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论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2015-06-26编辑:felicia点击率:13486
论文字数:4838论文编号:org201506242028415567语种:英语 English地区:澳大利亚价格:免费论文
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摘要:这是一篇澳洲留学thesis论文范文,简要论述了企业发展过程中的注意事项,特别是人力资源管理方面需要极为关注的问题。
3.3.3 Configurational Model
Contingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents 'non-linear synergistic effects and higher order interaction' to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchington and Wilkinson, 2002).
3.3.4 Advantages of Best-fit model
* Analyses the influence of external environmental factors on organisation and its HR practises.
* Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996).
* Matches HR system with strategic management processes (Schuler and Jackson, 1999).
3.3.5 Disadvantages of the Best-fit model
* Ignores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49).
* Ignores employee interests.
* Simplicity of classical approach in describing competitive strategies.
* Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187).
3.4 Harvard Model
The 'soft' approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components: situational factors, stakeholders' interest, HRM policy choices, HR outcomes, long term consequences and a feedback loop through which outputs flow directly into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central role in management (Storey and Sisson, 1993).
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