Đang tải... (xem toàn văn)
Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission
i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: Kogan Page Limited 120 Pentonville Road London N1 9JN United Kingdom www.koganpage.com Kogan Page US 525 South 4th Street, #241 Philadelphia PA 19147 USA © Michael Armstrong, 1992, 2000, 2006, 2008 The right of Michael Armstrong to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 ISBN 978 7494 5375 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Armstrong, Michael, 1928– Strategic human resource management : a guide to action / Michael Armstrong 4th ed p cm Includes bibliographical references and index ISBN 978-0-7494-5375-6 Personnel management I Title HF5549.A89784 2008 658.3⬘01 dc22 2008017601 Typeset by Saxon Graphics Ltd, Derby Printed and bound in India by Replika Press Pvt Ltd v Contents Introduction PART THE CONCEPTUAL FRAMEWORK OF STRATEGIC HRM The concept of human resource management HRM defined 5; Human resource systems 8; Aims of HRM 9; Characteristics of HRM 12; Reservations about HRM 17 The concept of strategy Strategy defined 22; The concept of strategy 23; The formulation of strategy 28 21 The concept of strategic human resource management Strategic HRM defined 33; Basis of strategic HRM 34; Principles of strategic HRM 35; Aims of strategic HRM 35; Concepts of strategic HRM 37; Perspectives on strategic HRM 39; The best-practice approach 40; The best-fit approach 42; Bundling 46; The reality of strategic HRM 48; Practical implications of strategic HRM theory 49 33 vi l Contents PART THE PRACTICE OF STRATEGIC HRM HR strategies What are HR strategies? 53; What is the purpose of HR strategies? 54; Overall HR strategies 54; Specific HR strategies 59; Criteria for an effective HR strategy 61; How should HR strategies be developed? 62; Developing HR strategies 66; Implementing HR strategies 70 53 The strategic role of HR The strategic nature of HR 72; The strategic partner model 73; What being strategic means 75; The strategic role of HR directors 76; The strategic role of heads of HR functions 77; The strategic role of HR business partners 78; The strategic contribution of HR advisers or assistants 78 72 The impact of strategic HRM How HR impacts on organizational performance 79; How strategic HRM concepts impact on practice 85 79 Strategic HRM in action Formulating HR strategy 86; The content of HR strategies 96; Corporate issues 98; Achieving integration 101; What are the most characteristic features of strategic HRM in action? 104 86 PART HR STRATEGIES Human capital management strategy 107 Aims of human capital management 108; The link between HCM and business strategy 108; Developing a human capital management strategy 109; Conclusions: the role of human capital management strategy 114 High-performance strategy High-performance work system defined 116; Characteristics of a high-performance work system 116; Components of an HPWS 117; Impact of high-performance work systems 117; Developing a high-performance strategy 121 10 Corporate social responsibility strategy Strategic CSR defined 127; CSR activities 127; The rationale for CSR 128; Developing a CSR strategy 130 115 126 Contents l vii 11 Organization development strategy 132 Organization development defined 132; OD strategies 133; Assumptions and values of OD 133; Activities incorporated in the OD strategy 134; Strategies for organizational transformation 136 12 Employee engagement strategy Engagement and organizational commitment 140; The significance of engagement 141; Engagement and discretionary behaviour 142; What is an engaged employee? 142; What are the factors that influence engagement? 143; Strategies for enhancing engagement 145; Measuring engagement 148 140 13 Knowledge management strategy The process of knowledge management 149; Sources and types of knowledge 150; Approaches to the development of knowledge management strategies 151; Strategic knowledge management issues 151; Components of a knowledge management strategy 153 149 14 Employee resourcing strategy The objective of employee resourcing strategy 154; The strategic HRM approach to resourcing 155; Integrating business and resourcing strategies 155; Bundling resourcing strategies and activities 156; The components of employee resourcing strategy 156; Human resource planning 157; Employee value proposition 160; Resourcing plans 161; Retention strategy 163; Flexibility strategy 167 154 15 Talent management strategy Talent management defined 168; The process of talent management 170; Developing a talent management strategy 173 168 16 Learning and development strategy Strategic human resource development (SHRD) 175; Strategies for creating a learning culture 178; Organizational learning strategies 178; Learning organization strategy 180; Individual learning strategies 181 175 17 Reward strategy Reward strategy defined 183; Why have a reward strategy? 183; Characteristics of reward strategies 184; The structure of reward strategy 184; The content of reward strategy 185; Guiding principles 188; Developing reward strategy 189; Effective reward strategies 191; Reward strategy and line management capability 192 183 viii l Contents 18 Employee relations strategy 193 Employee relations strategy defined 193; Concerns of employee relations strategy 194; Strategic directions 194; The background to employee relations strategies 195; The HRM approach to employee relations 195; Policy options 197; Formulating employee relations strategies 197; Partnership agreements 198; Employee voice strategies 200 PART THE STRATEGIC HR TOOLKIT Strategic human resource management toolkit 205 References 226 Subject index Author index 241 246 Introduction Strategic human resource management (SHRM) is an approach to the development and implementation of HR strategies that are integrated with business strategies and enable the organization to achieve its goals In essence, strategic HRM is conceptual; it is a general notion of how integration or ‘fit’ between HR and business strategies is achieved, the benefits of taking a longer-term view of where HR should be going and how to get there, and how coherent and mutually supporting HR strategies should be developed and implemented Importantly, it is also about how members of the HR function should adopt a strategic approach on a day-to-day basis This means that they operate as part of the management team, ensure that HR activities support the achievement of business strategies on a continuous basis and are consciously concerned with seeing that their activities add value To understand strategic HRM it is first necessary to appreciate the concepts of human resource management and strategy as covered in Chapters and respectively in Part (the framework of strategic HR) The concept of strategic human resource management (strategic HRM) is then examined in detail in Chapter Part of the book is concerned with the roles of management and HR in strategic HRM and with the processes of developing and implementing HR strategies Part covers each of the main areas of HR in which strategies are developed The book concludes with a toolkit providing guidance on developing HR strategy through a strategic review ... 21 The concept of strategic human resource management Strategic HRM defined 33; Basis of strategic HRM 34; Principles of strategic HRM 35; Aims of strategic HRM 35; Concepts of strategic HRM 37;...i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT. .. strategies 200 PART THE STRATEGIC HR TOOLKIT Strategic human resource management toolkit 205 References 226 Subject index Author index 241 246 Introduction Strategic human resource management (SHRM)