Strategic Human Resource Management

746 Pages·2003·3.37 MB·English

by  Ryan Graham

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Taken from:

Strategic Human Resource Management, Second Edition
by Charles R. Greer

Copyright © 2001, 1995 by Prentice-Hall, Inc.
A Pearson Education Company
Upper Saddle River, New Jersey 07458

Compilation Copyright © 2003 by Pearson Custom Publishing
All rights reserved.

This copyright covers material written expressly for this volume
by the editor/s as well as the compilation itself. It does not
cover the individual selections herein that first appeared
elsewhere.
ii
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Table of Contents

SECTION ONE.................................................................1
An Investment Perspective and Human Resources....2
(cid:132) HUMAN RESOURCE INVESTMENT CONSIDERATIONS...6
(cid:132) INVESTMENTS IN TRAINING AND DEVELOPMENT .....14
(cid:132) INVESTMENT PRACTICES FOR IMPROVED
RETENTION ............................................................32
(cid:132) INVESTMENTS IN JOB-SECURE WORKFORCES ..........42
(cid:132) ETHICAL IMPLICATIONS OF EMPLOYMENT
PRACTICES.............................................................56
(cid:132) NONTRADITIONAL INVESTMENT APPROACHES.........58
(cid:132) SUMMARY...............................................................67
(cid:132) NOTES....................................................................74
STRATEGIC HUMAN RESOURCE MANAGEMENT
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SECTION TWO ..............................................................93
The Human Resource Environment...........................94
(cid:132) TECHNOLOGY AND ORGANIZATIONAL
STRUCTURE............................................................96
(cid:132) WORKER VALUES AND ATTITUDINAL TRENDS ........ 109
(cid:132) MANAGEMENT TRENDS ......................................... 116
(cid:132) DEMOGRAPHIC TRENDS ........................................ 143
(cid:132) TRENDS IN THE UTILIZATION OF HUMAN
RESOURCES.......................................................... 153
(cid:132) INTERNATIONAL DEVELOPMENTS.......................... 163
(cid:132) SUMMARY............................................................. 169
(cid:132) NOTES.................................................................. 178
Strategy Formulation..............................................202
(cid:132) IMPORTANCE OF HUMAN RESOURCES TO
STRATEGY............................................................ 203
(cid:132) THEORETICAL FOUNDATIONS................................ 206
(cid:132) INTERNATIONAL STRATEGY .................................. 219
(cid:132) HUMAN RESOURCE CONTRIBUTIONS TO
STRATEGY............................................................ 232
(cid:132) STRATEGY-DRIVEN ROLE BEHAVIORS AND
PRACTICES........................................................... 237
(cid:132) STRATEGIC HUMAN RESOURCE ACTIVITY
TYPOLOGY............................................................ 239
(cid:132) CLASSIFYING HUMAN RESOURCE TYPES................. 245
(cid:132) NETWORK ORGANIZATIONS AND STRATEGY.......... 252
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STRATEGIC HUMAN RESOURCE MANAGEMENT
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(cid:132) ORGANIZATIONAL LEARNING ................................ 254
(cid:132) INTEGRATION OF STRATEGY AND HUMAN
RESOURCE PLANNING ........................................... 257
(cid:132) THE HUMAN RESOURCE MANAGER AND
STRATEGIC PLANNING .......................................... 268
(cid:132) SUMMARY............................................................. 272
(cid:132) NOTES.................................................................. 281
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STRATEGIC HUMAN RESOURCE MANAGEMENT
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SECTION THREE .........................................................299
Human Resource Planning......................................300
(cid:132) THE STRATEGIC ROLE OF HUMAN RESOURCE
PLANNING ............................................................ 301
(cid:132) OVERVIEW OF HUMAN RESOURCE PLANNING......... 307
(cid:132) MANAGERIAL ISSUES IN PLANNING........................ 314
(cid:132) SELECTING FORECASTING TECHNIQUES ................ 319
(cid:132) FORECASTING THE SUPPLY OF HUMAN
RESOURCES.......................................................... 326
(cid:132) FORECASTING THE DEMAND FOR HUMAN
RESOURCES.......................................................... 348
(cid:132) SUMMARY............................................................. 363
(cid:132) NOTES.................................................................. 370
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STRATEGIC HUMAN RESOURCE MANAGEMENT
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SECTION FOUR...........................................................384
Strategy Implementation: Workforce
Utilization and Employment Practices ....................385
(cid:132) EFFICIENT UTILIZATION OF HUMAN RESOURCES ... 386
(cid:132) DEALING WITH EMPLOYEE SHORTAGES................. 397
(cid:132) SELECTION OF EMPLOYEES ................................... 406
(cid:132) DEALING WITH EMPLOYEE SURPLUSES.................. 416
(cid:132) SPECIAL IMPLEMENTATION CHALLENGES............... 440
(cid:132) SUMMARY............................................................. 446
(cid:132) NOTES.................................................................. 451
Strategy Implementation: Reward and Development
Systems...................................................................452
(cid:132) STRATEGICALLY ORIENTED PERFORMANCE
MEASUREMENT SYSTEMS ...................................... 467
(cid:132) STRATEGICALLY ORIENTED COMPENSATION
SYSTEMS.............................................................. 480
(cid:132) EMPLOYEE DEVELOPMENT..................................... 499
(cid:132) SUMMARY............................................................. 525
(cid:132) NOTES.................................................................. 535
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STRATEGIC HUMAN RESOURCE MANAGEMENT
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SECTION FIVE ............................................................548
The Performance Impact of Human Resource
Practices..................................................................549
(cid:132) INDIVIDUAL HIGH-PERFORMANCE PRACTICES........ 551
(cid:132) LIMITATIONS OF INDIVIDUAL PRACTICES.............. 607
(cid:132) EVOLUTION OF PRACTICES ................................... 608
(cid:132) SYSTEMS OF HIGH-PERFORMANCE HUMAN
RESOURCE PRACTICES.......................................... 609
(cid:132) INDIVIDUAL BEST PRACTICES VS. SYSTEMS OF
PRACTICES........................................................... 614
(cid:132) UNIVERSAL PRACTICES VS. CONTINGENCY
PERSPECTIVES...................................................... 616
(cid:132) EMPIRICAL EVIDENCE: THE CASE FOR UNIVERSAL
BEST PRACTICES................................................... 618
(cid:132) EMPIRICAL EVIDENCE: THE CASE FOR THE
CONTINGENCY VIEW............................................. 622
(cid:132) SORTING THROUGH THE EVIDENCE....................... 627
(cid:132) SUMMARY............................................................. 631
(cid:132) NOTES.................................................................. 639
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