences: Individual well being Organisational effectiveness Societal well being Guest Model ? Defines four policy goals of HRM ? Further development of the Harvard model ? Strategic integration –HRM into strategic plans, in line decisions,within HR policies ? High mitment – strong identification with pany ? High quality – including management of people ? Flexibility – functional, adaptable structures, capability to innovate Soft HRM ? Stresses human aspect ? Emphasis on HRD ? Participation ? Motivation ? Commitment ? Leadership ? HUMAN resource management Hard HRM ? People as a resource ? Used dispassionately ? Used in calculating rational manner ? Head count ? Human RESOURCE Management CompetenceBased HRM Definitions: ? The skills, knowledge and experience that an individual brings to their role IDS 1997 ? Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993 ? Underlying traits, motives, 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 anisationa