英文文章副本.docx

1、英文文章副本Can strategic human resource management enable gross national happiness?Deborah BlackmanFaculty of Business and Government, ANZOG Institute for Governance, University of Canberra, Bruce, AustraliaJanine OFlynnCrawford School of Economics and Government, The Australian National University, Canb

2、erra, Australia, and D.P. Mishra Royal Institute of Management, Thimphu, BhutanAbstractPurpose This is a theoretical paper, which aims to consider the role of strategic human resource management (SHRM) in the development of “gross national happiness” (GNH) in Bhutan.Design/methodology/approach The p

3、aper initially examines the question of what is strategic capacity building and its importance for developing nations. It then considers the story of Bhutan where the idea of GNH forms the development philosophy and approach to attaining the long-term visions and goals for the country. Different mod

4、els and structures for SHRM in Bhutan are discussed in order to determine whether it can be applied to a nation effectively and, if so, whether it will enable the attainment of GNH and the performance desired by the government.Findings A link between SHRM and the achievement of Bhutans 2020 vision i

5、s identified as, if Bhutan is to achieve its national capacity, it must identify the capabilities that it needs and then the strategies to support such developments. All four of Ulrichs HRM types will be required and this will need careful management, as there is a tendency to move towards one or ot

6、her within an organization. Bhutan is going through a period of extensive change and the values will be changing. What is recognized here is that not only must the SHRM develop appropriate people management strategies, it must also acknowledge its crucial role in the recognition and maintenance of a

7、ppropriate value sets.Research limitations/implications The proposed framework is currently limited to a theoretical application for Bhutan because, it is argued, that an appropriate model of SHRM will support the desired attainments, but that to do so the specific values of Bhutan will need to be i

8、dentified and integrated into policy development.Practical implications The role of SHRM in supporting or driving change is considered and a potential framework for SHRMinBhutan is proposed. There is potential to apply these ideasmorewidely.Originality/value This paper identifies a role for SHRM in

9、the attainment of GNH for Bhutan, which is important in helping Bhutan to achieve its national capability.Keywords Quality of life, Human resource management, Human resource strategies, BhutanPaper type Research paperStrategic capacity building and developing nationsThere has been discussion globall

10、y about capacity building because it encompasses: . . . the countrys human, scientific, technological, organizational, institutional and resource capabilities. A fundamental goal of capacity building is to enhance the ability to evaluate and address the crucial questions related to policy choices an

11、d modes of implementation among development options, based on an understanding of environment potentials and limits of needs perceived by the people of the country concerned (UNCED, 1992). It should be stressed that capacity building is more than just training individuals in more skills or even rais

12、ing the levels of education within a nation. These ideas may help, but they will not be sufficient. In creating an enabling environment it must be supported by the appropriate policy, legal, and organizing frameworks; which will enable the long-term recognition, development, and utilization of appos

13、ite capabilities. Capabilities are the skills necessary for a nation or an organization to coordinate resources effectively to achieve specific purposes (Analoui, 2007). It is argued that for a nation to be able to recognize and exploit such capabilities, there will need to be systematic development

14、 in a range of areas: HR, organizational, and institutional. All of these three will affect, and be affected by, the models of SHRM present within the systems.Miller, Eisenstat and Foote argue that, to be able to create capabilities, an entity needs to be able to discover their asymmetries and creat

15、e new capability configurations:，asymmetries are:. . . skills, knowledge, processes, relationships, proper ties, or outputs that its motivated competitors are unlikely to acquire . . . these do not currently produce any economic advantages but have potential to be transformed into valuable resources

16、 or capabilities (Miller et al. Qtd. in de Wit and Meyer, 2005, p. 337).Moreover, Pablo et al. (2007) contend that an organizations strategy can be achieved by recognizing the dynamic capabilities that will be needed and managing to enhance and support them. On the surface, these claims may not seem

17、 to be apposite to a nation but, although it does not necessarily wish to achieve a competitive advantage, a nation does wish to develop a sustainable economy and for this it may need to either become competitive against other nations, or develop on-going strategic alliances. Such alliances will nee

