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1、高顿财经 ACCAACCA 考试P3 商务分析知识辅导 3本文由高顿 ACCA 整理发布，转载请注明出处STRATEGY AND PEOPLEA discussion of the challenges of people when considering business strategyAn organisations resources. will probably contribute to most of the weaknesses and strengths in a SWOT analysis. Many, but not all, resources can be remem
2、bered by using the M words: money, manufacturing, material, marketing, machinery, methods, management information, management, and men and women. Management, men and women can be called the organisations human resources.In the Johnson and Scholes approach to strategy evaluation （suitability, accepta
3、bility and feasibility）， resources relate to the feasibility of a project. If a resource is not available, either that plan will have to be changed or abandoned, or the resource must be found.Many resources are relatively easy to define and come with known, stable properties, such as material of a c
4、ertain quality or machinery with a promised performance. However, human resources can be problematic and increasingly difficult, to obtain successfully and reliably. This is because: Defining desired behaviour and measuring employee performance is often challenging. Defining desired behaviour and me
5、asuring employee performance is often challenging. Employees are complex, dynamic creatures with changing enthusiasm, preferences, skills, motivation, boredom levels and personal problems. Employees are complex, dynamic creatures with changing enthusiasm, preferences, skills, motivation, boredom lev
6、els and personal problems. Employees can choose to leave.高顿财经 ACCA In many countries, population changes mean that there are fewer people available to recruit employees from customary sources. In general, most jobs have higher technical content. Jobs that once made use of relatively stable skill-set
7、s, such as plumbers and electricians, now require constant retraining to stay up-to-date with regulations and other developments. In economies where there has been a move away from manufacturing to service provision, more employees come into direct contact with customers （the people part of the exte
8、nded marketing mix）。 Therefore, if those employees are poor performers they can do instant harm to an organisations reputation. In manufacturing, poor employees can be hidden in factories and the products they make can be inspected before delivery. There are many fewer jobs for life and if people mo
9、ve on regularly, there is a greater recruitment burden. Employment protection legislation can make it a difficult, and costly process to dismiss unsatisfactory employees. It is, therefore, important to get recruitment right and, where necessary, to enable employees to improve their performance to a
10、satisfactory level.STRATEGIC HUMAN RESOURCE MANAGEMENTIdeally, strategic human resource management will form one component of the linear rational planning approach: analysis, choice, implementation. This will probably be the case where a rational plan has significant impact on the human resources ne
11、eded. For example: Element of the rational planPossible impact on human resources Take-over a competitor to gain market share, gain economies of scale and reduce competition. Plan and put into effect redundancies as operations are merged and synergies sought. Encourage teamwork from remaining employ
12、ees.Expand into South America by setting up a manufacturing and distribution company there.高顿财经 ACCARecruiting suitable local employees. Move managers abroad to run the operation. Move a hotel chain up-market （3* to 5*） to escape fierce competition and earn higher margins. Decide what skills are nee
13、ded in a luxury hotel. Recruit suitable staff; evaluate the skills of current staff and provide training. Possibly redeploy current staff into other roles.In practice, the people who are managing human resources are themselves part of the human resource asset base and will be aware of a political di
14、mension: power, promotion and status. Undoubtedly these understandable and probably unavoidable human factors can interfere with the rational approach. Additionally, human resource management is more at risk from bounded rationality。 This is our inability to be completely rational because we cant kn
15、ow everything that we need to know to make rational decisions. At least when you buy a machine you can predict fairly well its life-time cost, performance and maintenance periods, and you can be confident that it wont suddenly move to a competitor. Little of that is true with human resources.The hum
16、an resource planning approach described above is essentially a position-based approach: discover whats happening in the environment, then adjust what the organisation does to suit that environment. However, given the competencies that might be possessed by many employees, it is important not to neglect the resource-based approach.For example employees: could possess valuable knowledge and this is often the difficult-to-discover tacit knowledge will have formed busines
