chapter15战略.ppt

人力资源管理与企业战略,AligningHumanResourcesandBusinessStrategy,Distinctivehumanresourcesarefirmscorecompetencies,SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat1humanresourcesHRmanagementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;2HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and3HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.,StrategicHumanResourceManagement,The5-PModel,ORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothem,STRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectives,EXTERNALCHARACTERISTICS,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,INTERNALCHARACTERISTICS,,,,LinkingStrategicBusinessNeedsStrategicHRMActivities,,Pepsi-ColaInternational’sstrategy,BeingNo.1byCreatingValuethroughLeadershipandExcellence.,ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompany,The5-PModel,PCI’sstrategicbusinessobjectives,CommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplans,The5-PModel,HumanResourcesPoliciesExpressedassharedvaluesguidelines,HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandculture,HumanResourcesProgramsArticulatedasHumanResourcesStrategies,HumanResourcesPracticesForleadership,managerial,andoperationalroles,HumanResourcesProcessesFortheulationandimplementationofotheractivities,Expresshowtotreatandvaluepeople,Establishesguidelinesforactiononpeople-relatedbusinessissuesandHRprograms,Coordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissues,Motivatesneededrolebehaviors,Defineshowtheseactivitiesarecarriedout,,,,,,The5-PModel,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,1.HUMANRESOURCESPHILOSOPHY,Thisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.,The5-PModel,AstatementofthecultureatPCI,LEADERSHIPINPEOPLE,WewilldevelopanexcellentorganizationfocusedonbuildingthebusinessbyEmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamworkWithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwithHighintegrityStrongandconsistentvaluesContinuousimprovement,The5-PModelPHILOSOPHY,LEADERSHIPINOURBRANDS,WewillachievebrandsuperioritybyDeliveringthebestproductsinthemarketplaceThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmanner,LEADERSHIPINMARKETING,WewillbuildonourbrandplatsbyCreatingnewbrand,channel,andpackagesegmentsthatbuildthebusinessFasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunities,The5-PModelAstatementofthecultureatPCI,LEADERSHIPINOPERATIONS,WewillbuildexcellenceinourownandbottleroperationsbyBeingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemstoEnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganization,The5-PModelAstatementofthecultureatPCI,2.HUMANRESOURCESPOLICIES,Allofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.,The5-PModel,HRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneed,ValueshighstandardsofpersonalperanceNeedtodevelopcommunicationskillsthatwouldfostersuchperanceinadecentralizedinternationalenvironmentHRpolicyinstantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividualsperance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.,The5-PModelPOLICIES,3.HUMANRESOURCESPROGRAMS,ShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.,The5-PModel,Genericquestionshelptoidentifythefundamentalissuesforprograms,WhatisthenatureofthecorporatecultureIsitsupportiveofthebusinessWilltheorganizationbeabletocopewithfuturechallengesinitscurrentWhatkindofpeopleandhowmanywillberequiredAreperancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerserviceWhatisthelevelofcommitmenttothecompanyArethereanypotentialconstraintssuchasskillshortagesorHRproblems,The5-PModelPROGRAMS,4.HUMANRESOURCESPRACTICES,LEADERSHIPROLES,EstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchange,e.g.FPC,LivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleader,The5-PModel,MANAGERIALROLES,MakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperanceproblemsGivepeopletheinationtheyneedtobesuccessfulGivedevelopmentalperancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriate,OPERATIONALROLES,Contentisfarmorespecificthanfortheotherroles,The5-PModelPRACTICES,5.HUMANRESOURCESPROCESSES,Thisareadealswith“how“alltheotherHRactivitiesareidentified,ulated,andimplemented.,The5-PModel,Strategy-HRfit,Doesitreallymatter,,FITtheeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperancedependsuponthefirmsstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.,Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusive,Strategy-HRfit,,Ifthefactsdontfitthetheory,fixthefacts.,Strategy-HRfit,Thesystemarchitecturelevelconsistsoftheguidingprinciples,Littlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategies,Thepolicyalternativeslevelthedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted,Howfitwithstrategymighttakeonimportance,”Product“leveltheimmediateproducttheHRpracticesaimtoproduce,AstrongneedtotieHRtostrategyexists,Practice-processlevelthebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems,Thisissueofinternalfitwillbeleftforafutureresearch,,,,,Strategy-HRfit,