3. 3
An Introduction to the Organisation, its Environment and Human Resource Management
组织，环境与人力资源管理概论
Strategic Approaches
战略方针
Strategic Human Resource Management: Concepts, Practices and Trends
战略性人力资源管理：概念，实践和趋势
HRM: The Added Value Debate
人力资源管理：增值辩论
学科大纲
Subject overview
Part 1: The Organisation, The Organisational Context and Strategy
第1部分：组织，组织环境和战略
4. 4
Recruitment and Selection
招聘与选拔
Flexible Working
灵活的工作
Reward Strategy and Managing Performance
奖励策略与绩效管理
Managing the Employment Relationship
管理雇佣关系
学科大纲
Subject overview
Part 2: The Functional Aspects of HR
第2部分：人力资源的功能方面
5. 5
Equality and Diversity in the Workplace
工作场所的平等与多样性
Developing Employees and Managers
培养员工和经理
学科大纲
Subject overview
6. 6
Organisational Culture
组织文化
Managing in a Global Context
在全球范围内进行管理
The Future of HR
人力资源的未来
学科大纲
Subject overview
Part 3: SHRM and the ‘Bigger Picture’
第3部分：战略性人力资源管理和“更大图像”
7. 7
评核准则
Assessment Criterion
Learning Outcome Assessment Criterion
1. Understand the role of management of human
resources.
1.1 Critically justify the importance of human resource management
in organisations.
1.2 Assess the role and purpose of the strategic human resource
management function and activities in an organisation.
1.3 Evaluate how human resource management is related to other
functional areas.
2. Be able to create a human resource plan for an
organisation.
2.1 Assess the business factors to consider before human resource
planning.
2.2 Determine human resource requirements in different
organisational contexts.
2.3 Develop a human resource plan for an organisation.
3. Understand the role of legal and ethical issues in
developing human resources policy.
3.1 Explain the purpose of human resource policy.
3.2 Assess the impact of regulatory and legal requirements on human
resource policies in an organisation.
3.3 Assess the impact of business ethics, CSR, and sustainability
requirements on human resource policies for an organisation.
4. Be able to plan develop human resource
strategies.
4.1 Critically analyse the impact of an organisational strategy,
structure and culture on the management of human resources.
4.2 Develop a structured, relevant and comprehensive HR strategy.
4.3 Critically monitor the effectiveness of human resources
management.
8. 8
评核准则
Assessment Criterion
Learning Outcome Assessment Criterion
5. Understand HRM approaches within organisations
and their relationships with organisational
performance.
5.1 Critically evaluate the relationships between business strategy
and human resource management.
5.2 Explain the implementation and measurement of HR approaches
using relevant metrics
5.3 Monitor and evaluate a human resource strategy that supports
organisational mission, vision, values and objectives.
11. 11
Scenario
Based in central London the European Club was founded in 1900. The club is a non-profit making charity whose good works
for the last 100+ years include offering scholarships for gifted children from poorer countries the opportunities to study in the
UK. The Charity is governed by a Board of Trustees who also form part of the Board of Directors. The CEO sits on the Board of
Directors whilst the General Manager and Club Secretary report into the CEO. The vision and mission statement is
represented as “High quality hospitality at affordable prices.” A statement of values has been an agenda item for almost a
year but has not been actioned.
Revenue for the charity is derived from the operation of the central London clubhouse (situated in a fashionable street in
Mayfair London W1) containing a very ‘old fashioned’ and largely unused waiter service cocktail bar, The Fox and Hound and
50 seat restaurant, The Dining Rooms, 4 function rooms (no in-built meeting room equipment) and a number of bedrooms
(50) which it lets to club members for a highly subsidised amount of just £75 per night. Many of these rooms have not been
refurbished in quite a while.
作业简介
Assignment brief
12. 12
The building itself has a certain faded grandeur but is in need of some much needed planned and reactive renovation and
maintenance to furniture, fixtures and fittings. Some of the systems in the Club, including reservations and front office, are
still on Excel spreadsheet functions. A manual process is used for creating reservations for the bedrooms, restaurant and bar
and function rooms. There is however an online payment system used but there are three separate systems, one for each
department. Wifi is available throughout the Club.
