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Human resources activities can be the unifying force in helping an organization 代写留学生论文master strategic change. Here is a model for forging the links between business needs and HR practices.

Strategic Human Resources Management:
Linking the People with the Strategic Needs of the Business

Here really shouldn't be any mystery about the word strategic in the phrase strategic human resources management.

According to Horace Parker, director of strategic education at the Forest Products Company, a 17,000-person division of Weyerhaeuser in Seattle, Washington, strategic hub-man resources management is about "getting the strategy of the business implemented effectively." For Big Refit, senior vice president of personnel at the Grand Union, a 20,000-per-son supermarket operation on the East Coast, strategic human resources management means "getting everybody from the top of the human organization to the bottom doing things that make the business successful."

The viewpoints of the academics, al-though stated in slightly different terms, echo the same themes. A composite definition from this source might include the following: Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources(HR) management is fully integrated with the strategy and the strategic needs of the firm;(2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line man-agers and employees as part of their everyday work.

Together, these viewpoints suggest that strategic HR management has many different components, including policies, culture, values, and practices. The various statements also imply what strategic human resources management does, i.e., it links, it integrates, and it coheres across levels in organizations.Implidtly or explicitly, its purpose is to more effectively utilize human resources vies-a-virtue strategic needs of the organization.

WhUe aU of this helps us identify the gen- eral purview of the subject, it does not pro-vide a framework for melding together the separate components as defined by the prac-titioners and academics. The purpose of this article is to provide a model for just such an integration, forming a basis for fiarther re-search as weU as more effective practice.

THE 5-P MODEL
The 5-P Model of strategic human resourcesmanagement, shown in Exhibit 1, melds variousHR activities with strategic needs. Viewed thisway, many activities witliin the five "Vs" (HRPhilosophy, PoHdes, Programs, Practices, andProcesses) can be strategic. Thus, categorizingthese activities as strategic or not depends uponwhether they are systematically linked to the strate-gic needs of the business, not on whether they aredone in the long teim rather than short term orwhether they focus on senior managers ratherthan nonmanagerial employees.

One benefit of the 5-P Model is that itshows the interrelatedness of activities thatare often treated separately in the literature.This separate focus, perhaps necessary for re-search purposes, tends to understate the com-plexity of how HR activities influence indi-vidual and group behavior. Thus, by usingthe 5-P Model, we may gain greater under-standing of this complex interaction. Anotherbenefit of the 5-P Model is that it highlightsjust how significant the strategy-activity linkcan be, as the case liistories included in this ar-本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。