文档介绍：Human
Resource
Strategy
The Idea of Strategic HRM
No definitive, robust theory.
No agreement on meaning, factors,ing procedures SOP .
general and specific guides to action.
Programme arrangements and allocations.
Innovations
New initiatives, programmes and projects
What are these for HRM
Schools of Strategy
Prescriptive
Design School
Strategy formation as a process of conception
Planning formal process
Positioning analytical process and techniques
Descriptive Schools metaphors
Enterpreneurial visionary
Cognitive mental
Learning emergent, adaptation, incremental
Power a process of negotiation between interests
Cultural collective values, beliefs and behaviours
Environmental reactive, contingent
Configuration process of transformation from one state to another - management of change
Source: Mintzberg, Ahlstrand, Lampel, 1998, Strategy Safari, Prentice Hall
Michael Porter -- Value-Added Chain Analysis
Technology development
Procurement
Employee management
Firm’s infrastructure
Inbound
logistics
Operations
Outbound
logistics
Marketing
and sales
After
sales
service
Support
Activities
Primary
Activities
Support
Activities
Mintzberg on Strategy
Plan intended
direction, guide, a course of action.
Pattern realised
consistency in behaviour over time . high end, low risk, patterns evolved out of the past. What plan have we actually pursued over the last 5 years
Position
Locating our HRM in a position, unique and valuable, involving a set of activities, X marks the spot.
Perspective
look inwards and upwards to a grand vision of the enterprise. The “theory” mind-set of the business. Less easy to change than position . from bureaucracy to innovation.
Ploy specific manoeuvres
Deliberate and emergent strategies
Intended
Strategy
Deliberate
Strategy
Realised
Strategy
Unrealised
Strategy
Source: Mintzberg, Ahlstrand, Lampel, 1998, Strategy Safari, Prentice Hall
Emergent
Form and Formation
S