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 论文编号：
lw200802211742172981 |
| 论文属性：
Courswork |
| 论文语言：English |
| 论文国家：Australia |
| 登出日期： 2008-02-21 |
| 字数： 3870 |
| 源程序：
无 |
| 价格：
150 |
| 参考相关附件： |
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| 论文大纲，目录 |
| 关键词搜索： |
INTRODUCTION
Strategic human resource management (SHRM) deals with the interaction between strategy and human resources (HR) in which HRM is strategic to business success (Boxall & Purcell, 2002). SHRM approach includes an investment toward human resources, HR strategy formulation and implementation, HR planning, and HR evaluation. Thus, this paper aims to examine the HR strategy formulation, implementation and change against SHRM theory by using Cisco as a case study. The paper begins by discussing Cisco's background, its strategy and business purposes. The paper then explores Cisco’s current and future business challenges and analyses Cisco’s key changes in HR strategies by presenting recommendations for its future HR strategies. The paper concludes by discussing HR planning considerations and draws a conclusion that an understanding of SHRM is essential in integrating Cisco complex business goals with its HR planning in achieving the sustainability of competitive advantage.
CISCO BACKGROUND, STRATEGY AND BUSINESS PURPOSES
CISCO’S CURRENT AND FUTURE CHALLENGES
Internal Organizational Factors
External Environmental Factors
Future Challenge for Cisco
ANALYSIS OF CISCO’S KEY CHANGES IN HR STRATEGIES
KEY HR PLANNING CONSIDERATIONS
Retention
Regarding to the retention strategy, two major issues will be discussed.
Age segmentation and employee needs
Feedback mechanism and employee satisfaction
Training
Key considerations in training are as英语论文网 【http://www.51lunwen.org】 follows:
Training methods and formats
Employee development and career paths
Cost reduction
Desired short-term and long-term outcomes
DISCUSSION
Aging workforce
Development of internal human capital in innovation
Human approach in acquisition
HR strategy implementation
CONCLUSION
Literatures reveal that strategy is emergent (Mintzberg & Waters, 1985), frequently unexpected (Hamel & Prahalad, 1994) and constantly changing (Pettigrew, 1985; Hamel, 1996). Therefore, the challenge in formulating Cisco HR strategy depending on these dynamic processes before an ideal solution can be developed. For Cisco, understanding of product innovation and intellectual capital strengthen the chance that it will add competitively major improvement and thus sustain its advantage, despite innovation by rivals. The alignment of both strategies is becoming a key challenge in terms of Cisco HR strategy and planning. Overall, an understanding of SHRM is essential in integrating Cisco complex business goals with its HR planning in achieving the sustainability of competitive advantage.
REFERENCES
Albert, M. & Picq, T. (2004), “Knowledge-based organizations: perspectives from San Francisco Bay area companies”, European Journal of Innovation Management, Vol. 7, No. 3, pp. 169-177.
Anonymous (2003), “Cisco keeps learning on the agenda: preparing for the upturn through employee development”, Development and Learning in Organizations, Vol. 17, No. 3, pp. 19-
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