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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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(human resources are part of them), strategy and organizational performance. Attention is focused on achieving sustainable competitive advantage with the help of human capital, rather than adjusting human resources to the current strategic objectives. Human resources can provide
businesses with competitive advantage if they are unique and cannot be
duplicated in competing firms. Not only behavior of human resources
(like in the model of compliance), but also their skills, knowledge, attitudes and competencies that have more stable influence on the lifetime
of the organization than personnel’s behavior at the present moment
(although it is still considered to be important) are the focus of attention.
Experts say that highly productive business implies not only «the best
practice» or advance in the competition but also an intellectual capital
and the ability to foresee the future.
In order to make the resources lead to the achievement of competi-
tive advantage, they are to correspond to four criteria.
The first criterion is that resources must be valuable. It is topical
when supply and demand of labor are heterogeneous – in other words, if
different organizations require different skills and knowledge from each
other to perform different roles in the organization and when the supply
of labor force includes individuals with different skills. In these conditions the value is created because the knowledge and skills of an employee meet the requirements of the organization or work and it is difficult to replace this employee by another one.
The second criterion is rarity, it is connected with the first. It is assumed that the most important skill of employees in terms of the need
for adaptability and flexibility in the future is their cognitive ability.
People with high cognitive abilities are rare. Talent pool is not limitless,
and many employers have difficulty in finding the talents they need.
The third criterion is that resources must be unique. This refers to
human resources, because competitors find it difficult to determine the
exact source of competitive advantage if it is inside the fund of
human resources of the organization. Competitors can not exactly
duplicate this resource, as they are not able to copy the unique conditions prevailing in the first organization. The historical circumstances
are very important because they influence the behavior of human resources through the creation of unique rules and traditions. Thus, even
if a competing organization hires a group of people working for
a rival, these people will not be able to produce the same result,
51
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because conditions will vary. Two factors make it difficult to copy historical circumstances. The first is uncertainty of causes, i. e. it is impossible to
define the real cause of achievement or failure to achieve the required quality of work performance, because the sum is always greater than the summands; the second factor is confusion of social ties: it is difficult to dissect
the established complex of relationships, ties that influence the quality of
work.
And the fourth criterion is that resources should be irreplaceable.
Although human resources can be replaced by others for a short period of
time, for example by technological, but this cannot be done for a long period of time because human resources do not become obsolete like technology and can be used in other products, technologies and markets.
In this approach, all human resources are considered as a capital reserve in the organization. This coincides with the understanding of strategy
as an evolutionary process, strategy which can be influenced both upward
and downward.
If the model of compliance described before focuses on the means of
achievement of competitive advantage (areas of practice of HR-activity),
the approach based on resource accounting emphasizes the role of the
source of such an advantage (human capital). Of course HR-practice is important, but it is not the source of competitive advantage because it can be
reproduced in any organization and its results are different in different locations because of the differences in the human capital. The relationship
between human capital, areas of HR-activities and competitive advantage
shows that (pict. 1.7) [21] human resources represent a source of competitive advantage and therefore are highly valued.
Areas
of HR-activity
Human capital
reserve
Pict. 1.7. The model of human resources management as a source
Human resources
behaviour
of sustainable competitive advantage
53
Stable competitive
advantage
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HR-activity should focus on recruitment, use, development and retention of appropriate human resources and introduction of competitive
practices in the organization, at the same time the interests of employees
should agree with the interests of the organization. It should be noted
that the third approach to strategic human resources management is more
dynamic than the other two.
In conclusion one of the main objectives of management in the
XXI century is the application of strategic human resources management
in labour relation. It is this approach that creates a competitive advantage
in business.
QUESTIONS AND TASKS FOR SELF-CHECK
1. Name the stages of development of conceptions of human re-
sources management.
2. What is the difference between “soft” strategic human resources
management and “hard”?
3. What does the model of sustainable development represent at
the organizational level?
4. Give a scheme of development of the strategy of the organiza-
tion.
5. What is the role of strategic human resources management in
the system of management of the organization?
6. What conditions must be fulfilled in the organization to obtain
a synergistic effect?
7. Analyze the relationship between business-strategy and
HR-management.
8. Which approach to HR-management characterizes model of
human resources management as a source of sustainable competitive
advantage?
55
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56
PRACTICAL SITUATION FOR ANALYSIS
1. Approaches to strategic human resources management
Description of the situation
Fill in the questionnaire, putting a cross next to the statements that
you find the closest to you (from 1 “not at all correspond to” up
to 5 “corresponds fully”):
Mark Basic approaches to strategic human resources
management
1. HR-management
1.1 HR-management is fully integrated into strategic
planning
1.2 HR-management is used as a part of everyday work
of line managers
1.3 HR-management meets the requirements of the business strategy
1.4 All areas of policy and activities of HR-management
are reconciled, incorporated and increase the effectiveness of each other
1.5 HR-management considers the relationship between
inner resources, strategy and the results of the activity
of the organization
1.6 The structure of the rganization is flexible because
employees combine several professions
1.7 HR-management must focus on the means of achievement of competitive advantage
1.8 Human capital is the source of competitive advantage
2. The importance of staff
2.1 The high degree of interest of employees influences the
quality of work of the organization directly in all aspects, regardless of the specific competitive strategy
2.2 High results may be expected when highly-qualified
staff and the most effective costs are combined
2.3 Employees are loyal towards their organization and
interested in the high quality of their work
2.4 A person with successful experience in team work,
ready to cooperate, communicative is needed in selection
1 2 3 4 5
57
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58
ment
2.5 The quality of products depends on the qualifications of
employees producing these products
2.6 Highly-productive business implies intellectual capital
and ability to foresee the future
2.7 Human resources must be valuable, rare and unique
3. Estimation and remuneration
3.1 The contribution to the work of the team and support of
others are estimated, the team is rewarded
3.2 Individual contribution of every employee is estimated
3.3 Behaviour of human resources, their skills, knowledge,
relationship and competence are estimated
Assignments to the situation
1 2 3 4 5
End table
Mark Basic approaches to strategic human resources manage-
1. Fill in the questionnaire “Approaches to strategic human re-
sources management”.
2. Define the statements that you find the closest to you.
3. Identify and explain the weak points of the proposed
approaches.
4. Describe the ways to improve strategic human resources man-
agement in the organization that you propose.
2. The planet of fitness
Description of the situation
Improvement of living standards and stabilization of the general
economic situation in the country, the growth of prestige of a healthy
lifestyle have resulted in the growth of interest to the market of fitness
services in the Siberian region.
Thus, about two hundred sports and health clubs have opened in
Krasnoyarsk. The most famous of them are “Fit-Continent”, “Galatea”,
“Spartacus”, “Excellent”, “STEP”, “Fitness club”, “Level Up”.
These institutions position themselves as wellness centers, sports clubs
and by definition, belong to the category of “fitness centers”. Their main
feature is the complexity of services, offer of comprehensive care for the
body.
59
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