18、d an awareness of asymmetries and dynamic capabilities, as these will enable a nation to determine; first, what strengths it needs to acquire from its partnering countries and, second, what it has to offer others. The procedure with an asymmetry is to consider what sets one country apart from anothe

19、r in its most fundamental terms, as it is from these that distinctive capabilities can be developed. Capability configurations are “systems of reinforcing elements incorporating core capabilities and the organisational design infrastructures in which they are embedded and that renew, adapt, and supp

20、ort these capabilities” (Miller et al. Qtd. in de Wit and Meyer, 2005, p. 337; see also Pablo et al., 2007). Asymmetries will be developed into capabilities by specifically developing structures and designs which maximise the “virtuous cycle” of enhancement, by which is meant that chains of influenc

21、e will develop when one asymmetry-based capability has a good outcome which promotes another new capability to emerge. In terms of SHRM as a supporting structure for such developments, it can be seen that where effective HR development leads to greater levels of shared knowledge, this will enable in

22、novation which will lead to greater sustainability. In this case, the procedure will be to recognize that the asymmetry may be that the education processes are developing nationals skilled in a particular area and this can then be exploited; for example, the case of technological advances and educat

23、ion in Bangalore, India, which has led to major developments in the information systems infrastructure and products in this area for a global market. For this paper, the question is what asymmetries, capacity, and capabilities can Bhutan be seen to have as the source for a sustainable future, and wh

24、ether is it possible for the country to manage capability development in a proactive way.Bhutan: its vision, GNH, and SHRM In 1999, Bhutan released “A Vision for Peace, Prosperity and Happiness” (Bhutan Planning Commission, 1999). In this, the overarching goal for Bhutan is identified as “the need t

25、o ensure the future independence, sovereignty and security of our nation state” (Bhutan Planning Commission, 1999, part 2, p. 7). To achieve this, the guiding principles are seen to be: identity, unity and harmony, stability, self-reliance, sustainability, and flexibility. To support all of these, a

26、 central development concept is outlined: the maximisation of GNH. We posit that the ideas that underpin GNH, and lead to its adoption, are a recognition of the asymmetries of Bhutan and that it acknowledges the unusual way that Bhutan has developed and emerged from their specific set of values, bel

27、iefs, and potential capabilities.The discussion of GNH emerged as a result of the claim by the Bhutanese king that“Gross National Happiness is more important that Gross National Product” (Thinley, 1998) and that this should become the Bhutanese national vision. This distinctive national aspiration m

28、arks a major difference in approach to development in Bhutan as it is argued that GNH will drive the economy, not the other way around.That happiness is an element of all economies is not in question; for example, Frey and Stutzer (2002, p. 171) argue that “The extent to which people are happy or un

29、happy is an essential quality of the economy or society. The state of the economy strongly affects peoples happiness”. Graham (2005) reflects that there is a history of happiness in economics that was lost in more recent times; that originally utility had a wider ranging scope, which recognized intr

30、insic reward as well as economic gain. However, those who discuss the economics of happiness argue that happiness will not replace income-based measures of welfare, but instead should complement them with broader measures of well-being (Frey and Stutzer, 2002; Graham, 2005).Bhutan rejects this, argu

31、ing that the mentality of the people will be affected by a much wider range of issues than merely the economy; the economy will become an indicator of GNH, not the other way around (DIT, 2008). This has interesting parallels with some of the aspects of SHRM, where the levels of elements such as job

32、satisfaction (Yoon and Thye, 2002; Loveman, 1998) and affective commitment (Allen and Meyer, 1990) are considered to be indicators of the ability of the organization to influence and improve performance. The argument is that a series of variables will enable an organization to increase its capacity

33、and value, but only when the worker attitudes and behaviors are affected in an appropriate way (Hailey et al., 2005). The question is, which HR practices will impact upon the organization in an appropriate way so as to preserve currently appropriate asymmetries or develop new ones. In this paper, we argue that such a que