... framework of strategichumanresource management. This
provides an introduction to HRM, the general concept of strategy and
the process of strategic HRM.
•
Part 2: Strategichumanresourcemanagement ... the
Strategy: concept and process
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21
3
Strategic human resource
management: concept and
process
The concept of strategichumanresourcemanagement (strategic HRM) and
the processes involved ... following
headings:
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strategic HRM defined;
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the meaning of strategic HRM;
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the aims of strategic HRM;
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approaches to strategic HRM;
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limitations to the concept of strategic HRM.
STRATEGIC HRM DEFINED
Strategic...
... executive.
“Well they [the executives] neither have the given authority nor
management skills. They might acquire the management skills if they were
delegated the authority, but [health state government] ... clearly,
however, despite the potential of an organizational community through ICTs,
participatory management and empowerment is not an inevitable component of
technology change. Results relating ... rule
and structure, and authority comes from the top down. And any attempts
to give individuals management authority are very rapidly squashed by
reversal of their decisions when they are not...
... reality is that when times get
tough, OD is considered an expendable luxury rather than a strategic tool.
Undefined Relationships
While the most common, persistent issues in IT projects are the very ... services that meet immediate or near-
term needs, and the boundaries of their current projects often define their
spheres of concern. The larger organizational picture is often missing. IT
professionals ... are
measured in lost opportunities, lost revenue, and lost jobs.
OD practitioners are seldom more strategic than IT professionals in their
orientation, but they do care about lost opportunities...
... project management approach as a
means to deliver value and increase the probability of success in IT
projects, roles and responsibilities in IT projects tend to be exceptionally
well defined. ... project management knowledge most
appropriate to a given situation and team. Rick Freedman (2000) warns about
the double-edged sword of methodologies and best practices: While having a
defined ... transfor-
mation to the manageable parameters of incremental implementation and
evaluation.
• The human element: The element of Burke’s model most associated
with the OD field and least associated...
... Academy of Management
Conference, Hammersmith, London, UK. September.
Hansen, M.T., &Deimler, M.S. (2001). Cutting costs while improving morale
with B2E management. MIT Sloan Management Review, ... Effects of
popular management techniques on corporate performance, reputation,
and CEO pay. Administrative Science Quarterly, 45, 523-556.
Walker, A.J. (Eds.). (2001). Web-based human resources. New ... April.
Brewster, C., & Hegewisch, A. (Eds.). (1994). Policy and practices in
European humanresource management. London: Routledge.
Cohen, W.M., & Levinthal, D.A. (1990). Absorptive capacity:...
... human resources,
knowledge management, and technology and e-learning. They also include in
their chapter an annotated compendium of key resources in each of these
areas, especially Internet resources. ... Brosche’s (2002) portal development
model.
Focusing on the development of human resources, Constant D. Beugré’s chap-
ter, HumanResource Portals and the Protean Career: A Three-Factor
Model, develops ... (individual attributes, characteristics of
the humanresource portals, and organizational factors) to describe the fac-
tors in the effective use of Web-based humanresource services. On the basis
of this...
... the production system — it is a holistic approach incorporating
technical, information, and humanresource considerations. In essence, an agile
production system implies a very fast and efficient ... Circles,
and TQM) have also been associated with this approach to HRM. These
programs emphasize process management, customer focus, organizational
learning, and self-managed teams (Wood, 1999). However, ... ‘clicks-and-
mortar’ hybrid organizations).
Wright and Dyer also identify a fourth derivative, enterprise resource planning
(ERP), however this focuses on developing an intranet for internal integration
within...
... namely strategic partner, change agent, administrative expert, and
employee champion. However, these roles are not independent of each other.
For example, both change agency and high-level strategic ... actors. Companies are thus being
counseled to rethink the strategic fundamentals of their business.
For example, it is argued that information defines existing supplier relationships
(Evans & ... analyzed, such as the goods or services offered, the
key business processes, the financial and human resources required, the
organizational structures, and the major systems and procedures. These...
... all-embracing
approach to the management of people in organisations.
1/4 Edinburgh Business School HumanResourceManagement
Human
Resource
Management
Tony Keenan is Professor of HumanResourceManagement at ... of HumanResourceManagement 1/1
1.1 What is HumanResource Management? 1/1
1.2 The Origins and Evolution of HRM 1/2
1.3 Philosophical and Theoretical Perspectives of HRM 1/5
1.4 HRM as a Strategic ... the optimal HRM strategy is unlikely to be
Human ResourceManagement Edinburgh Business School 2/5
Module 1 / The Origins and Nature of HumanResource Management
ment functions carried out in organisations...
... and practical knowledge
on the integration of handheld computer technology with strategic human
resource planning, management, and research theory into a working model that
may serve as a foundation ... challenges associated with the integration of handheld
computer technology into strategichumanresource planning, management, and
research.
We hope readers find what we present in this chapter ... Brosche’s (2002) portal development
model.
Focusing on the development of human resources, Constant D. Beugré’s chap-
ter, HumanResource Portals and the Protean Career: A Three-Factor
Model, develops...