Many of the staff have been there for many years and the way things operate have not changed much for a long time. Whilst
familiar and comfortable with the current ways of doing things, the staff often moan about the amount of time it takes and
the inefficiency of the systems in place. There is a very defined hierarchy and staffing structure in the departments. The
organisational chart below details the restaurant, bar and event management departments.
作业简介
Assignment brief
14. 14
Staff are not encouraged to make decisions without reference to the head of department nor are they encouraged to put
forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down and staff
opinions are rarely sought.
Morale, as measured by a small yearly staff survey, appears low, and many of the younger staff leave after just a couple of
months citing lack of opportunities and poor training as a cause. The survey also shows that staff are not happy with their
manager and feel that they do not get praised or rewarded when they do a good job.
The previous CEO had been with the charity for some 30 years and very much left the management of the club to the General
Manager, who also retires later this year. The new CEO of the charity believes that there is a lot more that might be achieved,
and good works undertaken, if the operation itself makes more money to invest into the charitable works, and she firmly
believes that the organisation is underperforming and is inefficient.
作业简介
Assignment brief
15. 15
Membership of the club has been falling steadily over the past five years and now stands some 50% of its original
membership. A recent member survey shows significant complaints about the conditions of the facilities, especially the
restaurant and bar which the members use to entertain as well as the drop-in customer service as well as the general lack of
organisation.
The CEO has approached you and wants to employ your HR consultancy services to address the strategic HR issues around a
modernisation plan for the restaurant and bar facilities of the club. The modernisation and renovation programme will
include the following:
1. The refurbishment of The Fox and Hound Bar, the Dining Room and the function rooms
2. Training and development of all staff on the new processes connected to the Bar, Dining room and function rooms.
作业简介
Assignment brief
16. 16
The refurbishment has been given to an architectural firm that will employ its contactors and manage all the building work.
They have promised to work to the project deadlines. Naturally this will mean the members of the club paying more for the
services; however, this will bring the charges in line with similar institutions and facilities. The CEOs biggest concern is how to
undertake this project with the minimum of disruption to both members and staff. It is not an option to shut the club down
completely during the project. Business as usual, as much as possible, must be maintained.
作业简介
Assignment brief
23. 23
Task 1 of 3 – Presentation
(AC1.1, 1.2, 1.3, 2.1, 2.2)
Scenario:
The CEO has asked you to prepare a 15-minute
PowerPoint presentation for the Board of Directors
“selling” your consultancy services. You still need to
pitch for the contract since the two other board
members will be involved in the decision.
作业简介
Assignment brief
3项任务中的第1项 – 演示
（AC1.1, 1.2, 1.3, 2.1, 2.2 ）
情境 ：
CEO要求您为董事会“销售”顾问服务准备
15分钟的PowerPoint演示文稿。 您仍然
需要向合同推销，因为其他两名董事会成
员将参与决策。
24. 24
Prepare a presentation in which you should:
1. Explain the importance of Strategic Human Resource
Management (HRM) and how you could add value to
the Club. You should discuss how strategic HRM could
be linked with other departments.
2. Explain the strategic human resources services you
could provide to the Club and their purposes
3. Analyse the factors that the Club should consider
before embarking up the renovation and restructure.
4. Determine some preliminary HR requirements for the
organisation considering the new contract.
The Board is likely to ask questions - so be ready to answer
any questions that may arise.
作业简介
Assignment brief
准备一个演示文稿，您应该在其中：
1. 讲解战略人力资源管理（HRM）的重要性，
以及如何为俱乐部增加价值。 您应该讨论如
何将战略性HRM与其他部门联系起来。
2. 说明您可以向俱乐部提供的战略性人力资源
服务及其宗旨
3. 在进行装修和重组之前，分析俱乐部应考虑
的因素。
4. 确定考虑新合同的组织的一些初步人力资源
要求。
董事会可能会提出问题-因此请准备好回答可能
出现的任何问题。
25. 25
Delivery and submission:
• 1x PowerPoint Presentation Slides
Referencing:
• Each PowerPoint must reflect any supporting
Harvard style citations.
