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Strategic Human
Resource
Management
Chapter Outline
22
23
24
25
Universalistic approach
Best-fit perspective
Configurational approach
Resource-based model
26
27
Transforming HR Structure
Centralized Centers of
Expertise
Central Administrative
Service Units
28
29
210
211
Staffing
Appraising
Compensating
Training and Development
Employee Influence
Work Systems
212
Coordination Flexibility
The extent to which the organization has
decision making and other systems that
allow it to move resources from one use to
another
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213
Developing Partnership
Learn about the firms business
Respond to and be aware of the firms needs
and direction
Shift away from traditional HRM functions
Move toward supportive, collaborative
relationships with line managers
Demonstrate how HR is critical to business
success
Copyright Houghton Mifflin Company. All rights reserved.
214
Measuring HRM
Inward HR Function Measures
Operational measures
Service quality measures
215
HR Balanced Scorecard
Financial
Customer
Internal operational
Strategic & organizational learning
216
217
Review
218