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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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“Strategic human resources management” as an academic discipline is formed within the bounds of the master training “Human resources management”. It is theoretically and methodologically connected
with such disciplines as “Strategic management”, “Human resources
management”, “Development of management decisions”, “Knowledge
management”, “Organizational behavior”.
The objectives of teaching the subject are:
– to form students’ understanding of the importance of strategic
human resources management and its connection with the objectives of
the organization;
– to form a scientific understanding of the approaches to strategic
human resources management;
– to provide students with practical experience in the development
of human resources management strategy in modern organizations.
The following tasks are solved in the process of studying the subject:
1) obtaining practical skills for development of human resources
management strategy in modern organizations;
2) developing the ability to choose the model of strategic human
resources management, depending on the strategy of the organization.
After completing the course students are to know the basic approaches to strategic human resources management in the organization, the
methodology of strategic human resources management, the main stages of
development of the human resources management strategy in the organization and be able to apply modern approaches to strategic human resources
management to achieve high efficiency of organization’s performance.
The course “Strategic Human Resource Management” is read to
Masters in the International Higher School of innovative business and
administration, SibSAU, so this textbook is written both in the Russian
and English language.
In the second edition, the general outline of the book is kept
unchanged. Known errors, inaccuracies and typos have been corrected.
Compared to the first edition, the list of tasks at the end of each chapter
has been revised and expanded.
The textbook is intended for undergraduate and graduate students
studying the problem of human resources management of an organization, for professionals involved in the formation of human resources
management and the systems of organization management as a whole,
and it is useful for all specialists who work with personnel.
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Chapter 1
HUMAN RESOURCES MANAGEMENT
AS A STRATEGIC MANAGEMENT FUNCTION
In the 90s of XX century a new approach to personnel management began to establish as a self-sufficient professional activity in the
system of organization management. At the end of the past decade there
was a transition from staffing work to personnel management and its further transformation started immediately in the human resources management. At the same time a strategic approach to the human resources
management acquires an increasing role.
1.1. OBJECTIVE NEED FOR A NEW PARADIGM
OF HUMAN RESOURCES MANAGEMENT
IN GLOBAL ECONOMY
In the XXI century human resources management requires the integration of personnel management with the strategy of the organization.
The combination of human resources management strategies and the
strategy of the organization becomes a crucial task for personnel managers (tab. 1.1) [18, p. 13].
The distinctive features of the current period are strengthening the
strategic aspect of human resources management, recognition of the economic reasonability of investment associated with personnel attraction,
training and development of employees who are the key resource of production.
The increasing desire of businesses to survive in the tough competition, to ensure stable future development of production forces them to
take care of the introduction of new technical equipment and technologies, innovative processes; this causes the need for continuous improvement of human resources. The issues of their planning and development gain a greater importance. In practice special attention is paid to
the formation of the new work motivation and morale, readiness of employees to share the risk of innovation with the entrepreneur, promising
development of staff to perform the skilled types of work and adaptation
to constantly changing conditions of production.
The functions of personnel recruitment, estimation and stimulation
retain their significance, however they are filled with new content and
are implemented in close coordination with the company’s overall development strategy.
13
1.1
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Table 1.1
Study of workers’ consumption of time and movements. Counseling and
testing of personnel
The increase in wages.
Pension, health and other systems of benefits
Trainings and development.
Creation of departments for individual HR functions: recruitment, labor
relations, training, bonuses, etc.
“Management by objectives”, “quality circles”, group psychotherapy
starting opportunities, labor safety, health protection, reforms in the
spheres of various payments
Training and retraining of workers.
Providing staff with new opportunities by job rotation, formation of inte-
The evolution of approaches to human resources management
of workers’ groups on individual workers
functions
Promotion (career)
Period Personnel’s priorities Methods of achievement of management objectives by personnel
Up to 1890 Industrial technologies Disciplinary systems
1900–1910s Workers’ welfare Programmes of health support and providing safety
1920s Development of norms (of efficiency) of influence
1930s Workers’ unions. Adoption of basic labor laws Communication (interaction) programmes. Anti-union companies
1940s Benefits and compensations for workers Indexing of income taking in accordance with the cost of living.
