一邊是設備的管理=>工業工程與生產管理
一邊是人的管理=>人力資源管理
站在HR學術巨人的肩膀上，看看如何Framing (這抽象的)人力資源管理
The
Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development
Author(s): David P. Lepak and Scott A.
Snell
Source: The Academy of Management
基礎核心問題：
企業如何兼顧效率與彈性？
文章三個重要的基礎理論觀點
transaction cost economics =>make-or-buy(自己招募培養或外包)
自己招募培養(make)、內部化
好處：增加穩定性，協調與控制性好
壞處：官僚成本，限制了組織因應外部環境變化的能力
外包(buy)的、外部化
好處：彈性、降低控制成本、資源能耐的多樣性
壞處：短多長空，組織沒有發展與累積長期的人力資本
human capital theory,
將來可以帶來回收的員工技能，保護這些技能不會投靠競爭對手
傳統的人資觀念
Employee skills can be classified as core
or peripheral assets （區分核心與非核心的技能，這是正確還是誤謬的觀念！？）
Value as the
ratio of strategic benefits to customers derived from skills relative to the
costs incurred（所謂的value其實是因時因地而有所差異）employees can add value if they can help firms offer lower costs
or provide increased benefits
to customers.(非常經濟的觀點…)
Practices as team-based production and unique
operational procedures that lead to enhanced social complexity, causal
ambiguity, and the development of tacit knowledge will enhance the uniqueness
of a firm's human capital.
resource-based view of the firm,
不可見的核心能耐那些有價值、稀少、難以模仿、無法轉移的東東才能叫resource!（真是個弔詭的定義！）
這些所謂human capital & resource對於企業營收與競爭力的影響與貢獻，其實是 indirect 而非direct!
用Value 交易成本的觀點(strategic benefit exceeds the managerial and bureaucratic costs associated
with their development and deployment.具備創造客戶利益價值)與Uniqueness 人力資源與RBV的觀點(firm-specific) 來歸納組織人力資源發展策略的原則
實際上的運作是動態
這篇文章美的地方：
結合了交易成本, human capital與RBV，用Value與Uniqueness來說明人力資源策略的一般性定位與區分
不夠充足的批判
所謂的Value與Uniqueness沒有給出判斷依據，只能意會不能言傳
所謂的動態變化(Fig 3) 其實是見人見智
Understanding
human resource management in the context of organizations and their environments
Annu. Rev.
Psychol. 1995.46:237-64
Susan E. Jackson; Randall S. Schuler
HRM cover 的幾個理論
General System Theory(投入產出，刺激與反應，個體微觀)Skills and abilities（input）=>employee
behaviors（throughput）=>employee satisfaction and performance（output）
HRM subsystem functions to acquire,
utilize, retain, and displace competencies.
Role Behavior Perspective（角色扮演、組織期待）
This perspective shifts the focus from
individuals to social systems characterized by multiple roles, multiple role
senders, and multiple role evaluators.
role behaviors as "the recurring
actions of an individual, appropriately interrelated with the repetitive
activities of others so as to yield a predictable outcome."
Role theory recognizes that the behavioral
expectations of all role partners can influence the behavior of organizational
members.
A role theory perspective assumes
individuals respond to normative pressures as they seek approval for their
performance in socially defined roles.
Institutional Theory(制度型塑組織)
institutional theory views organizations as
social entities that seek approval for their performances in socially
constructed environments.
Pressures emanating from the internal and
external environments. Internally, institutionalization arises out of
formalized structures and processes, as well as informal or emergent group and
organization processes. Forces in the external environment include those
related to the state (e.g. laws and regulations), the professions (e.g.
licensure and certification), and other organizations.
重要涵義
A. Institutionalized activities are
resistant to change=> HRM activities have deep historical roots in the
organization, so they cannot be understood completely without analyzing the
organization's past.組織的慣性與不易改變
B. organizations in institutionalized environments
are pressured to become similar=> HRM activities may be adopted by an
organization simply because other organizations have done so.(模仿別人是低風險的作法)
Resource Dependence
Theory（利益交換與依賴）
resource dependence theory focuses on the
relationship between an organization and its constituencies. However, resource
dependence theory emphasizes resource exchanges as the central feature of these
relationships, rather than concerns about social acceptability and legitimacy. Groups
and organizations gain power over each other by controlling valued resources.(藏私尋租？！)
對於公家單位而言，適用Institutional theory and resource dependence theory, where
efficiency may not be among the most important goals.
In contrast, the theories we discuss next-human capital theory, transaction costs theory, agency theory, and resource-based theory-were developed in the context of understanding business enterprises, for which issues of efficiency are presumed to be central.
In contrast, the theories we discuss next-human capital theory, transaction costs theory, agency theory, and resource-based theory-were developed in the context of understanding business enterprises, for which issues of efficiency are presumed to be central.
