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战略组织的决定
Strategic Organizations Decision

批判性评价的证据是现在人力资源管理在组织战略层面的决策中成为其组成部分。

未来的人力资源部门，在它的作用、功能和大小方面有许多预测。主要的男高音一直呼吁人力资源功能更战略与组织内创造价值(Gunter, 2006. P.49).人力资源功能历来受到抨击,因为他们认为反应迟钝,他们的管理而不是战略重点和自然视为成本中心,而非创造财富中心 (Truss et al., 2002). 面对日益国际化的组织中,人力资源功能被认为是协调能力和实践发展的一个关键因子(Ferner, 1997)

但是,正如Pucik(1997:321)认为,矛盾的是,人力资源对竞争优势的贡献，尽管价值增加的机会，由当今企业许多人力资源的需求函数不是仍然被认为是一个完整的伙伴”。这句话进一步被希恩支持。K(2005),据报道强调,人力资源没有完全参与中央决策过程。

她的工作还表明,在一些组织中，尽管人力资源被邀请是决策委员会的一部分,他一定不是一个整体战略规划过程的一部分。但希恩的工作仅限于只有13个“最佳实践”的公司;如果这是所谓的最佳实践公司的情况，我们可以想象其他组织的情况。

希恩提出的战略人力资源管理模型，几乎没有影响。例如如果我们考虑CEO承诺,人力资源直接向CEO汇报,理论上听起来不错，但它有问题是否可以在现实生活中存在。

战略组织决定——Strategic Organizations Decision

Critically evaluate the evidence that HRM is now an integral part of strategic level decision making within organizations.

There have been many predictions for the future role of the HR department, its role, function and size. The predominant tenor of such calls has been for the HR function to be more strategic and to create value within organizations (Gunter, 2006. P.49). HR functions have traditionally come under fire because of their perceived unresponsiveness, their administrative rather than strategic focus and their perceived nature as cost centres rather than wealth creation centres (Truss et al., 2002). In the face of growing internationalization of organizations, the HR function is seen to be a key subunit in the development of capability and the coordination of practice (Ferner, 1997)

But, as Pucik (1997:321) argues, ‘paradoxically, in spite of the value adding opportunities for HR contribution to competitive advantage driven by the demands of businesses in many companies today the HR function is still perceived not as a full partner’. This statement is further supported by the work of Sheehan.K (2005), which reportedly stresses that HR was not fully involved in central decision-making process.

Her work also reveals that in few organizations although HR was invited to be a part of the decisions making committee, he is necessarily not an integral part of the strategic planning process. But the work of Sheehan is limited to only 13 ‘Best practice’ firms only; if this is the case in so called best practice firms then we can imagine the situation in other organizations.

The strategic HRM model proposed by Sheehan.k has few implications for instance if we consider the CEO commitment, HR reporting directly to CEO, it sounds good on paper but is it questionable whether it is possible in real life or not. Again it depends on the relationship between HR and CEO. What if the relationship between HR and CEO does not exist? What if the CEO doesn’t support the HR? It is crucial for the CEO to support HR and in real life it might be possible in only a few organizations.

How can we achieve Top management commitment to HR initiatives and corporate culture commitment to HR initiatives? Again it needs to be led by the CEO and these initiatives must be incorporated in though out the entire company which is quite a challenging thing. Sheehan.K (2003) also proposed that there should be an increase in line management HR responsibilities which was also proposed by Ulrich (1997), again this has a lot of implications like resistance from line managers and resistance from HR.

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