• A comprehensive Harvard style reference list must
be included at the end of the presentation
作业简介
Assignment brief
交付和提交：
• 1xPPT 1000个英文词
提述 / 参考：
• 每个PowerPoint必须反映任何支持的哈
佛风格引用。
• 演讲结束时必须提供全面的哈佛风格参
考列表
1000 words equivalent
27. 26
Task 2 of 3 – HR Plan and Memo (AC2.3, 3.1, 3.2 &
3.3)
Scenario:
You have been successful in securing the contract, and
you have a lot to do. The management priority is to
have a HR plan in place as soon as possible, but you
feel that a HR policy is equally important, if not more.
Therefore, you have decided to create the outline of
HR plan, but to include it together with a memo about
creating an HR policy.
作业简介
Assignment brief
3项任务中的第2项 – 人力资源计划和备忘
录（AC2.3、3.1、3.2和3.3）
情境：
您已经成功地获得了合同，您还有很多事
情要做。 管理的优先事项是尽快制定人力
资源计划，但是您认为人力资源政策同样
重要，甚至还更重要。 因此，您决定创建
人力资源计划大纲，但是将其与有关创建
人力资源策略的备忘录一起包括在内。
28. 27
You therefore need to prepare:
1. An outline of a human resource plan.
2. A memo concerning the importance of HR policy,
the memo should provide examples of regulatory,
legal and ethical concerns that should be covered
within the policy (living wage vs minimum wage,
maternity cover, Equality Act 2010, termination of
employment, etc.) which would be important to the
Club.
作业简介
Assignment brief
因此，您需要准备：
1. 人力资源计划大纲。
2. 关于人力资源政策重要性的备忘录，
该备忘录应提供政策中应涵盖的监管，
法律和道德问题的示例（生活工资与
最低工资，生育覆盖，2010年《平等
法》，终止雇用等），其中对俱乐部
很重要。
29. 28
Delivery and submission:
• 1x HR plan (circa 1000 words)
• 1x memo (circa 500 words)
Referencing:
• Each section must reflect any supporting Harvard
style citations.
• A comprehensive Harvard style reference list must
be included at the end of the work.
作业简介
Assignment brief
交付和提交：
• 1个HR计划（约1000个字）
• 1x备忘录（约500个字）
提述 / 参考：
• 每个PowerPoint必须反映任何支持的哈
佛风格引用。
• 演讲结束时必须提供全面的哈佛风格参
考列表
30. 29
Task 3 of 3 – Report (AC4.1, 4.2, 4.3, 5.1, 5.2 & 5.3)
Scenario:
Having done all of the preliminary work for the Club,
you should now write a report in which you should:
1. Examine the impact of different management and
leadership theories on organisational strategy and
structure.
2. Describe the impact of organisational strategies,
structures and culture on the management of HR.
作业简介
Assignment brief
3项任务中的第3项 – 报告（AC4.1、4.2、
4.3、5.1、5.2和5.3）
情境：
在完成了俱乐部的所有准备工作之后，您
现在应该编写一份报告，其中应：
1. 检查不同的管理和领导理论对组织战
略和结构的影响。
2. 描述组织战略，结构和文化对人力资
源管理的影响。
31. 30
3. Determine the effectiveness of the current Club
HRM, and critically discuss the link between
leadership & management and HRM.
4. Present an analysis of how the existing culture and
structure of the Club might impact on the success of
the Club project and the motivation of the staff.
5. Explain how you would develop, monitor and
evaluate a leadership strategy that supports the
development or revision of the Club’s organisational
mission, vision, values and objectives.
