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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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culture) The research level
tunity of demand growth
Factors of the analysis of the internal state of the organization
Human resources Technical resources
Qualifications and education of the workforce Novelty of the equipment
The social aspect, company culture (organizational Production capabilities
Staff movements Financial resources
The quality of leadership (management skills) Cost structure
Business resources Financial flows
Availability for trade network of the organization Conditions for self-financing
The quality of goods and services The debt level
The range of goods and services Management system
Brand (image) of the firm
Factors of the analysis of the external environment
Demand Offer Competitive conditions
Demand states
The size and the oppor-
Nature of demand
Production capabilities
The structure of production
costs
The system of distributing
products
Financial system Possibilities of a sector (subindustry)
Foreign competition
Potential competitors
Clients
Suppliers
Competitive conditions
Foreign competition
Table 3.1
Table 3.2
The fourth stage is a comparison of results of analysis of internal
state of the organization and external environment that allows to make up
the development strategy of the organization. At this stage the comparison of results of diagnostic analysis of external and internal factors and
preplanned mission of the organization occurs. The result is the choice of
objectives of the organization, which implies the identification of possible ways to achieve them, that is, the formulation of strategic options for
development of the organization, including a strategy for human resource
development (the fifth stage).
Defining a strategy for management of the organization means addressing the question: how to achieve the goals of the organization?
There are several options for the classification of the organization’s
strategy. In terms of choice of strategy for managing human resources the
following classification is of particular interest is. It includes innovation
strategy; strategy for minimizing costs, reducing costs; strategy for quality improvement.
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The choice of the strategy type is a final stage of the development
strategy of the organization.
Then begins the strategy implementation phase, where an implementation plan and monitoring system is created. Moreover it should be
determined what changes of the individual items are allowed in the strategy itself.
The implementation plan is a specification of the decisions taken at
the initial stage of strategic planning. It includes the identification of
methods and tools that are necessary to achieve the goals, taking into
account time factors. In practice the organization produces a system of
actions of linear and functional managers. These leaders determine how
they should act to implement the strategic goals of the organization. The
development of a system of actions by corporate management at all
levels includes:
– learly defined objectives and functions of each manager and his
subordinates to implement the strategic goals of the organization;
– development of a sequence of steps (stages) needed to achieve
the above goals, and the evaluation system for their implementation;
– calculation of all the necessary types of resources: technical,
material, financial and human resources.
The work with the staff of the organization – from workers to management of the company is of decisive importance for the implementation of the strategy plan. Depending on the chosen strategy the approach
to the human resources management is changing that will be further discussed (see sect. 3.2).
The monitoring system at the stage of the strategy implementation
provides a systematic study of the facts how motivated the personnel
perform their functions; how the management structure ensures the
achieving of the goals of the company. Without a proactive, concerned
staff attitude to the organization’s work, as practice shows in different
its strategic objectives will be not achieved. The personnel uninterested
in monitoring will find another way to block the receiving of some unwanted information by the manager.
123
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3.2. HUMAN RESOURCES MANAGEMENT IN DIFFERENT TYPES
OF ORGANIZATIONAL STRATEGIES
Choosing human resource management strategy should be based
on careful analysis and evaluation of various options, which in itself
is an extremely difficult task. A particular challenge is evaluation of the
socio-economic impact of various factors in the remote period.
Table 3.3 gives the classification and characterization of the main
groups of factors affecting human resource management strategy.
The main factors determining human resource management strategy
Factors Characteristics
The strategy of the organization Innovative strategy
Strategy of minimizing costs
Strategy for improving the quality
The life circle
of the organization
The size of the organization Large
The environment Availability of resources (scarce – abundant)
Establishment
Growth
Maturity
Reduction and reorganization of production
Medium-sized
Small
Dynamics (mobile – stable)
Degree of complexity (simple – complex)
Table 3.3
Above we have identified three types of strategies that can be
chosen by organizations in accordance with their mission and position in
the market (see sect. 3.1): innovation strategy, strategy of minimizing
costs, strategy for quality improvement. Each type of strategy of the organization has its own version of human resource management strategy
(tab. 3.4) [19].
Let’s comment on the table 3.4. In an innovative development
strategy of the organization a system for recruiting, evaluating and
motivating the staff is formed so as to ensure optimal conditions
for innovative activity of the staff, to encourage entrepreneurial risk,
the continuous updating of knowledge and development of the staff.
The organizational structure is usually characterized by low levels of
centralization of decision-making
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and formalization, lack of rigid job descriptions. For the implementation
of innovation and its realization it is necessary to have a creative environment and democratic decision-making. For instance, «3M-Russia»
in certain periods followed an informal concept according to which the
company’s workers could spend up to 15 % of their work time on research and development of their own creative projects.
Business strategies appropriate to the types of role behavior
of workers and to the direction of HR-policy
Strategy Role behavior of the worker HR-policy
Innovation
A very creative person Posts that require close interac-
tion and coordination between
groups of individuals
Focus on long term results Work evaluation is more based
on the results of long-term and
group achievements
The relatively high degree of
cooperation and interdependence
Jobs that offer to employees the
opportunity to develop skills
they can apply for other jobs of
the company
The employee is moderately
worried about the quality
Low level of wages, but about
the quality employees have an
opportunity to become shareholders and to choose the components of the package payment
Table 3.4
Quality
improvement
The employee is moderately
concerned about the quantity,
showing equal interest in the
process and outcome
The employee takes more
risky decisions and shows a
high degree of tolerance for
uncertainty and unpredictability
Recurring and predictable
behavior
127
Ample opportunities for career
growth, reinforcing interest in
learning various skills
Quite a clear job description
. 3.4
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Strategy Role behavior of the worker HR-policy
Quality
improvement
Focus on the remote or immediate results
The high level of worker participation in decisions relating to existing conditions of work and to
the work itself
Moderate degree of cooperation
and interdependence
Mixing of individual and collective performance criteria, mostly
short-term and result-oriented
The worker is very concerned
about the quality
Egalitarian treatment of employees and some guarantees of job
security
The employee is moderately
worried about the quantity of
Continuous and extensive training
and staff development
products
The employee expresses a high
degree of interest in the process, a low level of taking risky
decisions, dedication to the
organizational goals
Reducing
costs
Recurring and predictable
behavior
Rather clear and consistent job
descriptions, leaving no place to
uncertainty
Focus on short-term results Focused jobs and career opportu-
nities for the specialists only,
which promotes the growth of
specialization, knowledge, and
preparedness
Mainly autonomous or individual work
Moderate concern for the quality
Evaluation of short-term, resultsoriented work
Monitoring the level of wages in
the market and its records when
deciding on the amount of payment
The high degree of concern in
the quantity of products
The minimum level of training
and staff development
Concern primarily in the result,
a low level of taking risky decisions, rather high stability
End tab. 3.4
129
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