StrategicHumanResourceManagement.docx

StrategicHumanResourceManagement.docx

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StrategicHumanResourceManagement

Introduction

Strategichumanresourcemanagementisaseriesofplannedandthestrategicsignificancethehumanresourcesarrangementandmanagementbehavior.（Wright&Mcmanhan,1992）

Thisreportinvolvesfourmainaspects:

first,explainingtheresourcebaseviewmodelofstrategichumanresourcemanagementandanalyzingitsusefulness;second,explaintheactivitiesinvolvedinHRplanning;third,assessingthepracticesavailabletoUKemployerstoimproveemployeeengagement;forth,evaluatingthepracticesofemployeeinvolvementandparticipationthatUKemployershaveadopted.

Strategichumanresourcemanagementmodel

Threetheoreticalmodelstostrategichumanresourcemanagementareincluded.First,‘bestpractice’modelindicatesthatmanagehumanresourcestoimprovebusinessperformanceandalignemploymentpoliciesandbusinessstrategypracticetoachievecompany’sgoals.Second,‘fitorcontingency’modeldefinesthatdifferentbusinessstrategiesneeddifferentHRstrategies.Third,‘resourcebaseview’statesthatsubstantialcompetitiveabilitycanbetoachievegoalsbyusingcoreresourceandcompetenceoffirm.Thefollowingwillfocuson‘resourcebaseview’model.

Theresourcebaseview（RBV）indicatesthatthecoreresourceandcompetenceofthefirmcanhavesubstantialcompetitiveabilityandenduringadvantagestosucceedinthemarket（Hamel&Prahalad,1994）.Iftheorganizationhasavaluable,inimitable,non-substitutableandrarityresourcesandcompetences,theorganizationwillbeabletobuildthecorecompetitivenesstoachieveoptimaloperationalperformance,andgainapersistentcompetitiveadvantage（Torrington,Hall,Taylor&Atkinson,2008）.Actually,theenterpriseiscollectionofvariousresources.Duetoavarietyofreasons,theenterprisehasthesameheterogeneityresourcesthatdeterminethedifferencesinthecompetitivenessofenterprises.RBVcanmakefirmsdifferentfromoneanotherandinturnallowafirmtodeliverproductsandservicesinthemarket（Hamel&Prahalad,1994）.Ontheotherhand,thedevelopmentofhumancapitalcanpromotesustainedcompetitiveadvantage（Hamel&Prahalad,1994）.Humanresourcecanprovidecompetitiveadvantageforthebusiness,aslongastheyareuniqueandcompetingorganizationcannotcopyorsubstituteforthem.

Knowledgeresourcesbecomethemainsourceofcompetitiveadvantage（Barney.1991）.Itenablesenterprisestobeabletolearnfasterthanyourcompetitorsanddevelopmentcapacity.Developmentofknowledgemakesothercompaniesisdifficulttoimitateresources.Grant（1996）pointedoutthatknowledgeistheenterprisehasthemostcriticalcompetitiveasset.Inthisview,thebusinessorganizationandthemarketadvantageisitsabilitytohavemoretocreateandmaintainknowledge.Leonard-Barton,（1992a）,theenterprise'sknowledgeresourcesarehumancapital,organizationalcapitalandphysicalcapitalareinterdependentwhipinteractionsystem,whichistheabilitytogeneraterainstaffskills,managementsystemsandmanagementprocessesofknowledge-based,complexlinkagesoforganizationalvaluesandnormsaswellasphysicalcapitalandmaterialsystems.Majorroleinstrategichumanresourcemanagementenoughtoenhancetheenterprises,includinghumancapital,intellectualcapital,intellectualcapitalaccumulationandtheformationofabasictaskisthestrategichumanresourcesmanagement,integrationandreconstructionofenterprisesintellectualcapitaland,ultimately,enterprisesasustainablecompetitiveadvantage.

AmitandSchoe-maker（1993）,theorganizationalcapacityoforganizationstoconfiguretheirresourcesskills,tocombineresourcesthroughorganizationalprocedures,whichthesecapabilitiesarethebackboneofinformationandformationoftheinvisiblecomplexinteraction,inordertoachievetheorganizationisexpectedtogoals.Theabilitytoparticipateintheorganizationprocessistheprocesswiththeemployeesjoiningandleavingconstantlysustained,andultimatelytheenterpriseacompetitiveadvantage（Barney,2001）.Infact,theabilityofenterprisesandconstitutetheabilityofemployees'skillsareinseparable,wemustdeterminethepersonnelinvolvedintheprocessofthisorganization,inordertogainadeepercomprehensionoftheseofficersmusthavetheappropriateindividualsandgroupsskills,andtheir（individualandgroups）behaviormustbeconducivetotheimplementationofthisprocess.Dynamicabilitytoproducenotonlyrequirescompaniestohaveastrongresourcebase,andrequirescompaniestobeabletoconfiguretheexistingresources,tocreatenewresourcesandnewknowledge.Thefundamentalroleofhumanresourcemanagementsystemisthehumanresourcesandknowledgeresourcesembeddedinoneoftheconfiguration,thissenseandhumanresourcesmanagementsystemfullyreflectstheabilityoft