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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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A second type of possible strategies of the organization is a strategy
of reducing costs. Such well-known foreign companies as IBM, Ford,
General Electric followed this strategy. After the crisis of August 1998
many Russian and foreign companies doing business in Russia were forced
to choose for themselves the strategy of reducing costs as the main strategy. The choice of this strategy affects all areas of the management of the
company, and above all – human resource management. Among the support personnel actions may be called incentive programs to reduce the cost
of raw materials and electricity. Moreover, some part of the savings from
the implementation of these programs may be directed to encourage the
staff who provide it.
Another way to reduce costs is to optimize the number of personnel,
often accompanied by its reduction. The positive feature is that the implementation of programs to reduce staff usually accompanied by an increase
in productivity of the remaining part of the workers. The negative point is
that the staff reductions are a painful procedure. It violates the normal
rhythm of work, it complicates the relationships in the team, it reduces
employee’s loyalty to the administration. Moreover, although the programs
of staff reductions aimed at reducing costs for the implementation
of these programs requires some additional funds (e. g., benefits, training
of those who will perform the functions of the released workers, etc.).
Therefore, the release of workers without a deliberate strategy cannot only
give the expected results, but in the long term even lead to some additional
costs.
The third version of the organization’s strategy is a strategy for qual-
ity improvement. Focusing on a strategy for improvement of the quality of
goods and services requires the active involvement of workers in the solution of these problems. An effective tool is the “quality circles”, proven by
Japanese enterprises. Collective forms of organization and payment are
promoted. The incentive system is constructed in such a way as to maximize workers’ interest in improving the quality indicators. At the same
time the stringent methods of product inspection are imposed. To support
the strategy for the quality improvement the relevant strategies of personnel development are worked out. They are based – training in the use of
new technologies, modern methods of processing raw materials, and the
use of materials.
131
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3.3. RELATIONSHIP BETWEEN THE LIFECYCLE OF THE ORGANIZATION
AND HUMAN RESOURCE MANAGEMENT STRATEGY
Features of the organization’s activity at various stages of its establishment and development have a direct impact on the organization’s
strategy and, consequently, to its choice of an appropriate human resource management strategy.
In the process of its development the organization usually goes
through four basic stages:
establishment;
growth;
maturity;
reduction and reorganization of production or cessation of its ac-
tivities.
In fact, it is difficult to distinguish one stage of development of the
organization from another. Sometimes, several stages can take place
simultaneously. It is possible to transit to a higher stage on the lower, for
example, after the stage of production reduction the company may again
enter a period of rapid growth of the organization.
The specifics of personnel decisions taken in separate periods of
the existence of the organization is shown in tab. 3.5.
At the stage of the organization establishment the staff training in
most cases does not have such a defining value as at the subsequent
stages of the development of organization, especially if time and resources are limited. The emphasis here administrators do to attract more
established and trained professionals, as well as the formation of teams
of talented managers and organizers of production. This often requires
the establishment of wages at a level no lower, sometimes much higher
than that formed at the moment the labor market.
At the stage of the growth of the organization new staffing issues
emerge, in particular, the objective to maintain the pay equity in the domestic labor market, to maintain the optimal proportions in pay between
managers and subordinates, between those who are already working in
the organization and new employees. Decisions taken at this time, have a
dramatic impact on the fate of the organization, its further development.
At this stage the organization has tended to make major investments in
production development, including human resources, their training and
development to provide significant advantages over competitors. In connection with this there appears a problem of assessing the effectiveness
and timing of return on this investment.