作业简介
Assignment brief
3. 确定当前俱乐部人力资源管理的有效
性，并认真讨论领导与管理与人力资
源管理之间的联系。
4. 对俱乐部的现有文化和结构可能如何
影响俱乐部项目的成功以及员工的积
极性进行分析。
5. 说明您如何制定，监督和评估领导战
略，以支持发展或修订俱乐部的组织
使命，愿景，价值观和目标。
32. 31
Delivery and submission:
• 1x Report (circa 2000 words)
Referencing:
• Each section must reflect any supporting Harvard
style citations.
• A comprehensive Harvard style reference list must
be included at the end of the work.
作业简介
Assignment brief
交付和提交：
• 1x报告（大约2000字）
提述 / 参考：
• 每个PowerPoint必须反映任何支持的哈
佛风格引用。
• 演讲结束时必须提供全面的哈佛风格参
考列表
33. 32
Evidence to be submitted:
• PowerPoint presentation (1000 words equivalent.)
• HR Plan – 1000 words.
• HR Memo – 500 words
• Report – 2000 words
作业简介
Assignment brief
交付和提交：
• PowerPoint演示文稿（相当于1000个
字。）
• 人力资源计划– 1000字。
• 人力资源备忘录– 500字
• 报告-2000字
34. 1
组织，环境与人力资源管理概论
An Introduction to the Organisation, its Environment and Human Resource Management
战略性人力资源管理 第一章
Strategic HRM Chapter 1
Soon Sie Chye
35. 2
• Explore the concept of an organisation
• Examine different organisational structures
• Examine the role of HRM
• Explore models of HRM
• Examine the relationship between strategy, structure
and culture
• Evaluate how organisations interact within their
environment
• Explore the links between HR and strategy
学习成果
Learning outcomes
• 探索组织的概念
• 查考不同的组织结构
• 查考人力资源管理HRM的作用
• 探索人力资源管理HRM的模型
• 查考战略，结构和文化之间的关系
• 评估组织如何在其环境中进行交互
• 探索人力资源与战略之间的联系
36. 3
• Explore the intricate links between organisational
structure, strategy and culture and how all these
three aspects influence, and are influenced by , the
HR function.
• Understanding such internal aspects is critical
before expanding through to consider the external
context.
• This chapter considers what an organisation is, and
how strategy, structure and culture fit together,
before considering the organisational environment.
• The role of HR are then considered in terms of both
the internal (intra-organisational) context and the
external (extra-organisational) context.
介绍
Introduction
• 探索组织结构，战略和文化之间的复杂联
系，以及这三个方面如何影响HR功能以及
如何受其影响。
• 在扩展考虑外部环境之前，了解这些内部
方面至关重要。
• 本章在考虑组织环境之前，先考虑组织是
什么，以及战略，结构和文化如何融合在
一起。
• 然后从内部（组织内部）环境和外部（组
织外部）环境来考虑人力资源的作用。
37. 4
• The immediate context for human resource
management is the organisation.
• Buchanan and Huczynski define an organisation as ‘a
social arrangement’ for achieving controlled
performance in pursuit of collective goals, and
highlight the pervasive influence of organisations on
our lives.
• Mullins outlines the common factors that
organisations share: ‘interactions and efforts of people
in order to achieve objectives channelled and co-
ordinated through structure directed and controlled
via management.
• 组织是人力资源管理的直接语境。
• 布坎南（Buchanan）和赫钦斯基
（Huczynski）将组织定义为“社会安
排”，以实现追求集体目标的可控绩效，
并强调组织对我们生活的普遍影响。
• Mullins概述了组织共享的共同因素：
“人们的互动和努力，以实现通过管理
层指导和控制的结构来引导和协调目标。
组织的语境
The context of organisation
38. 5
Reflective Activity
• Think of any large organisation that comes to mind,
and this may be from any country. What defines the
organisation? To what extent does the product, the
brand, the reputation or any other relevant factor(s)
define what the organisation is?
• Is this an organisation that you would like to work
for, and, if so, why?
反思活动
• 想想想到的任何大型组织，这可能来自
任何国家。 什么定义了组织？ 产品，
品牌，声誉或任何其他相关因素在多大
程度上定义了组织是什么？
• 这是您想要工作的组织吗？如果是，为
什么？
组织的语境
The context of organisation
39. 6
• It could be argued that HR has travelled a
considerable distance since the 1970s, moving from
personnel administration through to personnel
management, through to human resource
management and now, in some quarters, 'people
management’.
