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Strategic Human Resource Management: Enhancing and Prolonging Organization\'s Competitive Edge

作　者: ISRAEL CHOKO DAVIES（伊大伟）
导　师: Dai Shuyan（戴淑燕）
学　校: 南昌大学
专　业: Masters in Business Administration
关键词: Human resource management strategic human resource management competitive edge fit integration resource base view business strategy strategic business metrics
分类号: F272.92
类　型: 硕士论文
年　份: 2011年
下　载: 43次
引　用: 0次
阅　读: 论文下载

内容摘要

Most organizations down place a high focus on human capital management as a major component of competitive advantage. A primary reason for such is that these institutions still adopt the conventional HRM, the formal practices for managing people in organization, which essentially concerned itself with transactional and administrative support services; such as, hiring, firing, staffing, etc. In contemporary realistic world, such traditional HRM practices are quite insufficient to provide a competitive edge to institutions. In order for an organization to be successful in any market, it must create value for their clients. Making use of a new strategy, new technology or some other gimmick; this value can be created. However, to sustain this value and the competitive advantage it brings, organizations must develop and maintain an engaged, knowledgeable and creative workforce (Afiouni,2007). Additionally, globalization of companies and capital markets has changed the business landscape. The continuing removal of trade barriers and tariffs, the consequent globalization of markets, the volatility of consumer demands within existing markets, currency fluctuations, and political upheaval are by now familiar characteristics of an environment in flux. The capability of people to cope and manage within such an environment is a vital element in the success of any business and can not be over emphasized. To adequately respond in order to remain competitive, companies must manage their assets as effectively as possible—with specific reference to their human assets. It is against these backgrounds this report is provided, which considers a variety of models to adapt one’s overall HR strategy to the new realities of global competition and to also emphasize the need for managements to take a greater interest in the utilization of their organizations’ human resources in a bid to achieve competitive advantage.

全文目录

Declaration  4-5
Dedication  5-6
Abstract  6-7
Acknowledgements  7-10
List of Figures  10-11
Chapter 1 Introduction  11-22
  1.1 Background/Survey of previous work  11-14
  1.2 Statement of the Problem  14-15
  1.3 Purpose and Significance of the Study  15-18
    1.3.1 Purpose of the Study  15
    1.3.2 Significance of the Study  15-18
  1.4 Hypothesis  18
  1.5 Research Ideas and Methods  18
  1.6 Innovation  18-21
  1.7 Scope and Delimitation of the problem  21-22
Chapter 2 - Related Literature  22-44
  2.1 SHRM Theories and Models  22-23
  2.2 Historical Evolution of SHRM  23-29
    2.2.1 The Development Stages  23-24
    2.2.2 Evolution of the PM  24
    2.2.3 The Industrial revolution Era  24-25
    2.2.4 Trade Unionism Era  25
    2.2.5 Social Reform Era  25
    2.2.6 Scientific Management Era  25-26
    2.2.7 Industrial Psychology Era  26
    2.2.8 Human Relation Movement Era  26
    2.2.9 Behavioral Sciences Era  26-27
    2.2.10 Personnel Specialist Era  27
    2.2.11 Emergence of SHRM  27-29
  2.3 Conventional HRM versus SHRM  29-32
  2.4 Business Strategy fit/Integration  32-35
  2.5 The Resource Base View of the Firm  35-37
  2.6 Demanding Roles of SHRM professionals  37-39
  2.7 Strategic Skill Development and Competencies Required  39-41
  2.8 Measuring HR's Contribution:Strategy, Metrics, And the Scorecard  41-44
    2.8.1 An Emphasis on Performance  42-43
    2.8.2 Metrics  43-44
Chapter 3 - Empirical Research Evidence  44-48
  3.1 Strategic HRM Practices of High Performance Organizations  45-48
Chapter 4 - Case Study  48-51
  4.1 Resource Based View Case Study  48-51
    4.1.1 Profile and Introduction  48
    4.1.2 What Set In?  48-49
    4.1.3 Case Analysis  49-50
    4.1.4 Findings and Summary  50-51
Chapter 5 Conclusion and Recommendations  51-53
APPENDICES  53-60

Strategic Human Resource Management: Enhancing and Prolonging Organization\'s Competitive Edge

内容摘要

全文目录

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