133
3.5
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Table 3.5
Labor relations
The development of manag-
ing people philosophy, the
establishment of basic val-
ues, execution of labor rela-
tions in the collective and
individual employment con-
development
Defining the require-
ments for the devel-
opment of workers,
career planning
To attract the neces-
sary employees the
salary and benefits are
set at or above the
level of similar indica-
tors in the labor market
tracts
Identification of regulatory
policy of internal labor mar-
ket, forming of the nucleus
of personnel of the organiza-
tion and temporary labor
Determination of train-
ing needs for the de-
velopment of new
technologies in con-
nection with the move-
ment of workers within
the organization, the
There remains a need
to ensure the pay
equality in the external
labor market, in addi-
tion there is a problem
of equality in pay
within the organization
Maintaining of work moti-
vation of the staff, identify-
ing new opportunities and
reserves
discovery of new types
of production goods
Update of knowledge,
improvement of the
forms and methods of
training
Control over the costs
of salaries, compensa-
tion adjustments
Addressing the challenges
of employment, compliance
with labor laws, negotiation,
conflict resolution, stress
management
The organization of
retraining, skills de-
velopment
The introduction of
strict cost control
Recruitment Compensation system Training and
The life cycle of the organization and human resource management
Search for talented
specialists and the or-
ganizers of production
ers by the use of do-
mestic sources of va-
cancies
Life cycle
of the organization
The stage of
establishment
The stage of growth Attracting more work-
management turnover,
recruitment strategy
refinement
Freeze of hiring of new
staff, planning staff
cuts
The stage of maturity Upgrading of staff,
The stage of reduction
of production
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136
At the stage of maturity many approaches to solving human problems and organizational culture have already been formed. This provides
the organization with the stable effective work. However, at this stage
there is a serious danger of stagnation in the development of the organization, weakening labor motivation. If the organization does not adhere
to the concept of constant renewal and development, it may face in the
future with serious problems of economic and social issues.
The stage of reduction and reorganization of production is usually accompanied by a serious deterioration of the labor problems that
require special efforts and concerted action by employees of the personnel management.
So, in modern conditions of managing human resource management strategy is developed taking into account the prospects of the
organization and aims to support the implementation of its strategic
goals and objectives.
QUESTIONS AND TASKS FOR SELF-CHECK
1. List the stages of strategic human resource management.
2. Name the variants for classifying types of organization strate-
gies when choosing a strategy for human resources management.
3. What is the specificity of human resource management in the
innovation strategies of the organization?
4. What advantages does the existence of the human resource
management strategy give to the organization?
5. Expand the features of the human resource management strategy
at different life cycles of the organization.
6. Describe the role of the mission of the organization in the for-
mation of HR-strategy.
7. Justify the impact of the diagnosis of the strengths and weak-
nesses of the organization in the formulation of goals of a human resource management strategy.
8. Explain the need to analyze the opportunities and threats
of the organization when setting goals for a human resource management
strategy.
137
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138
1. A new leader a new strategy
Description of the situation
Krasnoyarskstat is a national organization, the main purpose of
which is to satisfy the state’s need for information when taking various
types of solutions by the government. Accordingly, the specifics of this
organization is as follows:
– the organization collects the information, processes, analyzes it,
but the final ‘product’ is the same information, only converted into the
right key;
– the organization has a monopoly in this business, as it is a national organization, to which in accordance with applicable laws producers of goods and services should provide the required information in order to avoid administrative liability.
Thus, the end result is the information, there is no competition, and
the main consumer is the state.
The organization followed a strategy of human resource management until in connection with the death of a leader the Krasnoyarskstat
was headed by the new leader. He appreciated the uniqueness of the
product produced by the organization and its relevance in the market,
and concluded that not only the state needed the information, but other
interested individuals whom this product could be sold to in the form of
collections of various subjects of gathered and analyzed information. (Of
course, this activity was coordinated with the authorities, and priority
was still left to provide the necessary information to the state).
The need to address new requirements for the organization of information consumers led to the fact that there appeared a need for young
skilled workers, including new skills that the Krasnoyarskstat did not
need previously – PR-specialists, marketers, etc.
PRACTICAL SITUATIONS FOR ANALYSIS
Questions and assignments to the situation
1. How would you formulate an overall strategy for this organiza-
tion?
2. How did the business strategy of the Krasnoyarskstat changed
when a new head came to power?
3. Is there, in your opinion, the relationship between stages of life
cycle of the Krasnoyarskstat and the chosen overall strategy?
139
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140
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