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The value of strategic human resource management

Author: WangYunXia From: www.yourpaper.net Posted: 2010-06-21 06:37:41 Read:
Abstract: to ascertain the strategic human resource management on organizational value creation contribution, for organizations to carry out targeted human resources management is very important.Strategic human resource management can gain and maintain the most appropriate human resources, the implementation of human resource management strategy, give full play to their ability and human resource development of value-added to create value for the organization.
Keywords: strategy; human resources; human resource management; the value of
Strategic human resource management is to enable organizations to achieve the goal, the pattern of human resources plan various deployment and activities.Refers to the organization by the vision and strategy, organization, implementation and control of human resources management.In recent years, the strategic human resource management has win support among the people, the theory and practice have made considerable progress.However, the contribution of principle of strategic human resource management on organizational value creation, whether in theory or in practice there are many vague and differences.To clarify this issue, for the organization to carry out the work of human resource management plays a very important role.The author thinks, strategic human resource management can gain and maintain the most appropriate human resources, the implementation of human resource management strategy, the full development of human resources of enterprises to create value for the organization.
Create value for the organization through
A, obtain and maintain the most appropriate human resources
1, successful and efficient recruitment system to ensure that the organization can timely, economic, quality and quantity to obtain tissue in need of human resources.The organization according to the overall strategy of strategic human resource planning, recruitment management system based on dynamic.So, the organization can always a highly sensitive to internal and external environment has.The recruitment procedure seems to be in the actual recruitment demand occurs when started, information processing in the internal and external human resources supply and demand all the time in the.This recruitment is active, plan, system, so it is fast and efficient, cost saving.Most importantly, it can ensure that the organization to obtain the human resources are the real needs of the organization.The new employee is a high performance culture and the performance requirements of high commitment, "double high" staff."Double high" implementation, avoiding the cost and unnecessary loss of production organization for new employees are not up to the requirements of the organization.This includes new employee knowledge, skills, attitudes are not up to the requirements of the performance loss caused by the organization and the cost of training new employees and organizational culture; conflict caused by the lack of commitment and high turnover costs; the organization and the employee, the employee and work do not match the organization core competence construction difficult.
2, strategic human resource management can be planned will need most employee retention within the organization.This includes two aspects, one is the most suitable for the needs of the organization's employees in the organization, two is to make not for organizations need employees leaving the organization.In order to keep the organization need an employee, the organization must form the mechanism to keep people from the strategy.The organization's human resources strategy and planning, recruitment and hiring, training and development, performance management, compensation and benefits, employee relationship must be tightly around the organization's overall strategy and the mutual coordination, to improve organizational performance and continuously improve staff quality of work life and employee satisfaction.Keep organizations need employees can keep the organization's human capital and create the conditions for the value of human capital.At the same time, promptly eliminate unsuitable for organizations need employees can more effectively ensure the realization of organizational culture and performance objectives.
Two, through strategic matching to create value for the organization
The human resource management strategy has two functions: guiding function and coherence function.
1, guiding function.Strategic human resource management by matching the human resources strategy and organizational strategy, strategic goal will be the organization of the human resource management practices and organizational tightly linked.Analysis of the work, organization design, human resources planning, recruitment, training and development, performance management, compensation management, labor relations and other aspects is no longer confined to their own work, but more from the strategic goal of organization to consider the problem of benefit.Moreover, the human resource management practices of the organization through the respective effectively the organization's strategic intent to convey to all the staff (or future employees), the expected, attitude and behavior of employees consciously guide the strategic direction of the organization.By maintaining a clear, consistent with the staff of the organization direction, strategic human resource management to create great value for the organization.
2, coagulation function.Strategic human resource management through the design and overall system, coordination of human resource management practices of various, realizes matching and integration of functions of human resource management function room, effectively avoids the conflict in the human resources management system each function module and inconsistent organizational human resources management system, to ensure the best overall performance.Particularly important is, by matching the internal human resources management system, the organization can form the dominant culture, dissemination value and behavior orientation clear, improve staff awareness and loyalty to the organization, to form a joint force, thereby creating a huge intangible asset for the organization, the core competitiveness of the organization form of sustainable development.Three, give full play to their ability to create value through
for the organization
Give full play to the staff consists of four aspects: one is the greatest degree of rational allocation of human resources to play through the staff's ability; two is the maximum degree of the rational allocation of human resources to play through the staff's ability; three is to realize high employee commitment through psychological contract management; four is the maximum effective incentive to play employee competence.
The greatest degree of the rational allocation of the 1, through the human resources to play to their ability.Strategic human resource management emphasizes the people and things, people and people, people and organization matching, in the effective matching, to achieve maximum play each employee effectiveness.This is a director, give full scope to the talents, the overall complementary management.In the actual management process, first of all to work reasonably designed according to the current situation of the organization strategy and human resources.On this basis, establish the organization's human resources competency model, and then through the human resources testing fully understand the employees' competency status.According to the principle that make use of advantages to use, to achieve the best matching of people and things, people and people, people and organizations.
The greatest degree of the rational allocation of the 2, through the human resources to play to their ability.Emphasizing the strategic performance management is not on the staff performance static judgment, it pays attention to the dynamic management of individual, team and organizational performance.From the performance goal setting to the performance standards to determine the implementation and performance improvement performance evaluation measures are implemented, the whole performance management process should circle to form a PDCA, in the circulation process to find problems, solve problems, to achieve personal and organizational performance improvement.It is the process itself is the management performance, not to obtain the results of performance appraisal as the key management process, and to find and solve the problems in the performance form as key management.
To achieve high employee commitment 3, through the effective management of the psychological contract.An important feature of human resources is its initiative, it contains as biological individual, the use of different material resources, will be affected by the personal motivation.Strategic human resource management through an effective psychological contract and employee, to ensure the high employee commitment to the organization.In the implementation process, the organization through the human resources strategy and human resource system and organizational culture effectively to employees organizational commitment of the employees, and through the practice of human resources management gradually increase employee commitment to the organization, and ultimately induce corporate citizenship behavior derived employees, realization of social workers.
4, through the excitation maximum effective play to their ability.Strategic human resource management focus on the intrinsic and extrinsic motivation balance.On one hand, it emphasizes the importance of motivated by the work itself to let employees through the rational allocation of work design and employee and organization culture construction, to be satisfied by as a member of the organization.On the other hand, it also emphasis on material incentives and important influence on the behavior of employees, pay full attention to the staff behavior orientation in the compensation strategy.Furthermore, the strategic human resources management pay special attention to internal and external incentive transformation in certain conditions, and efforts to create conditions conducive to promoting the enterprise strategy to have the direction of development.
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