Human Capital Theory
human capital refers to the productive
capabilities of people (Becker 1964). Skills, experience, and knowledge have
economic value to organizations because they enable it to be productive and
adaptable; thus, people constitute the organization's human capital. Like other
assets, human capital has value in the market place, but unlike other assets,
the potential value of human capital can be fully realized only with the
cooperation of the person.
Human Capital的取得可以經由make or buy
In human capital theory, contextual factors
such as market conditions, unions, business strategies, and technology are
important because they can affect the costs associated with alternative approaches
to using HRM to increase the value of the organization's human capital and the
value of the anticipated returns, such as productivity gains.
Transaction Costs Theory
Agency Theory
Agency theory focuses attention on the
contracts between a party (i.e. the principal) who delegates work to another.
Efficient contracts align the goals of
principals and agents at the lowest possible cost. Costs can arise from providing
incentives and obtaining information (e.g. about the agent's behavior and/or
the agent's performance outcomes).
RBV
讓人眼界大開的一張架構圖=HR研究定位圖
這篇文章的賣點：
完整地回顧各相關理論，結合實證理論，把HR研究彙整成以上地圖
Modes
of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational
Performance Predictions
Author(s): John E. Delery and D. Harold
Doty
Source: The Academy of Management
這篇是很勁爆的實證研究
Universalistic
Perspective
the relationship between a given
independent variable and a dependent variable is universal across the population
of organizations.
解釋公司財務績效DV的人資實務IV包含以下幾項(從人資角度的構面)
1. internal career opportunities(升遷機會)
2. training systems(訓練培育)
3. Behavior-based appraisals(行為評估)
4. profit-sharing plans(利潤分享)
5. employment security(保障與信任)
6. formal grievance systems and
participation in decision making(員工參與)
7. the degree to which jobs are tightly or
narrowly defined(工作的發揮空間)
Hypothesis 1:
There
will be a positive relationship between financial performance and (a) the use
of internal career ladders, (b) formal training systems, (c) results-oriented appraisal,
(d) performance-based compensation, (e) employment security, (f) employee
voice, and (g) broadly defined jobs
Contingency Perspective
Contingency theories posit that the
relationship between the relevant independent variable and the dependent
variable will be different for different levels of the critical contingency
variable.
Hypothesis 2:
The
relationship between human resource practices and financial performance will be
contingent on an organization's strategy.
Configurational
Perspective
First, configurational theories draw on the
holistic principle of inquiry to identify configurations, or unique patterns of
factors, that are posited to be maximally effective.(人力資源的配置與組合是一種非線性的縱效)
Second, configurational theories
incorporate the assumption of equifinality by positing that multiple unique
configurations of the relevant factors can result in maximal performance.
Third, these configurations are assumed to
be ideal types that are theoretical constructs rather than empirically
observable phenomena.
The
greater the similarity to the ideal-type employment system that is most similar
to an organization's employment system, the higher the financial performance.
Hypothesis 4:
An
employment system's similarity to the one ideal-type employment system that is
appropriate for an organization's strategy will be positively related to
financial performance.
Sample
and Measurement
Conducted in a single industry to control
for between-industry differences. The banking industry was selected for several
reasons
We selected an initial stratified random
sample of 1,050 banks using the following procedure. First, the total
population of banks was stratified into three assets categories: assets greater
than $25 million and less than or equal to $100 million, assets greater than
$100 million and less than or equal to $300 million, and assets greater than
$300 million.
HR practices measures.
Seven different HR practices were
conceptualized and measured. (The Appendix presents the questionnaire items
associated with all measures.) Internal career opportunities referred to the
extent to which a bank had an internal career ladder or internal career
opportunities and was measured as the mean of four 7-point Likert-type items.
這篇也很兇狠地刑求資料…
Toward
a Unifying Framework for Exploring Fit and Flexibility in Strategic Human
Resource Management
Author(s): Patrick M. Wright and Scott A.
Snell
Source: The Academy of Management
Fit and Flexibility是SHRM的大哉問，這篇文章提出架構來大整合與統一
Nadler and Tushman define congruence or fit
as "the degree to which the needs, demands, goals, objectives and/or
structure of one component are consistent with the needs, demands, goals,
objectives, and/or structure of another component" (1980:40). Inherent in
most treatments of fit is the premise that organizations are more efficient and/or
effective when they achieve fit relative to when a lack of fit exists.
Sanchez defines flexibility as "a firm's
abilities to respond to various demands from dynamic competitive
environments" Flexibility provides organizations with the ability to modify current practices in response
to non-transient changes in the environment. Weick (1979) argues that
flexibility requires firms to detect changes in the environment and to retain a
sufficient pool of novel actions so that these changes can be accommodated.
Internal Fit, External Flexibility
在實務界打滾、擔心每季營運目標是否達標的大老粗老闆能夠理解與認知這些抽象的概念？
沒有留言:
張貼留言