1. chapter 2 Strategic HRM

2. Case: GM attempt to survive (P.63) GM was facing the danger of bankruptcy High labor cost(benefit cost) Market share keeps shrinking Labor surplus

3. Chapter 2 strategic HRM What is Strategic Management? SM is a process for analyzing a company’s competitive situation, developing the company’s strategic goals, and devising a plan of action and allocation of resources (human, organizational, physical) that will Increase the likelihood of achieving those goals.(p67.) strategy: Decisions about competition Where to compete? how to compete? With what will we compete?

4. Chapter 2 strategic HRM What is Strategic HRM? A pattern of planned human resource deployments and activities intended to enable an organization to achieve its strategic goals.

5. Chapter 2 Components of SM process(p.67) Strategy formulation Strategy Implementation

6. Chapter 2 The process of strategy formulation(p68;73) goalsmission External Analysis Opportunities Threats Internal Analysis Strengths Weaknesses Strategic choice

7. Chapter 2 strategic HRM Role of HRM in strategy formulation(p.71) administrative linkage Strategic planning HRM function

8. Chapter 2 strategic HRM Role of HRM in strategy formulation one-way linkage Strategic planning HRM function

9. Chapter 2 strategic HRM Role of HRM in strategy formulation two-way linkage Strategic planning HRM function

10. Chapter 2 strategic HRM Role of HRM in strategy formulation integrative linkage HRM Function Strategic planning (strategic partner)

11. Chapter 2 Components of SM process Strategy formulation Strategy Implementation

12. Chapter 2 strategic HRM Strategy Implementation(p.76) Strategy plan Organizational structure Rewards system Performance Management Selection, training and development Human capability, Human behavior performance

13. Chapter 2 strategic HRM Strategic types(p.82) Michel.E.Porter : :

14. Michel.E.Porter 麦科尔 波特 Classics: Competitive Strategy Competitive Advantage

15. Chapter 2 strategic HRM Strategic types – generic strategies （ Michel.E.Porter ）  overall cost leadership strategy （ 成本领先战略）  differentiation strategy （差异化战略）

16. Chapter 2 strategic HRM Companies which adopt overall cost leadership strategy:

17. Airasia 亚洲航空 - 2008 年航空公司战略发展（财政类）大奖 ” 。 - 亚太地区航空公司 10 强

18. Incredibly low price! 统一机型 不设头等舱和公务舱，最大限度地扩大座位数量 不提供空中餐饮服务 从事短途运输或支线运输。 利用电话、传真、网络订票，降低代理成本 。 高效、快速的转场效率。 强化核心能力。 必须保持团队精神。

19. 天天平价 始终如一

21. Chapter 2 strategic HRM HRM systems for Strategic types overall cost leadership strategy Hrm style( example): specialized and individual-based job design, specialized training, quantity-oriented performance management system, performance- based reward system, etc.

22. Chapter 2 strategic HRM Strategic types – generic strategies （ Michel.E.Porter, p. 82 ）  overall cost leadership strategy （ 成本领先战略）  differentiation strategy （差异化战略） The companies attempt to create the impression that their products or services are different from those of other companies in the industry. Differentiation can come from:  brand image  technology  unique features  unique customer service

23. Unique and special brands:

24. Unique and special brands:

25. Chapter 2 strategic HRM HRM systems for Strategic types differentiation strategy Louis Vuitton （ 1 ）定价高昂 （ 2 ）品质卓越，为产品品质与工艺上追求完美，甚至不惜采用纯手工制作； （ 3 ）身世显赫，似乎唯有社会名流甚或皇家才可御用专享； （ 4 ）限量供应，不容错过，值得你绝版收藏； （ 5 ）精选渠道，只选择城市最核心的地块设立豪华门店，提供独特的购物体验； （ 6 ）小众传播，营造高端人群生活方式； （ 7 ）高额赞助，终日与高端体育或社交活动、高档杂志栏目为伍。 （ 8 ）引领时尚，始终站在时尚趋势的最前沿； （ 9 ）艺术气息，通常出自著名艺术大师、设计大师之手； （ 10 ）个性独特，不论设计师的更迭还是流行元素的变迁，她们都牢牢 坚持自己的个性，始终如一； （ 11 ）强调原产地，引出独一无二的品牌联想； （ 12 ） LOGO 神圣化，极力凸显凸现 LOGO 的象征意义。

26. Chapter 2 strategic HRM HRM systems for Strategic types overall cost leadership strategy Hrm style( example): specialized and individual-based job design, specialized training, quantity-oriented performance management system, performance- based reward system, etc. HRM style for differentiation strategy: broadly-defined jobs, recruiting from outside training and development focus on cooperation; the compensation system is geared toward external equity.---(p.83)

27. Chapter 2 strategic HRM Directional Strategies concentration strategy A strategy focusing on increasing market share, reducing cost, or creating and maintaining a market niche for products and services.

28. Chapter 2 strategic HRM Directional Strategies internal growth strategies A focus on new market and product development,innovation, and joint ventures. How does it affect HRM system?

29. Chapter 2 strategic HRM Directional Strategies external growth strategies mergers and acquisitions

30. Chapter 2 strategic HRM Directional Strategies downsizing

31. Why the organizations choose the strategy of downsizing? (p87) The effects of downsizing.(p87)

32. Framework of chapter 2 Strategy formulation Strategy Implementation Mission, goals,swot analysis, Strategy choice Four types of linkage HRM functions Directional strategies: Concentration; internal growth; Mergers and acquisition; downsizing Generic competitive strategies; Cost leadership. differentiation HRM system

33. 提示： 本章重点是理解 HRM 和战略管理的 整合关系， 即理解战略人力资源管理是什么？