习远平简历照片,雷政富与赵红霞,昆沙
Source of core competence
核心竞争力的来源
部门A:
1.1 在策略人力资源管理概念模型上“以优势为基础”的方法。它可能说的是关于在BAE的组织性策略中的改变。
引言
人力资源已成为一个核心竞争力的来源--一个独一无二的组织能力，其创造了高价值且区分了组织与竞争。因此添加一个采购战略，延伸到选择和管理这一独特的能力来获得竞争优势是至关重要的。以战略目标的人力资源之间的联系，是为了提高业务绩效，和发展能促进改革和产生策略联系的灵活性的组织性文化，否则它被称为战略人力资源管理。
在SHRM方面的概念模型的“以优势为基础”的方法。
批判地分析BAE系统方案，很可能分析它揭示SHRM概念模型的运营方式，以帮助理解已使用的“以优势为基础的”的背景。
SHRM概念
BAE已经招聘和雇佣能符合组织型目标的竞争力的员工。其传统的模型“...顾客去做生意”已经改变成为更以消费者为中心的方式。在此过程中，它意味着设计和实施一套内部一致的政策和做法，以确保公司的人力资本，能实现商业目标。（Schuler%Macmillan 1984,Baird&Meshoulam1988,Jackson&Schuler1995）...以顾客为中心的组织确实维持下去且获得了支持。
Section A:
1.1 The 'strengths based' approach in Strategic Human Resource Management terms and models. What it might say about change in organisational strategy at BAE.
Introduction
Human resource has become a source of core competence - a unique capability in the organization that creates high value and that differentiates the organization from its competition. Therefore it is paramount to add a strategic touch in sourcing, selecting and managing this unique capability to gain competitive advantage. Linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation and flexibility bring about the strategic touch, otherwise known as Strategic Human Resource Management.
'Strengths Based' approach in SHRM terms and Models
Critically analysing BAE Systems scenario, it is possible analyse its operations which reveals SHRM terms and models that helps in understanding the context in which the 'strength based' approach has been used.
SHRM Terms
BAE has been recruiting and hiring personnel to match their competence with the organizations goal. Its tradition model, '....clients going to the business...' has since changed to a more customer-oriented approach. In the process it has meant designing and implementing a set of internally consistent policies and practices that ensure the human capital of the firm contributes to the achievement of its business objectives (Schuler & MacMillan 1984, Baird & Meshoulam 1988, Jackson & Schuler 1995) - '...customer-orientated organization that does maintenance and support'. This change is in response to BAE external business environment that demands a customer-orientated approach and as such the need for better deployment of human resource - an emphasis of SHRM
"...We are putting significant numbers of people into RAF bases, working alongside the RAF - our people managing RAF people in the process..." (pg 2, paragraph 3)
Since a firm's strategy (BAE strategy - 'rather than clients going to the business, it was to the clients) is a reflection of its response to the external changes, human-capital, with a broad array of skills compatible with the corporate strategy, is a catalyst for fulfilling the strategic goals. This calls for melding of HR function (selection and hiring) with a firms strategy - congruence between HR practice and business strategy (Miles & Snow 1984, Baird & Meshoulam 1988, Wright & McMahan 1992), a practice known as best-fit - an approach on the idea that human resource strategy flow from business strategy; matching the human strength (talent, Skills, knowledge...etc) toward the achievement of the organisation goal.
In modern competitive times success is achieved by adapting 'enlightened', 'progressive', 'people first', 'high performance' or 'high commitment' employment practices. This seems to the same idea BAE is banking on, otherwise known as best practice - a bundle of HR policies that lead to highly motivated and committed employees who are the key to an organization's competitive advantage.
'...Instead of focusing on an individual's weakness...focus on their strong points and allow them to use those to their full potential' (pg 2, paragraph 3)
Further, the above statement highlights one aspect BAE is focusing on, the 'people' to achieve it strategic goals. So as to achieve high performance and / or high commitment, it is worldly accepted that people work better while doing what they are best at doing (Huselid, 1995; Becker and Gerhart, 1996; Guest, 1997.).
'...they had been given...things they would have naturally been drawn to, that they enjoyed and found energising' (pg 4, paragraph 2)
Change indeed is inevitable at BAE. The business model it has been relying on is changing, calling for a more customer-orientated approach.
...rather than clients going to the business, it was going to the clients
The mere fact of implement a 'strength base' approach, in itself is change. It can be concluded that the change is fostered towards remaining competitive in the changing environment, thus BAE is seeking to match its human resource with business strategy, a concept in SHRM known as contingency approach which brings about two orientations, the internal labour orientation that seeks a long-term relationship with its employees and external labour orientation that seeks flexibility and does not make long-term commitments employees.
SHRM Model
From BAE's case, certain key features emerge that helps in identifying the SHRM model it is using to recruit and select its personnel.
BAE business goal is to change its earlier approach of customer going to the business, to BAE going in such of the client.
Adams' "...what we're trying to move to is much more customer-oriented organisation..."
The 'strength based' approach as used in BAE scenario can be referred to as the Human Resource Strategy (HRS) and is being mended with BAE Business Strategy (BS) - 'rather than clients going to the business, it was to the clients' to achieve a 'fit' to achieve its goal, in response to its changing business environment. This leads to a conclusion that the relationship between BS and HRS is that of Fit.
Environment Analysis, another SHRM model feature, emerges;
...business transformation led to ...working with an industrial artist to produce a poster that illustrated for staff and leaders alike the challenges ahead. (pg 3, paragraph 3)
This analysis helps BAE understand the environment which it operates in and be able to adopt as it evolves. Also the analysis prompt BAE to carry out a situation analysis to determine it current status, especially in terms of human resource to ascertain its capability to achieve its in response to the change in the business environment. This goal, I can say by analysis of BAE case, has been occasioned by BAE customers seeking value-add service on top of just the designing and build of aircraft services, an issue of stakeholder interest - the customer.
"...move to...a much more customer-orientated organisation that does maintenance and support" (pg 3, paragraph 2)
From the case, strength-base approach has resulted in high performance by employees doing more than they used to do even though nothing had change in terms of the job roles - an issue to do with work systems and HR flow, key attributes of a HR policy. Also, for BAE employees to do things they would have been drawn to and found energising is a catalyst for achieving competence and commitment among the employees, the desired result (outcomes) of the HR policy being used by an organisation, in this case BAE.
The above paints a picture of the kind of SHRM model BAE that is skewed toward the Harvard Model; an approach seen to enhance high level of trust and mutuality. A representation of the model in light of the BAE case is as follows.
1.2) From a Human Resource Development (HRD) perspective the value of this Strength based approach from the perspective of learning, development and change
Introduction - The Link between HRD, Learning, Development and change
HRD refers to activities geared to cause employees 'to improve', 'make better', 'to increase' from an individual perspective (in terms of skills and knowledge) and from an organisation perspective (in terms of business performance through the people) resulting in an organisation gaining competitive edge and ability to succeed in the future. HRD has therefore become critical (reason for a strategic approach to human resource) in nurturing human-capital talent, bringing to the fore the need for organisations to provide opportunities to attract, retain and offer growth opportunity to individual, especially in today's knowledge economy, thus the recognition of the criticality of learning and development in the context of human-capital the development and organisation capability. |
