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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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and knowledge of the latest technologies. The structuring of functions
conferred on employees is designed to provide the greatest ingenuity,
commitment and autonomy which play an important role to motivate the
creative, competent staff. The problem associated with maximizing the
staff contribution to work is achieved by building a clear link between
results and rewards. An important form of remuneration is ongoing staff
development, its involvement into production management and even
self-government and self-control as higher forms of trust from the leadership of the organization.
In 1995 some empirical tests which aimed at validation and «vitality» of the technology of employed strategies were carried out among
British companies. As a result it was found that most organizations followed promotion and engagement strategies and much less – investment
strategy. This finding suggests the hypothesis that these two strategies
can be based on the two poles of institutional control: on the one hand,
precise and strict, designed to maintain the working process (what is the
nature of promotion strategy) and on the other – relatively weak, resultoriented (that is typical for engagement strategy) [22, p. 50–52].
Of course, the specific form of an effective strategy depends on the
economic development of the society, its culture, as well as the kind
of business and the size of the organization. It seems that with the lapse
of time engagement strategy will become more common, as creative
work of highly qualified staff who identify themselves with work and the
company will be required more.
2.3. THE MAIN COMPONENTS OF HUMAN RESOURCES
Let’s first consider the elements of human resources management
strategy. The basic elements of human resource management strategy
are:
1. Corporate objective. It is determined on the basis of the organi-
zation’s mission, its capabilities, internal and external environment
of the company.
2. Planning system of organization. It depends on the type of
organization, the time necessary to make a product or to deliver
a service, the size of organization and the company planning systems
adopted in the country.
MANAGEMENT STRATEGY
91
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3. The relationship between top management personnel. It means
the nature of subordination, the degree of formalization of relations between the leaders, the presence or absence of the management team,
where relations between managers are based on the principles of leadership, that is, instead of relations “Boss – Task Worker”, there are relations of leaders and followers. For human resource management an important role plays the level of human resource manager of the company:
whether he is in the committee of directors, whether he is a vice
president or reduced to a personnel manager (even if it is called
the Department of HR Management).
4. The organizational structure of human resources management.
This structure may provide the minimum number of hierarchical links
(as in Japan), or their number exceeds 11–12 hierarchical levels of
(as in U.S. companies).
5. Measure of efficiency of human resources management system.
Today in most organizations of the world a measure of efficiency
of human resources management system is very subjective, as the activities of the director and the staff of human resources does not give immediate results, it is remote in time. This leads to the fact that managing
staff strives above all to have good relations with the first head,
not showing too much initiative, because it is the first leader to judge the
quality of human resources management.
6. Restrictions on the operation of the system (financial, of time,
material, of age, social). Not only in Russia but also in most foreign
countries the financing of human resources management is carried out
if not as a residual, then at minimum standards. In many organizations
in Russia a lot of people of retirement age are working in personnel
departments, and their social status is insufficient to address the critical
issues of strategic human resource management.
7. Availability, completeness and validity of used information.
In many organizations where the head of human resources management
is not a part of the senior management of organization, the important
information about the strategic plans of the organization is communicated to the manager of human resources too late or not fully. Lack
of the information on strategic plans of the organization does not allow
to take all necessary measures in the field of personnel policy, which
leads to delayed decisions in human resource management strategy.
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8. Education of the manager. This factor has a special role espe-
cially in these days, when under the influence of the third industrial
revolution, industrialized countries are moving to an information society,
which is based on intelligence, information and interests. The condition
for efficient work of a manager at any level is a good training. Personnel
departments in the former Soviet Union, as well as the departments of
personnel management in modern Russia, had in the past and now have
less educated personnel than other functional departments of organizations. Meanwhile, the strategic management of human resources is a science and an art that can only be learnt in the course of ongoing improvement of the competencies and lifelong learning. (Our department,
Department of Labor Economics and Personnel Management, Reshetnev
Siberian State University of Science and Technology contributes to the
training of personnel management).
