Human resources activities can be the unifying force in helping an organizationmaster strategic change. Here is a model for forging the links between business needs and HR practices.
Strategic Human
Resources Management:
Linking the People with theStrategic Needs of the Business
RANDALL S. SCHULER
here really shouldn't be any mysteryJL about the word strategic in the phrasestrategic human resources management.
代写留学生论文According to Horace Parker, director ofstrategic education at the Forest ProductsCompany, a 17,000-person division of Weyerhaeuser
in Seattle, Washington, strategic humanresources management is about "gettingthe
strategy of the business implemented effectively."
For BiU Reffett, senior vice presidentof personnel at the Grand Union, a 20,000-personsupermarket operation on the East Coast,strategic human resources managementmeans "getting everybody from the top of the
human organization to the bottom doingthings that make the business successful."The viewpoints of the academics, althoughstated in slightly different terms, echothe same themes. A composite definition from
this source might include the following:
Strategic human resources management is
largely about integration and adaptation. Its
concern is to ensure that: (1) human resources
(HR) management is fully integrated with the
strategy and the strategic needs of the firm;
(2) HR policies cohere both across policy areasand across hierarchies; and (3) HR practicesare adjusted, accepted, and used by line managersand employees as part of their everydaywork.
Together, these viewpoints suggest thatstrategic HR management has many differentcomponents, including policies, culture, values,and practices. The various statementsalso imply what strategic human resources
management does, i.e., it links, it integrates,and it coheres across levels in organizations.Implidtly or explicitly, its purpose is to moreeffectively utilize human resources vis-a-visthe strategic needs of the organization.
The author wishes to thank Bill Reffett, Bill Maki, Horace Parker, Peter Wickens, John Fulkerson, JohnSiocum, Susan Jackson, and Elmer Burackfor sharing their insights and experiences.
WhUe aU of this helps us identify the generalpurview of the subject, it does not providea framework for melding together theseparate components as defined by the practitionersand academics. The purpose of thisarticle is to provide a model for just such anintegration, forming a basis for fiarther researchas weU as more effective practice.
THE 5-P MODEL
The 5-P Model of strategic human resources
management, shown in Exhibit 1, melds various
HR activities with strategic needs. Viewed thisway, many activities witliin the five "Vs" (HR
Philosophy, PoHdes, Programs, Practices, and
Processes) can be strategic. Thus, categorizingthese activities as strategic or not depends uponwhether they are systematically linked to the strategicneeds of the business, not on whether they are
done in the long teim rather than short term orwhether they focus on senior managers ratherthan nonmanagerial employees.One benefit of the 5-P Model is that itshows the interrelatedness of activities that
are often treated separately in the literature.This separate focus, perhaps necessary for researchpurposes, tends to understate the complexityof how HR activities influence individualand group behavior. Thus, by usingthe 5-P Model, we may gain greater understandingof this com
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