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 sy

17、stem 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 the enterprise organization.The resource-based theory that the combinations of each organization are unique resources and capabilit

18、ies, combined with the body has become a business competitive strategy is based on. The main content of the corporate strategic management is how to maximize the nurture and develop a unique business strategy resources and unique ability to optimize the configuration of this strategic resource, name

19、ly, core competencies (Barney, 2001). The formation of core competence accumulation strategy requires companies to continue to develop a variety of resources required, enterprises need to constantly learning beyond and innovation, Human Resource Management System plays a very important role.Human re

20、source planningAccording to its internal and external changes in the environment, Enterprises predict the future development of human resources needs starting from strategic planning and development goals, predict the future development of human resources needs, and to provide human resources activi

21、ties in the process. On the one hand, it analyzes the current manpower situation to understand the dynamics of personnel and predicts the future manpower needs. On the other hand, it promotes the rational use of human resources and human resource planning to improve the imbalance of manpower allocat

22、ion, in order to seek the rationalization of human resources and meet the development needs of the organization.ANALYSING THE ENVIRONMENTHuman resources plan to fully consider the internal and external changes in the environment to adapt to the needs, really do target services for enterprise develop

23、ment. Internal change refers to changes in the sales, development changes, or changes in the enterprise development strategies, as well as employees of the flow change; external change refers to changes in the society of the consumer market, the government human resource policy changes, personnel ch

24、anges in the market and so on. In order to better adapt to these changes in the human resources plan should be possible scenarios to make changes in the forecasting and risk, it is best to have the face of risk coping strategies.First，it is investigating the business and human resources-related info

25、rmation, such as: setting the status of the corporate organizational structure, the positions set and necessity, the companys existing staff, work quotas and labor load, the companys future development goals and tasks plan, factors of production may be changes. Second, it needs to pay special attent

26、ion to the analysis of survey of human resources within the organization. This section usually includes: the basic conditions of the existing staff, the knowledge and experience of the staff, the ability and potential of employees for development, general interest and hobbies of employees, personal

27、goals and development needs of employees, employee performance and results, recent years the flow of human resources, corporate human resource structure and the existing human resources policies. In addition, for the business external human resources survey, such as the results of the labor market,

28、the market supply and the status quo, education and training policy and education, labor, choosing psychology of the external labor market factors and influencing factors are required for in-depth investigations and studies. This information are HR planning of human resources base. (Torrington, Hall

29、, Taylor & Atkinson, 2011).FORECASTING FUTURE HUMAN RESOURCE NEEDSHuman resource planning is not only a business-oriented program, but also is a plan for employees. Business development and staff development rely on each other to mutually reinforce relationship. Only consider the development of ente

30、rprises while ignoring the development of staff will be detrimental to the achievement of the goals of enterprise development. Excellence in human resource planning must be to enable employees to achieve long-term interests of the plan, must be able to make the common development of enterprises and

31、employees plan. Thus it is necessary to forecasting future human resource needs. There are containing objective method and subjective method.Objective methodObjective method consists of statistical and work-study approaches. Statistical model relate employee number demand to organizational circumsta

32、nces and activities (Torrington, Hall, Taylor & Atkinson, 2011). Through assuming, the future demand will be calculated. If the environment is not stable, this method is not reliable. The work-study method is based on a thorough analysis of the tasks to be done, and the time each takes (Torrington,

33、Hall, Taylor & Atkinson, 2011). The employees demand per unit of output can be calculated, thus the numbers of employees demand will develop following standard.Subjective methodTorrington et al (2011) indicates that the most common subjective method of demand forecasting is managerial judgment, judgments of other operational and technical sta