9. Relationship with the external environment. This element of hu-
man resource management strategy is rarely taken into account in Russia,
as well as abroad. The main task of personnel work was considered in the
past and is still considered now as an effective personnel management,
staff motivation, the solving of other management functions associated
only with the internal problems of the organization. The external environment in the past, as well as in the present either ignored or is considered as
an area of interest of the senior managers of organizations. The worsening
of the situation in the labor market in almost all countries where there is
a shortage of skilled workers for new types of work (which is also typical
for our country since the second half of the 90s of XX century), as well
as the increasing role of government regulation is forcing not only senior
managers but also human resources management organizations to focus
on the linkages with the external socio-economic environment.
These elements of HR managing strategy illustrate how complicated the work of HR manager is. This leads to a revision of his
approaches to the basic functions. The new approach involves:
1) staff recruiting which includes the planning of the labor flow,
taking into account potentiality of applicants on the basis of the development strategy of the organization;
2) evaluation of qualification is also undergoing some changes
in the strategic management of human resources. In evaluating it should
be taken into account not only current professional knowledge and skills
of the employee, but also his willingness to learn new professions, the
ability to team work to achieve a synergistic effect, which is expressed
by the formula: 2 + 2 = 5;
95
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3) reward, which is in strategic human resource management is
understood in a broader sense than just reimbursement of labor costs in
the form of wages and bonuses. It is a system of profit sharing, the practice of selling shares and other forms of material compensation. This
function involves the formulation and implementation in practice of new
criteria for remuneration, including the application fee for knowledge,
even if today they are not claimed within the organization, but in the
long run will be an important condition for effective employee in the
changing strategy of the organization.
4) staff development. This component of human resources manag-
ing strategy is becoming a major these days, as it is the most significant
competitive factor ensuring success of the strategic objectives of the organization. Implementation of this component is reflected in the learning
companies.
In fact there are some qualitative changes of personnel work in the
strategic management of human resources now. In all the traditional areas of personnel work some strategic aspects are becoming increasingly
important. These functions such as planning staff requirements, recruiting, business assessment, training, and others, act as components of human resource management strategy which agree with the goals and strategic objectives of the organization.
Thus, components of human resource management strategy are:
conditions and labor protection, safety of personnel;
forms and methods of regulation of labor relations;
methods of resolving industrial and social conflict;
establishment of norms and principles of ethical relationships in
a team, the developing of a code of business ethics within the existing
organizational culture;
employment policy in the organization, including labor market
analysis, the system of recruitment and use of personnel, establishing
a regime of work and leisure;
guidance and adaptation of staff;
measures to build human capacity and its best use;
improvement of methods of forecasting and planning staffing
needs based on the study of new requirements for workers and jobs;
development of a new vocational qualification requirements for
personnel on the basis of systematic analysis and design work carried out
at different positions and jobs;
97
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98
new methods and forms of recruitment, business evaluation and
certification of personnel which allow to take into account the degree of
employees’ conformity to their current functions, as well as the possibility to develop new functions in the future;
designing of the concept of human resource development, in-
cluding new forms and methods of training, professional career planning, vocational and professional advancement to form a personnel reserve for the purpose of advancing these measures with respect to the
time of the appearance of demand for them;
improving the management mechanism of labor motivation of
staff;
development of new systems and forms of remuneration, tangi-
ble and intangible incentives for workers;
improvements of addressing legal issues of labor relations and
economic activities;
development of new and use of existing measures of social de-
velopment of the organization;
improvement of the information supply of the entire staff work
within the chosen strategy of the company; measures to improve the
whole system of human resource management or some of its subsystems
and components (organizational structure, functions, process control) [4,
p. 213, 214].
From the above it follows that the strategy of human resource management is an evolving process, which is a part of the overall strategy of
the organization, moreover, in each case human resource management
strategy may not include all but only its individual components, and a set
of these components will vary depending on the objectives and strategies
of the organization.
QUESTIONS AND TASKS FOR SELF-CHECK
1. What is meant by the HR-strategy?
2. What are the advantages and disadvantages of different models
of HR-strategy?
3. What is the typology of human resource management strategy
suggested by Dyer and Holder and what is the essence of each option?
4. What are the key objectives of HR-strategy?
99
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