1950s Relations between workers. Specialization of staff
1960s Participation of workers in production management Involvement of employees in production management.
1970s State regulation of economy Regulation of workers’ rights: prohibition of discrimination, creating equal
1980s Recognition of the importance of employees.
grated task teams, outplacement
Diversification programmes. Clarification of employees’ rights.
Globalization of economy.
Information technologies
The transition from personnel service and its support to the advisory and
leadership manager’s role
technologies
Strategic personnel planning (strategic human re-
sources management)
1990s Demographic changes in the labor force. New
2000
and later on
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According to William Rothwell, in the XXI century, in fact the
matter is the need for strategic human resources management. In this regard, the refusal of the relationship of “the employer and the employee”
and building the relationships of “the leader and the led” [18, p. 13].
It is the emergence of practical need for a new approach to human
resources management that brought the theoretical works in the sphere of
management to life. The first people who studied the problems of strategic human resources management were P. Bamberger and T. Meshoulam
in 1985. In the late 80s small groups of researchers began to investigate
into the problems of strategic human resources management, proving
that “human resources must play a more important strategic role in management” in the near future [22, p. 7].
Foreign experience of theory and practice of contemporary management shows that the transition from the line intercompany planning to
strategic has been provoked by the acceleration of scientific-technical
and socio-economic development in the countries with market economies. The formulation and implementation of corporate strategy, which
would suit the rapidly changing external environment, has become the
main task of the organizations.
1.2. STRATEGIC HUMAN RESOURCES MANAGEMENT:
ESSENCE AND CONTENT
Strategic human resources management is an approach to decisionmaking in employing personnel, its estimation, compensation and development, on the basis of achievement of the purposes of organization’s
development. The defining characteristic of strategic human resources
management is its integrated approach; strategies of human resources
management are integrated vertically as a whole with the strategy
of business and horizontally with each other.
Strategic human resources management concentrates on actions
which distinguish the given organization from its competitors. It develops the statement of intentions that define the means of achievement
of purposes, and it is connected with long-term placing of important resources of the organization and with the conformity of the possibilities
of these resources to external environment.
17
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Strategic human resources management, according to Hendri and
Pettigre [15], has four purposes:
1) planning;
2) logically consecutive approach to designing and managing per-
sonnel systems, based on the policy of employment and strategy of the
use of human resources and is often supported by some kind of
“philosophy”;
3) establishment of conformity between activity and policy of hu-
man resources management and precisely expressed strategy of business;
4) consideration of workers of the given organization as a strategic
resource for achievement of advantages in competition.
The main objective of strategic human resources management is
the creation of strategic possibilities by providing the organization with
qualified, loyal and well-motivated employees who the organization
needs to reach long-term competitive advantage.
While considering the purposes of strategic human resources management it is necessary to take into account the degree to which the strategy of human resources management should take into consideration the
interests of all groups of the people interested in the organization: employees as a whole, owners and top executives. Soft and rigid strategic
human resources management are distinguished.
Soft strategic human resources management pays more attention to
the aspect of human relations in managing people, underlining reliability
of labor employment, constant development, communications, participation, quality of labor life and balance over seniority. Ethical issues will
be considered as important.
Rigid strategic human resources management places emphasis on
the income which should be received from investments into human resources in the interests of business.
Ideally strategic human resources management should try to reach
the correct balance between soft and rigid elements. All organizations
exist to reach definite purposes, and they should provide themselves with
necessary resources to do it, and these resources should be used
effectively. But organisations should also take into account the issues
connected with the human factor which the concept of soft strategic
human resources management contains. The organizations should
plan their activity, thinking about people, in view of the requirements
19
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