• Within this journey, it is possible to track the move
from very much an administrative function (keeping
personnel records, processing pay, and so on, often
referred to as a ‘transactional' approach) to a
transformational function, through to utilization of
human resources for specific goals, such as profit
maximization, shareholder value, and so on.
• 可以说，自1970年代以来，人力资源已
经走了很长一段距离，从人事行政一直
到人事管理，再到人力资源管理，现在
到了某些地方的“人员管理”。
• 在此过程中，可以跟踪从非常大的行政
职能（保持人员记录，处理工资等，通
常称为“交易”方法）到转变职能，再到
人力资源利用的转变。 用于特定目标，
例如利润最大化，股东价值等。
什么是人力资源？
What is HR?
40. 7
• When someone thinks of what HR actually does,
recruitment and selection, arranging employment
contracts, communicating employment terms and
conditions, and dismissal come to mind.
• However, the HR function may deal with a
multitude of aspects — for example, with
promotion and career structures, job design,
performance assessment, employee welfare,
employment relations, management development
and communication to employees.
• 当有人想到人力资源部门的实际工作时，
就会想到招聘和选拔，安排雇佣合同，
传达雇佣条款和条件以及解雇。
• 但是，人力资源职能可能涉及多个方面，
例如，晋升和职业结构，工作设计，绩
效评估，员工福利，雇佣关系，管理发
展以及与员工的沟通。
什么是人力资源？
What is HR?
41. 8
• While there are no universally accepted definitions
of HRM, Storey defines HRM as ‘a distinctive
approach to employment management which seeks
to achieve competitive advantage through the
strategic development of a highly committed and
capable workforce, using an integrated array of
cultural, structural and personnel techniques'
(1995: 5).
• As a starting point, an organisation may wish to
consider whether it actually wants a HR department
or function.
• 尽管没有公认的人力资源管理定义，但
斯托里将人力资源管理定义为“一种独
特的就业管理方法，旨在通过整合文化，
结构和人事技术，通过高度敬业和有能
力的员工的战略发展来获得竞争优势。
（1995：5）。
• 作为起点，组织可能希望考虑它是否实
际上需要人事部门或职能。
什么是人力资源？
What is HR?
42. 9
• Many aspects of the HR function could be
outsourced, but with outsourcing comes a range of
problems and challenges.
• To what extent could line management take up the
jobs carried out by HR professionals? it could be
argued that specialist expertise could then be
‘bought in' where necessary.
• Within the field of HR work, there are specialist
experts, such as compensation and remuneration
experts, who may specialize in this area for the span
of their career.
• 人力资源职能的许多方面都可以外包，
但外包会带来一系列问题和挑战。
• 生产线管理人员可以在多大程度上承担
人力资源专业人员的工作？ 可能会争
辩说，然后可以在必要时“引进”专业知
识。
• 在人力资源工作领域中，有一些专业专
家，例如薪酬和报酬专家，他们可能会
在整个职业生涯中专门从事这一领域。
什么是人力资源？
What is HR?
43. 10
• In contrast, a HR generalist may work in a multitude
of areas within their HR career (for example, start in
recruitment and selection, then move to the
training and development function, then work in
job evaluation, and work their way through various
HR managerial roles to become a senior HR
professional).
• 相比之下，人力资源通员可能会在其人
力资源职业生涯的多个领域工作（例如，
从招聘和选拔开始，然后转到培训和发
展职能部门，然后在工作评估中工作，
并通过各种人力资源管理人员来工作）
成为高级人力资源专业人员的角色）。
什么是人力资源？
What is HR?
44. 11
• Although the term ‘human resources' had been used
before then, human resource management as a
distinctive term emerged in the early 1980s.
Conceptually, HRM could be differentiated from the
'old' personnel management.
