humanresourcestrategy(編輯修改稿)
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【文章內(nèi)容簡(jiǎn)介】 o frills, nonbureaucratic anisation ? No recipe to decrease flexibility, block learning adaptation ?Tension between control and discretionary freedom. Chris Jarvis 15 HRM Strategy International HRM Strategy ?Global: HRM diversity for different conditions ?single, standard scheme across all countries? ?adaptation acceptance of national differences? ?values, ethics in decisionmaking ?Domestic: ?Common national schemes? ? public sector institutions? ? Common professions/occupations ?personnel system discretion for semiautonomous divisions to take advantage of local circumstances? Chris Jarvis 16 HRM Strategy HRM Services and the Product Life Cycle 163。/volume Implications for ?Recruitment? ?Rewards? ?Training Development? ?Employee Relations? ?Organisational development? Profit Loss Startup Growth Maturity Develop or decline Time Chris Jarvis 17 HRM Strategy Analysis of HR Services ? Deliverables: capacity and capability ? Can we deliver? What do we deliver and how well? ?Efficiency ? How well is the process offered, managed and controlled? ? What are the transformation indicators and service quality ratios? ? cost/unit, cost/recruit, performance/employee, cost/HR intervention? ?Adaptability ? short + long term responses to pressure and change ?Benchmarking ? efficiencies, processes outputs ? investment 163。, technical and human ? quality, systems, research and intelligence Chris Jarvis 18 HRM Strategy Commonsense propositions on quality ? No focus on quality lose market share and reputation. ?Good reputation is easier to lose than regain. ?People trust and bee accustomed to favourites ?They remember the bad. I39。ll never go there again. ?New loyalties with substitute suppliers. ?Complacency breeds neglect. ?It takes a major operational and psychological effort to ? maintain quality vigilance (entropy). ? regain a lost reputation. ?Commonsense either fotten or only realised post hoc Chris Jarvis 19 HRM Strategy What is Quality? ....... a perception of class, excellence, a type of referential standard or (in definition) reflecting needs and expectations of customer. Guru definitions : ?product or service, nature or features reflecting capacity to satisfy express or implied statements of need (Deming) ?conformance to requirements (Crosby) ?fitness for purpose or use (Juran) ?product/service characteristics as offered by design, marketing, manufacture, maintenance and service that meet customer expectations (Feigenbaum) ?Oakland (1995) perceivable, measurable move from mere satisfaction to delight and reputation for excellence. ?Reliability. “Next door swears by her 8year old Zanussi!” Chris Jarvis 20 HRM Strategy Elements of a Quality Policy ? anisation structure for quality: roles, responsibilities ?how client/cus
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