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StrategicHumanResourceManagement.docx

1、StrategicHumanResourceManagementIntroductionStrategic human resource management is a series of planned and the strategic significance the human resources arrangement and management behavior. (Wright &Mcmanhan, 1992)This report involves four main aspects: first, explaining the resource base view mode

2、l of strategic human resource management and analyzing its usefulness; second, explain the activities involved in HR planning; third, assessing the practices available to UK employers to improve employee engagement; forth, evaluating the practices of employee involvement and participation that UK em

3、ployers have adopted. Strategic human resource management modelThree theoretical models to strategic human resource management are included. First, best practice model indicates that manage human resources to improve business performance and align employment policies and business strategy practice t

4、o achieve companys goals. Second, fit or contingency model defines that different business strategies need different HR strategies. Third, resource base view states that substantial competitive ability can be to achieve goals by using core resource and competence of firm. The following will focus on

5、 resource base view model.The resource base view (RBV) indicates that the core resource and competence of the firm can have substantial competitive ability and enduring advantages to succeed in the market (Hamel & Prahalad, 1994). If the organization has a valuable, inimitable, non-substitutable and

6、 rarity resources and competences, the organization will be able to build the core competitiveness to achieve optimal operational performance, and gain a persistent competitive advantage(Torrington, Hall, Taylor & Atkinson, 2008). Actually, the enterprise is collection of various resources. Due to a

7、 variety of reasons, the enterprise has the same heterogeneity resources that determine the differences in the competitiveness of enterprises. RBV can make firms different from one another and in turn allow a firm to deliver products and services in the market (Hamel & Prahalad, 1994). On the other

8、hand, the development of human capital can promote sustained competitive advantage (Hamel & Prahalad, 1994). Human resource can provide competitive advantage for the business, as long as they are unique and competing organization cannot copy or substitute for them.Knowledge resources become the main

9、 source of competitive advantage (Barney. 1991). It enables enterprises to be able to learn faster than your competitors and development capacity. Development of knowledge makes other companies is difficult to imitate resources. Grant (1996) pointed out that knowledge is the enterprise has the most

10、critical competitive asset. In this view, the business organization and the market advantage is its ability to have more to create and maintain knowledge. Leonard-Barton, (1992a), the enterprises knowledge resources are human capital, organizational capital and physical capital are interdependent wh

11、ip interaction system, which is the ability to generate rain staff skills, management systems and management processes of knowledge-based, complex linkages of organizational values and norms as well as physical capital and material systems. Major role in strategic human resource management enough to

12、 enhance the enterprises, including human capital, intellectual capital, intellectual capital accumulation and the formation of a basic task is the strategic human resources management, integration and reconstruction of enterprises intellectual capital and, ultimately, enterprises a sustainable comp

13、etitive advantage.Amit and Schoe-maker (1993), the organizational capacity of organizations to configure their resources skills, to combine resources through organizational procedures, which these capabilities are the backbone of information and formation of the invisible complex interaction, in ord

14、er to achieve the organization is expected to goals. The ability to participate in the organization process is the process with the employees joining and leaving constantly sustained, and ultimately the enterprise a competitive advantage (Barney, 2001). In fact, the ability of enterprises and consti

15、tute the ability of employees skills are inseparable, we must determine the personnel involved in the process of this organization, in order to gain a deeper comprehension of these officers must have the appropriate individuals and groups skills, and their (individual and groups) behavior must be co

16、nducive to the implementation of this process. Dynamic ability to produce not only requires companies to have a strong resource base, and requires companies to be able to configure the existing resources, to create new resources and new knowledge. The fundamental role of human resource management system is the human resources and knowledge resources embedded in one of the configuration, this sense and human resources management system fully reflects the ability of t

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