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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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– use of payment systems based on the principles of comprehen-
sive account of personal contribution and level of professional competence of each employee (in this connection special attention should be
given to estimation and remuneration of employees);
– high level of participation of employees and work groups in dis-
cussion of problems and making managerial decisions;
– delegation of powers to subordinates that is the most important
and at the same time the most difficult principle of human resources
management (in particular, it is indicative of the experience of Germany,
where this principle has been taught to senior managers at leading academies of management for over thirty years but it has never been put into
practice in the absolute majority of organizations);
– functioning of an extensive communication system.
HEORETICAL APPROACHES TO STRATEGIC
1.4. T
There are three theoretical approaches to strategic human resources
management.
The first is based on the idea that there is one «best» way of managing human resources to achieve success in business. This approach is
called a universal approach.
The second draws attention to the fact that to make businesses successful policies and practices of labor relations should meet the requirements of business strategy, it is based on the assumption that different
types of strategies for human resources management are suitable for different types of business strategies. This approach is called the approach
of compliance or fortuity.
The third, the newest, approach stems from considering the organization in terms of its resources. This approach focuses its attention on
the quality of existing human resources in the organization and their
ability to learn and adapt faster than in competitive organizations. Supporters of this view dispute the necessity for mechanistic compliance
with a business strategy, insisting on long-term sustainability and survival of the organization at the expense of the human capital. The third
approach is an approach based on resource accounting.
Let’s consider each of the approaches.
The universal approach. It is based on the assumption that
one model of labor relations management, a model of a high degree
of interest, is associated with high quality of work of the organization
HUMAN RESOURCES MANAGEMENT
41
.
HR- . ( HR-, HR, HR-.
).
, HR-:
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42
in all aspects regardless of the specific competitive strategy. This approach is the basis of the theory of HR-management by D. Guest. (In
foreign literature, the terms HR-Management, HR-Strategy, HR-policy
are used. We will use these terms for convenience of description of the
theories of foreign authors). Guest offers a model based on four objectives of HR-policy: strategic integration, interest, flexibility and quality.
These objectives are connected with the areas of HR-management,
which are expected to affect the activity of the organization positively
(tab. 1.4) [13, p. 49].
Areas
of HR-management
Organizational work,
planning duties
Managing changes Strategic integration High level of success on
Recruitment.
Staff selection.
Social adaptation of staff
Estimation, training, raising the level of qualification
Systems of remuneration
Communications Quality Low staff turnover, absen-
The theory of HR-management
Results
connected with
human resources
Interest
Flexibility, adaptability High cost efficiency
Leadership/ culture/ strategy
Results connected
with the work
of the organization
High quality of
performance
solving problems,
changes, innovations
teeism, dissatisfaction
Table 1.4
Thus, the four objectives of HR-policy according to Guest:
1. Strategic integration implies that HR-management is fully inte-
grated into strategic planning. Areas of HR-policy are consistent, line
managers use HR-practices as part of their daily work.
2. Interest means that employees should be interested in high qual-
ity of work and feel affection for the organization.
3. Flexibility implies the creation of an easily adaptable organiza-
tion structure and ensuring flexibility of departments through mastering
of related professions.
43
4. –
.
HR-
.
.
, .
, –
. HR- .
HR-
. , , , ,
, , (. 1.4) [5].
-
HR-
HR-
. 1.4. HR-
44
4. Quality means provision of high quality of products and services
with the help of high quality and flexible professionals.
Guest views these objectives as a whole in his theory of
HR-management. To achieve the desired results they should be achieved
simultaneously.
Clarity of objectives provides this model with certain appeal, but
this is the essence of challenges. Some scientists doubt the possibility of
such an approach, others consider the given objectives to be unachievable. Setting these objectives is also an expression of difference between
HR-management and personnel management.
