【正文】 ktechnology, 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 amp。 conditions Management philosophy Unions Task technology Laws amp。 above standard。 Debates ? Responding to increased petition ? Managing international operations ? Riding the waves of change ? Managing the changing relationship with the workforce ? Changing legislative and regulatory frameworks ? Best practice versus best fit HRM and Corporate Strategy Strategy ? Diversity of viewpoints ? Two dimensions of agreement ? Degree of planning: deliberate – emergent ? Outes: profit maximisation – range of outes (plural) ? Four key approaches (Whittington) Approaches to Strategy Outes Profit maximising Plural Deliberate Emergent Classical Evolutionary Systemic Processual Processes Classical: Rational Economic Man ? Application of rational analysis ? Separation of planning from implementation ? Commitment to profit maximisation ? Emphasis on the longterm ? Explicit goals cascaded down the anisation Classical and HRM ? HRM matching and downstream ? Tool of implementation ? HR policies and strategies geared to achieving profit maximisation ? Critique – product of its time。ve in today39。 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。 may not be able to respond quickly enough to threats Systemic: socially grounded ? Man makes decisions based on social factors not economic。 fostering creativity and innovation。 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 Models of culture Artifacts Beliefs, values, attitudes Basic assumptions Most superficial manifestations of culture Deepest level of culture Schein, 1985 Organisational Culture Artifacts amp。 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。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 – cu