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1、HumanResourceStrategy TheIdeaofStrategicHRM Nodefinitive robusttheory Noagreementonmeaning factors outcomes howisSHRMlinkedwithorganisationalperformance difficulttoestablishfirmrelationshipsgiveninterveningfactors structure culture widerenvironmentvarioustypologiesofbusinessandassociatedHRstrategies
2、Empiricalstudiestendtouselarge scalequestionnairesurveys Storey case studiesonSHRM Theoretical empiricalgapsbetweenrhetoricandrealexperience downsizingandredundanciesetc StagesinaCorporateStrategyProcess OrganisationMissionandGoals Definethebusiness StrategicAnalysis currentsituation programmesandpe
3、rformance StrategicChoice boundedrationality shapingtheenvironment StrategyImplementation programmes resources responsibilities Rational logicalversusinterpreted political PlanningLevels CEO CorporateLevel CorporateHQ BusinessLevel Aviation Heating Trucks Plastics Consultancy FunctionalLevel Manufac
4、turing Marketing Accounting R D StrategyFormulation Managersanalysethesituation developstrategiestoachievethemission SWOTanalysis planningtoidentifyOrganizationalStrengths manufacturingability marketingskillsWeaknesses highlaborturnover weakfinancials EnvironmentalOpportunities newmarketsThreats eco
5、nomicrecession competitors Long term 5 yrsIntermediate term1 5yrs Corporate businessplansShort term lessthan1yr Functionalplans Rollingcycle amendplansconstantly Corporatestrategydevelopaplanofpolicies allocations programmestomaximiselong runvalue SWOT STEEPLEInternal externalanalysis GrowStabilizeR
6、etrenchReact Panic ConcentrateDiversifyGlobalizeVerticallyIntegrateDown sizeFlexiblefirm StandardCorporatePlanningPicture ManifestationofStrategyandPolicy MaintenanceStandingplans programmeddecisions policies rules andstandardoperatingprocedures SOP generalandspecificguidestoaction Programmearrangem
7、entsandallocations InnovationsNewinitiatives programmesandprojects WhataretheseforHRM SchoolsofStrategy PrescriptiveDesignSchoolStrategy formationasaprocessofconception Planning formalprocess Positioning analyticalprocessandtechniques DescriptiveSchools metaphors Enterpreneurial visionary Cognitive
8、mental Learning emergent adaptation incremental Power aprocessofnegotiationbetweeninterests Cultural collectivevalues beliefsandbehaviours Environmental reactive contingent Configuration processoftransformationfromonestatetoanother managementofchange Source Mintzberg Ahlstrand Lampel 1998 StrategySa
9、fari PrenticeHall MichaelPorter Value AddedChainAnalysis Technologydevelopment Procurement Employeemanagement Firm sinfrastructure Inboundlogistics Operations Outboundlogistics Marketingandsales Aftersalesservice SupportActivities PrimaryActivities SupportActivities MintzbergonStrategy Plan intended
10、 direction guide acourseofaction Pattern realised consistencyinbehaviourovertimee g highend lowrisk patternsevolvedoutofthepast Whatplanhaveweactuallypursuedoverthelast5years PositionLocatingourHRMinaposition uniqueandvaluable involvingasetofactivities Xmarksthespot Perspectivelookinwardsandupwardst
11、oagrandvisionoftheenterprise The theory mind set ofthebusiness Lesseasytochangethanpositione g frombureaucracytoinnovation Ploy specificmanoeuvres Deliberateandemergentstrategies IntendedStrategy DeliberateStrategy RealisedStrategy UnrealisedStrategy Source Mintzberg Ahlstrand Lampel 1998 StrategySa
12、fari PrenticeHall Emergent FormandFormation StrategieshaveaformandtheyareformulatedSowhatistheformofHRMstrategyoforganisationX SteerageandUmbrellasDeliberatebroadoutlineswithdetailsemergingen route Setdirectionbutunknownwaters movequicklyorslowly Focuseseffortunityvsgroup think peripheralvisionDefin
13、estheorganisationashorthandbutslogansmayoverridecomplexity distortrealityProvidesconsistencyProvideorder acognitivestructuretosimplify explain facilitateactionbutcreativitythriveson loose order CEOandHRDirectorasstrategists Conceivethebigidea Leteveryoneelsegetonwiththedetails Butthejobisnotlikethis
14、Mintzbergonmanagerialroles InterpersonalfigureheadleaderInformationProcessingliaisonmonitordisseminatorSpokespersonDecision makinginitiator changerresourceallocatordisturbancehandlernegotiator afterHMintzberg Corporate LevelStrategies Sticktotheknitting focusoncorebusinessDiversificationRelated simi
15、larareas builduponexistingdivisionssynergy corecompetenciesUnrelated portfoliobusinessinnewareasNodeclaredstrategy Corporatefailure Implicitstrategy Avoidresource consumingactivityDisdainforformalplanningbutrelianceonconsistencyofbehaviouratalllevels Nofrills non bureaucraticorganisationNorecipetode
16、creaseflexibility blocklearning adaptationTensionbetweencontrolanddiscretionaryfreedom InternationalHRMStrategy Global HRMdiversityfordifferentconditionssingle standardschemeacrossallcountries adaptation acceptanceofnationaldifferences values ethicsindecision makingDomestic Commonnationalschemes publicsectorinstitutions Commonprofessions occupationspersonnelsystemdiscretionforsemi autonomousdivisionstotakeadvantageoflocalcircumstances HRMServicesandtheProductLifeCycle volume ImplicationsforRecru