Harvard model of HR-management is intermediate between the
universal approach and the approach of compliance. This model, developed
by American scientists Beer, Spector, Lawrence, Quinn Mills and
Walton, is analytical rather than a guide to action (pict. 1.4) [5].
Situational factors
Characteristic features of the labor force
Business-strategy and business conditions
Management conception
Labor market
Trade unions
Target Technology
The laws and values of society
Selection of HR-policy
Influence of employees
Influx of human resources
Systems of remuneration
Working systems
Parties concerned
Shareholders
Senior managers
Groups of workers Government
Public Trade unions
Interest
Competence
Correspondence
Cost efficiency
Individual welfare
Effectiveness of the organization
Welfare of society
Pict. 1.4. Harvard model of HR-management
HR-results
Long-term effects
45
R
, HR-.
, .
, ,
.
– :
HR- -; –
: HR- , .
.
HR- [9],
HR- (. 1.5)
, HR- (. 1.6).
. 1.5.
. 1.6. HR-
46
-
H
The model shows the difference of interests of the parties, which
influence the behavior and the fulfillment of duties by workers and
strengthening the influence of circumstances on the choice of an HRstrategy. This model is of interest to international or other comparative
analysis because it takes into account various concepts and principles.
The approach of compliance or fortuity. This approach is based
on two main forms of compliance. The first is external compliance: the
HR-strategy meets the requirements of the business strategy; the second
is internal compliance: all directions of policy and activities of HRmanagement are coordinated, represent a whole and enhance the effectiveness of each other. The developer of the second approach is an English scientist Fombrun. He suggested the basic structure of strategic
HR-management [9], indicated the place of HR-management in relation
to the strategy of the organization (pict. 1.5) and demonstrated how
different types of activities in HR-management can be combined and
organized to support the strategy of the organization (pict. 1.6).
Political
influence
Selection
Economical
influence
Pict. 1.5. Strategic management and external pressure
Mission
and strategy
ORGANIZATION
Structure of
the organization
Implementation
Pict. 1.6. Cycle of HR-management
47
Cultural
influence
HR-management
Remuneration
Estimation
Training
, , , , ,
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48
The advantage of this model is that it uses a simple form to show
how selection, estimation, training and remuneration of personnel can
jointly form the necessary type of work performance. For example, if an
organization requires the type of behavior like team collaboration, when
people share information and support each other, it means the following:
1. Selection – a person with successful experience in team work,
communicative, ready to cooperate, rather than an independent thinker
who prefers to work alone is needed.
2. Estimation – contributions to team work and support of others
rather than individual outstanding achievements are assessed.
3. Remuneration – the quality of team work and personal contribu-
tion to team work, rather than the quality of personal work is remunerated.
This model is criticized for the fact that it relies on rational strategy formulation, rather than using the approach of rapid formation of
strategy according to circumstances, and also because of one-sided connection with the strategy of the organization. In addition, it is criticized
for unitarian principles, since it does not take into account the interests
of employees and their choice regarding the stereotype of their behavior.
In the development of this model and understanding of compliance, HR-strategy is planned on the basis of generation of specific types
of employees’ behavior. Ideally, it should contain the analysis of types
of employees’ behaviour required to implement a given business strategy
and then identify the directions of HR-policy and practice that would consolidate this behavior.
We have listed some of the claims to the model of Fombrun, but
there are also other critical remarks to the method of compliance in general. For example, some scientists consider the idea of compliance to be
naive and simplistic. Others indicate that compliance can be pursued,
observed and regulated only if there is stability. However many organizations are forced to carry out radical changes in response to the
changed external environment when any achieved compliance is violated. Thus, the critics of the method believe that compliance is a theoretical ideal, which can rarely be achieved in practice. However, despite
the limitedness of this approach, it is used both in theory and in practice.
The approach based on resource accounting. A view on the organization considering resources available caused attempts to create a model
of strategic HR-management taking into account available resources.
This approach considers the relationship between internal resources
49
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50
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