战略性人力资源管理的意义--悉尼Assignment代写范文

悉尼Assignment代写范文:“人力资源管理的战略意义”，这篇论文主要描述的是人力资源管理战略主要是指通过战略目标作为指导的方式，制定一个统一、长远的管理策略，主要以组织长远的发展利益为出发点，帮助组织建立起长期的竞争优势，有专家认为，人力资源管理战略的独特就在于这是一个长期发展的策略，而不是通过简单的合并和收购竞争对手。

Guo et al. (2011) pointed out, SHRM is a long-term, unified management philosophy guided by strategic objectives, it is an unified management mode taking long-term interests as a guide and taking the formation of long-term competitive advantages of an enterprise a the purpose. It enabled enterprises to create long-term competitive advantages and make this kind of advantages maintain actually. Kepes, Delery and Gupta (2008) put forward, SHRM is through systemic human resource practices and processes to ensure that businesses can acquire, maintain and develop unique human capital for enterprises to win a sustainable competitive advantage. Chadwick and Dabu (2009) believed that strategic human resource systems formed by long-term developed policy and they can not be acquired by competitors through a simple purchase in market.

Kaufman (2012) analyzed, SHRM is a corporate human resource activity mode to promote enterprises to achieve their strategic goals. Before the concept of SHRM has been put forward, although many companies put forward ambitious strategic goals, as SHRM is not included in a strategic scope, it can not provide safeguards for the implementation of objectives, thus corporate strategy eventually became empty slogan (Liang, Marler & Cui, 2012). This reality prompts people to reflect on the relationship between human resource management and corporate strategy, resulting in SHRM ideas and having been put into practice in enterprises, thereby ensuring the strategic objectives implemented (Liang, Marler & Cui, 2012). Marler (2012) believed that implementation of SHRM can not only achieve an effective matching between various functions of human resource management to allow them to serve unified strategic objectives, but also enable human resources management sector to participate in process of formulation and implementation of corporate strategy, so as to create suitable environment for implementation of strategy to play a the role of a strategic partner, so that human resource management and corporate strategy can maintain dynamic coordination (Marler, 2012).

Organizational capability

Wan, Ong and Ko (2012) put forward a basic framework of SHRM. They believed that when the external environment of an enterprise changes, it will affect the organization's internal strategy, organizational structure and human resource management, through mutual coordination and integration between the three, it will enable the organization to adapt quickly to changes in the environment (Wan, Ong and Ko, 2012). Similarly, it needs to spontaneously adjust strategy, organizational structure and human resource management within the organization in order to build a complete SHRM, promoting human resources management to a strategic role (Wan, Ong and Ko, 2012).

Kepes, Delery, and Gupta (2008) analyzed, in accordance with strategic management research framework, corporate strategy is the result of enterprise’s adapting to the external environment, opportunities and threats, as well as making use of the organization's internal strengths and weaknesses. Enterprises should be based on environment and resources to develop appropriate strategic objectives. It should be particularly noted that SHRM requires the development of business strategy based on human resources, therefore, human resources management department must be involved in the overall strategic decisions of business (Marler, 2012). After formulating corporate strategy, enterprises should consider how to achieve strategic objectives. What are the key factors contributing to success and what are key competencies, thus determining the key qualities that staff should have, based on this to develop a company's human resources strategic planning, as well as corporate culture, style of leadership and employment relationship which conform to strategic objectives (Han, 2012; Pajunen, 2006 & Bryson,2005).

Corporate culture

To implement new servitization strategy, an enterprise’s internal management mode, business processes, communication mode and other factors must be significant changed, and most these changes are incompatible with the current corporate culture, or it is boycotted strongly by existing culture (Han, 2012). In this case, the enterprise must rebuild corporate culture to make it compatible with the new strategy. However, corporate culture of each company has its own cultural characteristics, which is the result of organizational memory, once forms, it is not easy to be changed, it has strong inertia. In order to ensure the implementation of a new strategy, companies have to make a determined effort to change the existing corporate culture (Garmendia, 2004). Corporate culture also has an important impact on employees' organizational citizenship behavior. Organ (1988) thinks that OCB individual behavior is discretionary and it is not directly or explicitly recognized by a formal reward system, and that in the aggregate promotes the effective functioning of an organization. Organizational citizenship behavior is conducive to the formation of a positive team atmosphere and creating a more pleasant work environment for people, it can enhance an organization's ability to adapt to environmental change and create an organization’s social capital, thus improving the efficiency of staff’s and the organization's performance. Boxall (2003), Castro, Armario and Ruiz (2004) mention that corporate organizational citizenship behavior can positively influence consumers’ perception of service quality, it can also help companies to diagnose whether their products, service workflow meet the needs of consumers.

SHRM points out that companies should be based on different strategic goals to reshape their corporate cultures, for example, companies which are ready to adopt innovative strategies can create incubator-oriented corporate culture (Han, 2012). Specific measures include the use of rigorous recruitment process to recruit suitable candidates outside an enterprise, the election principles should focus on candidates’ ability, development potential and creativity rather than experience and skills. It should provide each new employee with a fair competitive environment(Han, 2012), designing individually training programs for employees, focusing on making use of potential and creativity of employees, through giving employees enough confidence and fully rights to inspire staff’s enthusiasm and creativity. Performance evaluation on employee should not only pay attention to results of work, it should focus more on the process of completion of tasks (Han, 2012; Garmendia, 2004).

Leadership

Simply put, leadership refers to the capability of leaders of a company or an organization in influencing and teaching other peoples to understand what the enterprise’s or the organization’s activities and objectives are and how to achieve them. Corporate leadership has an important impact on the achievement of enterprises’ strategic objectives, and SHRM has a major impact on an enterprise’s forming an effective leadership, which is specifically reflected in the following three aspects.

Firstly, Bolton et al. (2013) note that an enterprise’s leaders and non-leaders may have advantages in work experience and decision-making ability, knowledge and intelligence, communication and interpersonal skills, influence, talents with these advantages are easier to become qualified business leader, SHRM requires companies to be based on their future development strategies to take reasonable recruitment, selection, evaluation and other measures to help the companies to acquire talents with leaders’ qualities (Carmeli et al., 2012).

Secondly, generally speaking there are different types of leadership, including democratic type, lassez-faire type, autocratic type, etc., different styles of leadership have different advantages and disadvantages, enterprises can choose their right types of leadership according to their stage of development and strategic goals (Carmeli et al., 2012; Ireland and Hitt, 1999). SHRM strategy requires an enterprise to determine the type of corporate leadership according to the requirements of its own strategies, and by reshaping corporate culture and rebuilding internal communication mechanisms, business process reengineering, as well as selecting right team members and other measures to help the enterprise to establish the type of leadership that it requires (Pajunen, 2006).

Finally, changes in corporate strategic objectives, changes in market environment and other factors can lead to challenges for leadership ability and styles of an enterprise’s leaders, SHRM requires enterprises to be based on the needs of their strategies to establish complete leadership training mechanisms, establish leadership education system within the organization and bring leadership education into the performance appraisal of team leaders, thus effectively improving the leadership of business leaders to improve the styles of leadership, which is more conducive to achieving corporate strategic goals (Ireland and Hitt, 1999; Pajunen, 2006).

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