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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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and aspirations of all members of the organization. The problem consists
in the fact that in many organizations the moments connected with
a rigid variant come to the foreground leaving the aspects of soft strategic human resources management far behind.
Strategic human resources management offers huge advantages to
the organizations regardless of the spheres of activity. These advantages
consist in rational use of limited resources, and mainly, time. In addition,
strategic management creates a feeling of confidence among the staff
of organizations and their managers, promotes consistent design and
implementation of management decisions, orients to sustainable development in market conditions.
Basically, the essence of strategic human resources management
consists in the answer to three major questions:
1. At what stage of development the organization and its personnel
are?
2. In what direction, according to top managers, the personnel
should develop according to the strategy of organization’s development?
3. How the personnel should develop to meet the requirements of
the new task of the organization in the future?
Strategic analysis, strategic choice (or actually strategic planning)
and strategy realization (making a strategic decision) give answers
to these questions [2].
1.3. S
TRATEGIC HUMAN RESOURCES MANAGEMENT
IN THE SYSTEM OF ORGANIZATION MANAGEMENT
The considered objective reasons of the change in the paradigm of
human resources management allow to draw a conclusion that in modern
conditions an effective solution of the major problems of personnel
policy, such as selection, training, estimation, compensation and proper
use of human resources is possible only within the limits of the new
approach to managing people – strategic human resources management.
Strategic human resources management finds its expression in methodology and management organization in conditions of uncertainty of the
environment which is especially topical for modern Russia. However in
an information society strengthening of globalization of economic
processes will lead to greater uncertainty of the future condition of the
market. It is connected both with avalanche-like development and
introduction of new technologies with consequences that are difficult to
predict and with unexpected occurrence of competitors who have
mastered essentially new technologies.
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In recent years the approach to the development of the strategy of
the organization, including strategic human resources management has
changed. Previously it was believed that the strategy should be known
only to a narrow circle of top executives and should not be made public,
these days openly articulated policy is preferred. The strategy should be
real and effective, it should be the business of not only top managers but
also of all ordinary employees.
In this connection, to replace the approach according to which the
staff is regarded as costs to be reduced, the approach according to which
the staff is one of the resources of the organization which requires good
governance, creation of conditions for development and investment, is
becoming firmly established. The main characteristics of these approaches are presented in tab. 1.2 [4, p. 152].
Compulsion Reasonability
Minimization Optimization
Short-term planning period Long-term planning period
Results Means + Results
Quality Quantity
Inflexible Flexible
Dependent Autonomous
Characteristics of the two approaches to the concept of staff
Staff-costs Staff-resource
Table 1.2
The concept is to orient an entrepreneur to achieve long-term
objectives of the organization, based on which the policy with regard
to recruitment, estimation, remuneration, development and motivation of
the staff is developed.
This takes into account the conditions in which the organization
operates. Internal and external factors affecting the activity of the organization are distinguished.
The internal factors include:
– the objectives of the organization;
– the style of work in the organization;
– the essence of problems that the organization faces;
– human relations in groups;
– the style and experience of the head.
External factors include:
– trade unions;
– the governmental regulation and legislation;
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– economic conditions (including competition);
– structure of labor force in the country;
– the location of the organization [1].
All internal and external factors mentioned above influence the peculiarities of strategic human resources management in modern Russia.
Currently the following factors have the biggest impact: the changing social
values, attitudes, relationships, expectations and habits, i. e. social
factors; economic situation in the country; political situation and the
changing legal environment; the increasing competition, both internal
and external.
The human resources policy satisfying the new approach includes
four blocks of indicators (tab. 1.3).
Table 1.3
Blocks of indicators Indicators
1. Areas of activity
of human resources
management services
Indicators of human resources policy
roviding equal opportunities for effective work;
the analysis of workplaces;
planning of workplaces; recruitment;
staff selection;
estimation of the productivity of work;
training and improvement of professional skills;
career planning and promotion;
payment;
appointment of grants and service; maintenance of labor
discipline; labor relations;
maintenance of safe and healthy working conditions;
establishment of a mode of work;
estimation of workers
2. Personal characteristics of workers
3. Criteria for estimation of efficiency
of human resources
policy
4. Results of the
human resources
policy
bilities;
mentality and propensities; preferences;
working interests and motivations; personal qualities
of workers
roductivity of work; legislation observance;
satisfaction from work; presence of absence from work;
fluctuation of staff;
presence of labor conflicts; presence of complaints;
frequency of traumatism at the workplace
The final results of the activity of the organization
are characterized by the competitiveness of products
and services
25
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To understand the essence of strategic human resources management it is sensible to mention the view of the Swiss scientist M. Ortig,
who distinguishes between managing employees (direct impact on the
staff), personnel management (indirect impact on the staff), development
of the organization (continuous development of the system). All three
management functions can be combined into a unified concept of management (pict. 1.1) [17, p. 14].
(society, economy, ecology, technology)
External factors
Internal factors
(management, vision, structure)
Managing employees
(direct impact on the staff)
( -
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Functions of the top executives:
– in cooperation of the staff;
– the use of techniques
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to influence the behavior
of the staff
- -
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Pict. 1.1. Human resources management in the system of management
Development of the organization
(permanent development of the system)
Partially – the result of regulatory processes for some time.
artially – the result of the evolutionary process of self-training
( )
Personnel management
(indirect impact on the staff)
Development, implementation
and estimation of the efficiency
of the conception:
– recruitment;
– estimation;
– remuneration;
– staff development
The account of external and internal factors by the head allows to
manage employees (direct impact) and personnel (indirect impact by realization of the major functions of management). As a result of these actions of the head the organization develops as a whole as the social system the major element of which is an employee. The development of staff
27
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leads to the development of the organization, owing to the evolutionary
process of self-training as employees have an opportunity and desire to
improve work and management processes independently. In this case
management is understood as a set of all personal aspects of formation,
management and development of the social system focused on the
achievement of strategic objectives.
Creating a social system, according to a Swiss scientist M. Hilba,
means management for the sake of the staff, which is especially important for the convergence of interests of the administration and employees
of the organization. The development, i. e. implementation of a set of
measures encouraging training, retraining and development of personal
qualities of a higher order (such as responsibility, initiative, creative approach to business, imagination which is necessary for searching for and
finding essentially new solutions to problems) acquires special significance in this context.
The concept of vision has great value in the conception of strategic
human resources management, i. e. clear understanding of the objective
of development, of major features of the organization in the future. The
very notion of “vision” is interpreted differently in domestic and foreign
literature [6].
Domestic scholars write about the actual strategy of the organization, while western authors speak of a clear picture of the future, based
on which the strategy of the organization is built. Since the picture of the
future in modern conditions is probabilistic in nature and typically involves the formulation of several scenarios, the «vision» should be seen
as a picture of the future, which the top executives seek to create considering changeable external factors.
Mutual influence of the staff, external factors and strategic objectives of the development of the organization is taken into account. In this
case human resources management implies that, on the one hand, the
major interest groups (group for claiming) are involved in the formulation of basic guidelines for the development of the organization, implementation of the defined objectives and estimation of the prospects, on
the other hand, the objectives and strategies, as well as tools of personnel policy are deduced from an integral picture of the future of the
organization, i. e. interests of both customers and employees, as well as
the environment are taken into account.
29
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