【正文】 cific) extensive pay amp。 empowered ? customized ? aptitude (able to learn) ? promote from within ? continuous onthejob ? firmspecific ? focus on strategic contribution ? developmental ? external equity (high wages) ? pay for knowledge, experience, seniority ? ownership and perks COMMITMENTBASED HRM SYSTEM High Value Low Value Unique Generic Idiosyncratic Ancillary Compulsory Human Capital Architecture Core Core Human Capital Employment Mode: knowledge work Employment Relationship: anizationfocused Rewards Appraisal Development Staffing Job Design ? clearly defined ? moderately empowered ? external recruitment ? achievement ? limited to firmspecific ? shortterm focus ? developmental ? focus on performance ? external equity (market rate) ? pay for performance High Value Low Value Unique Generic Core Idiosyncratic Ancillary Human Capital Architecture H man Capital rchitecture Compulsory PRODUCTIVTYBASED HRM SYSTEM Employment Mode: traditional job Employment Relationship: job focused Compulsory Human Capital Rewards Appraisal Development Staffing Job Design ? welldefined ? limited scope ? outsourced (perhaps) ? contract for a specific task ? limited to rules amp。Dcontinuous Spotential Spromote w/in PAdevelop Jobdynamic Jobstandardized $hourly KEY Job design Staffing Training Appraisal Compensation Low VALUE high Low UNIQUE high Plotting HR Practices STUDY: 152 multiproduct firms 200 employees CEO, VPHR, line execs Lepak amp。DOJT Tamp。Dexternal $internal equity Simmediate perform $group Jobnarrow/simple $shortterm PAquality Jobcustomized $bonus $performance $industry experience Sstrategy contribute $salary Jobrotation Ssolve problems Sbest Jobsecurity $high Jobempower PAstrategy contribute Tamp。Dshortterm Tamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 DRamp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 DRamp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 DRamp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 DRamp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。D Partners Core Knowledge Low VALUE high Low UNIQUE high BIOTECH, INC: Mapping Human Capital KEY Finance HR TMT MIS Mfg/Operations Market/Sales Ramp。D Rapids Fin Customer Service Mfg Ramp。D/Mfg. bioconjugation antibody purification PCR amplification DNA hybridization TQM mercialization TECHNOLOGIES immunoassays ELISA (serum/blood) rapid diagnostics DNA based detection RELATIONSHIPS CRCDT, CDC . Army World Health Org. universities distribution work employee (science/mkt) C2 = “Rapid Learning” PEOPLE SYSTEMS Core Competence K n o w l e d g en o l e d g eTechnolo giesTechnolo giesPro cessesPro cessesRela tionsh ipsRela tionsh ipsB enef i t sV A LU E = C ost sU N I Q U E = ( soci al pl exi t y + causal am bi gu i t y)LEARNING = (experience x challenge) How does human capital contribute to the core petence? ? Value ? Unique Resources need to be: Benefits VALUE = Costs Drives innovation Responds to customer demands Provides excellent customer service Achieves highest quality Instrumental in process improveme