满城烟沙5a4一页6个纵组织行为学云hr strategy.pptx

HR Strategy;HR Strategy ; 1. HR Strategy Framework;(1) Firm Performance;ROI/ROA; (2) Business StrategyI. Porter (1980, 1985)ii. ;Defender strategy Have narrow and relatively stable product-market domains search for new product opportunities attend to improving the efficiency of their existing operations limited product line, single, capital-intensive technology centralized planning and control systems a functional structure; Analyzer Operate in two types of product-market domains---one relatively stable, the other changing (2) stable areas: operate routinely and efficiently through use of formalized structures and processes. innovative areas: key managers watch their competitors closely for new areas Limited basic product line, cost-efficient technology for stable products and project technology for new products Skills in production efficiency, process engineering and marketing Mixed ( matrix) structure ;Low cost producer;Conceptual issues Business strategy Business strategy concerns the long-term direction and goals of a firm and the broad formula by which that firm attempts to acquire and deploy resources in order to secure and sustain competitive advantage (Faulkner & Johnson, 1992, Porter, 1980). 2 subfields: Policy and “content” research: the link between a wide variety of organizational parameters (structure, positioning, and technology) and performance Process research: the formulation and implementation of these policies as well as their dynamics over time and their impact on the firm’s bottle line. ;(3) HR Strategy;HR strategy The pattern of decisions regarding the policies and practices associated with the HR system. Two assumptions: The focus of attention needs to be on the HR system, not on the HR function. It is possible to understand the nature of HR strategy without taking both intra-organizational politics