Strategy and Human Resource ManagementFirst,there is the accommodative type.Here,HR strategies simply follow organisational strategies,accommodating the staffing needs of already chosen business strategies.So strategic in this sense is for HRM to fol

Strategy and Human Resource ManagementFirst,there is the accommodative type.Here,HR strategies simply follow organisational strategies,accommodating the staffing needs of already chosen business strategies.So strategic in this sense is for HRM to fol
Strategy and Human Resource Management
First,there is the accommodative type.Here,HR strategies simply follow organisational strategies,accommodating the staffing needs of already chosen business strategies.So strategic in this sense is for HRM to follow the organisation’s business strategy.
Second,there is the interactive type.It is characterized as a two way communication process between HRM and corporate planning in which HRM contributes to,and then reacts to,overall strategies.For this type,strategic HRM asserts that HRM is an active contributor to strategy development and execution.
Third,there is a type known as fully integrated.For this type the HR specialist is intimately involved in the overall strategic process in both formal and informal interactions,a real reflection of strategic human resource management in practice (Nankervis et al,p.37).The degree of involvement will extend to HRM being fully represented at the senior management group level and HR personnel actively participating in strategic decisions and it might even involve an HRM appointment to the Board of Directors.
The empirical evidence of strategic HRM within the private sector is quite limited and almost non-existent in the public sector.Some research,although by no means exhaustive nor conclusive,has been conducted into the application of SHRM theory to organisational HR practice in the United States,the United Kingdom,Europe and,more recently,in Australia,New Zealand and Asia.Most studies have been relatively small and,arguably,unrepresentative of industry as a whole in these regions.Martell and Caroll (1995),among others,have researched SHRM in the United States; Purcell (2002,2004),Storey (1995),Legge (1995) in the United Kingdom,Australia and Asia have conducted surveys to determine whether organisations have actually converted the ‘rhetoric’ of SHRM into operational practice.
However,they also concluded that,while considered important,HRM was not seen as important as other business functions,e.g.marketing and finance,in its contribution to overall organisational success.Two recent Australian and international studies suggest that the link between SHRM theory and practice is still somewhat tenuous.Tebbel (2000) and Kramar (2000) conclude that,while advances have been made toward the alignment of HR and business plans and the alignment of all HRM processes and integration of HRM within organisations,HR managers still have to demonstrate their credibility and the contribution they can make to the business.
Many authors question the underlying philosophies and practical applications of HRM models.Similar concerns are raised about SHRM.

Strategy and Human Resource ManagementFirst,there is the accommodative type.Here,HR strategies simply follow organisational strategies,accommodating the staffing needs of already chosen business strategies.So strategic in this sense is for HRM to fol
首先,是宽松型.在这里,人力资源策略,只需按照组织战略,容纳的人员需求已经选择商业策略.所以战略,在这个意义上讲,是为人力资源部经理遵循该组织的业务策略.
第二,是一种互动式的.它的特点是作为一个双向沟通的过程,人力资源管理及企业策划,其中人力资源部经理贡献,然后再作出反应,整体战略.对于这种类型的,战略性人力资源部经理声称,人力资源部经理,是一个积极的贡献者,以战略的发展和执行.
第三,有一类称为完全一体化.这种类型的人力资源专家紧密地参与整体战略进程中的正式和非正式的互动,真正体现了战略性人力资源管理的实践（ nankervis等人,第37页） .参与程度将延伸到人力资源没有得到充分的代表出席了高级管理小组的水平和HR人员积极参与战略决策,它甚至有可能牵涉到一个人力资源部经理被任命为董事会董事.
实证的战略人力资源管理与私营部门相当有限,而且几乎不存在,在公共部门.一些研究,虽然完整无缺,也没有定论,已经进行到应用shrm理论到组织人力资源的做法,在美国,英国,欧洲,以及最近在澳大利亚,新西兰和亚洲.大多数研究已相对较小,可以说是的,没有代表性的行业作为一个整体,在这些地区.martell和卡罗尔（ 1995 ） ,其中,有研究shrm设在美国,裴熙亮（ 2002年,2004年） ,楼高（ 1995 ） ,理雅各（ 1995 ） ,在美国,英国,澳大利亚和亚洲进行过调查,以确定是否团体其实改装的'修辞'的shrm纳入业务实践.
然而,他们还得出结论,而认为是重要的是,人力资源不会被视为重要的业务功能,如：营销和融资等,在其贡献的整体组织架构的成功.最近两次澳大利亚和国际研究表明之间的联系shrm理论和实践还是有点牵强.tebbel （ 2000年）和克劳马尔（ 2000 ）的结论是,虽然取得了进展,对选线的HR和业务计划,并调整所有的人力资源管理流程和整合的人力资源管理与组织,人力资源的管理,还是要证明自己的信誉和贡献他们可以向营业.
许多作者的问题,背后的理念和实际应用的人力资源管理模式.类似的关注,提出了关于shrm .

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