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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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position. Here the argument is that if people are the key to achieving
competitive advantage, then the company must rely on their strengths.
Since the potential of employees will undoubtedly influence the achievement of any planned strategy, it would be logical to take into account
this factor when developing the strategic direction. This model is also a
reflection of the view on strategic HR-management from the point of
view of resources. This model is a transition from understanding human
resources as executors of the strategy to understanding them as a moving
force in the development of the strategy.
Thus, taking everything into account, the strategy of human resources management is a part of the general strategy of the organization
and a consequence of long-term planning of its economic activity.
Human resources management strategy deals directly with such
personnel decisions that have a significant and lasting effect on employment and development of people in the organization with the aim of
achievement of its strategic objectives.
The presence of human resources management strategy in the organization means that:
– attraction of employees, their use and development is not done
spontaneously but deliberately and thoughtfully, in conjunction with the
mission and strategic objectives of the organization;
– senior managers take responsibility for the development, implementation and estimation of the human resources management strategy;
– there is a relationship between a strategy of development of human resources management and strategy of development of the organization as a whole, its individual units, as well as various components inside
the human resources management strategy;
– the organization thinks both about the satisfaction of customers
and their own employees (internal customers), that will certainly have
a positive effect on the satisfaction of external customers.
2.2. CLASSIFICATION OF HUMAN RESOURCES
MANAGEMENT STRATEGIES
There are three strategic options for human resources: investment
strategies, promotion strategies and engagement strategies.
81
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This strategies typology was proposed by American researchers
L. Dyer and John Holder (tab. 2.1). It takes into account different
goals, means and strategies used by most companies. The authors define
this strategy as “decisions to achieve important goals in the selection,
development and management of personnel and primary means to
achieve these objectives” [7].
The key objectives of the organization according to the authors’
point of view are:
– maximizing employees’ contribution to work;
– optimization of placing of personnel;
– development of competence of personnel;
– forming dedication to the mutual activity.
The employees’ contribution to work is associated with the expectations of employees from the company. What is at issue is innovation,
flexibility in the management, efficiency, and creating an atmosphere of
creativity.
The objectives related to the successful placing of personnel are
primarily concentrated on the creation of an effective team taking into
account nationality, age and sex of employees, as well as their level of
skills and competence. The strategic vision of staff is also of a particular
importance here (especially its promotion and further development).
The objectives of competence growth of staff are associated with
the level of current and future knowledge of employees, their skills and
abilities that determine the level of competence of the work force which
is required to achieve the current and strategic objectives of the organization.
And finally dedication means the degree of employee’s “attachment” to the organization – from the usual “attachment” to complete
identification with the organization (where an employee says: “I am
a Sony man”).
To achieve these key objectives organizations use the funds that
are embodied in the seven key areas of human resource management:
– training and development of staff;
– management and control of the work performed;
– the relationship between staff;
– relationships with unions;
– relationships with government officials;
– system of rewards and remuneration;
– system of work organization.
83
2.1
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Table 2.1
A high degree of initiative and
very high expectations of the
considerable flexibility;
self-control and management
creativity;
work performance;
A convenient number of staff
the minimal size of the staff
(key staff is protected from a
number of negative changes);
with the work being performed,
team and company
Very careful staff recruitment;
some career planning;
extreme flexibility;
minimal (or lack of) downsizing
Strategies
Typology of human resources management strategies by L. Dyer and John Holder
Objectives Investment strategy Promotion strategy Engagement strategy
A relatively small degree of initiative
very high standards of the work per-
some flexibility
The poor number of staff (key and
the prevalence of low-skilled person-
and creativity;
formance;
some flexibility
high expectations related to the
creativity;
work performance;
Contribution A high degree of initiative and
Placing of personnel A convenient number of staff
nel; the minimal size of the staff
complementary staff acting as a buffer);
the average size of the staff
the prevalence of highly quali-
(key and complementary staff
acting as a buffer);
fied personnel;
Means
High, based on the work performance Very high, a clear identification
organization
Competence High Adequate Very high
Dedication High, an identification with the
Careful staff recruitment;
a limited set of options for career
employment practices of temporary
development;
extensive career planning;
some flexibility;
minimal downsizing
Staff recruitment Careful staff recruitment;
minimal downsizing
staff;
. 2.1
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End Table 2.1
Expanded powers;
Single clear: high and partly
variable wage rates based on the
level of skill and competence; dis-
tribution of income, flexible bonus
Single clear system of remuneration:
the high and variable rates; sharing
of profits; minimumal bonuses
teamwork based on self-
system
monitoring and self-management
Clear (narrow) powers;
well-developed turn-based system of
work organization;
Public relations;
decision-making through voting;
individualism
Some forms of communication and
the adoption of certain decisions by
egalitarianism;
some common system of mutual
Avoiding the creation of trade un-
assistance
ions and/ or cooperation
egalitarianism (“leveling”)
vote;
otherwise – the conflict
Differentiated labour remu-
Objectives Investment strategy Promotion strategy Engagement strategy
Staff development Extensive ongoing training Minimal training Extensive ongoing training
Labour remunera-
Broad powers;
staff initiative;
neration system: wages varied
depending on the functions
performed; many additional
bonuses
tion system
teamwork
Labour management
system
Various forms of communica-
Control Overall, loyal Minimal, directive Minimal, motivating
Relationship
None Avoiding the creation of trade unions,
decision-making through vot-
tion between staff;
ing; mutual assistance is wel-
comed
between staff
Full interaction Interaction Interaction
Trade union move-
ment
Relationships with
government officials
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88
Investment strategies. This is the strategy adopted by the organization the business strategy of which considers product differentiation
rather than cost leadership as priority. The efforts of these organizations
are aimed at unwinding its brands, improving the quality or functionality
of products. These organizations rely on controlled flexibility and
adaptability of employees, resulting in a wide spread of staff qualification which is a typical feature of such companies. A clear system of centralized decision-making and complexity of the business hierarchy is
typical for this strategy. Functions imposed on employees are extremely
broad and not clearly defined. The practice of labor remuneration is
a mix of fixed and variable components, aimed at encouraging creativity
and dedication, as well as the maintenance and preservation of valuable
knowledge and experience. At the same time staff initiative is limited to
high level policy control and widespread system of accountability.
Promotion strategy is most frequently used by firms operating in
highly competitive environment. Such firms are characterized by the
tactics of a clear focus on the current cost, maintaining of a minimal
number of personnel and ensuring such conditions in which the process
of turning raw materials into product is secured from various kinds of
disruptions caused by employees. These organizations are focused on the
maximum contribution to the work performed by employees in order to
minimize the costs of recruitment, selection and staff development, narrowly delineating and turning the work into routine in order to reduce the
level of necessary skills and understanding of their place in the manufacturing process. Such firms seek to build a clear association between the
efforts being made in the working process and wages.
Engagement strategy is typical for organizations with mixed
business strategy, focused both on cost leadership and innovation. For
such organizations it is typical to have a decentralized management
structure, aimed at obtaining maximum effect from the embedded
resources and which is able at the same time to react quickly
to the actions of competitors and changes in market demand.
To maintain a high level of innovativeness companies adhering
to this strategy pay great attention to the structuring of business
functions, clear control and remuneration system. Important objectives
in this strategy are to increase the dedication and competence
of personnel, which is achieved by staffing the organization with
a large proportion of highly qualified personnel with high level of training
89
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