• One of the key differentiating factors of HRM
propounded in such models was that it was linked to
the strategic goals of the organization and provided a
vital input into achieving competitive advantage.
• This can be contrasted with characterizations of
personnel management, which could be viewed as
being rather removed from the needs of the business,
largely administrative and tasked with ensuring the
compliance of policies and procedures.
人力资源管理模型
Models of HRM
• 尽管在此之前使用了“人力资源”一词，但
人力资源管理作为一个独特的术语出现在
1980年代初。 从概念上讲，HRM可以与
“旧”人员管理区分开。
• 在这种模型中提出的人力资源管理的主要
差异因素之一是，它与组织的战略目标联
系在一起，并为实现竞争优势提供了重要
的投入。
• 这可以与人事管理的特征形成对比，后者
可以被视为已经脱离了业务需求，在很大
程度上需要行政管理并负责确保政策和程
序的合规性。
47. 14
• Definitions of organizational structure include
reference to the fact that it involves the
coordination of activities to achieve organizational
goals.
• These goals are likely to be determined by the
strategy of the organization, indicating a clear link
between strategy and structure. It has therefore
been suggested that if the management of the
organization make significant changes to its
strategy, this is likely to have implications for the
structure.
• The third part of the triumvirate is organizational
culture, and the link(s] between culture and
strategy and structure will be explored below.
战略，结构和文化辩论
The strategy, structure and culture debate
• 组织结构的定义包括以下事实：它涉及
为实现组织目标而进行的活动协调。
• 这些目标很可能由组织的战略确定，表
明战略与结构之间存在明确的联系。
因此，建议如果组织的管理层对其战略
进行重大改革，则可能会对组织结构产
生影响。
• 第三部分是组织文化，下面将探讨文化
与战略和结构之间的联系。
48. 15
• In its most simple format, a strategy is simply a plan.
Typically, this plan is where the organization would
like to go (the products or services it would like to
provide in a particular context).
• A range of terms is used within academic literature
— corporate strategy, business strategy, strategy of
the firm, and many more.
• This chapter will consider strategy in the generic
sense of the word. French et al. (2011: 667] define
organizational strategy as ‘the process of
positioning the organization in its competitive
environment and implementing actions to compete
successfully’.
组织战略
The organizational strategy
• 在最简单的形式下，战略就是计划。
通常，此计划是组织想要去的地方（要
在特定语境下提供的产品或服务）。
• 学术文献中使用了一系列术语，包括公
司战略，商业战略，企业战略等等。
• 本章将从一般意义上考虑战略。
French等。 （2011：667]将组织战略
定义为“将组织置于竞争环境中并采取
行动以成功竞争的过程”。
49. 16
• Robbins et al. (20l0: 442) make reference to Miles
and Snow and other authors on strategic types.
• A typical approach is to categorize firms as to
whether they primarily have an innovation, cost
minimization or imitation strategy and then suggest
suitable structural types to match (see Table 1.1).
• An innovation strategy focuses on exploring new
opportunities and creating new products or services
• A cost-minimization strategy seeks to tightly control
costs and keep prices low.
• Organizations taking an imitation strategy fall some-
where in between these two. They move into new
products or markets only after the innovator firms
have proved them to be viable.
• 罗宾斯等。 （20l0：442）参考了Miles and
Snow和其他有关战略类型的作者。
• 一种典型的方法是根据公司是否主要具有创
新，成本最小化或模仿战略进行分类，然后
提出合适的结构类型以进行匹配（见表1.1）。
• 创新战略着重于探索新机会并创造新产品或
服务
• 成本最小化战略旨在严格控制成本并使价格
保持较低水平。
• 采取模仿战略的组织介于两者之间。 只有在
创新公司证明它们可行之后，它们才能进入
新产品或市场。
组织战略
The organizational strategy
50. 17
• To support the strategy, an organisation will usually
have strategic objectives set out in order to assist it to
achieve its overall plan.
• These objectives should be definable and measurable
in order to ascertain later on whether they have been
met.
• A strategy by itself is not enough and therefore needs
to be supported by a range of activities that may
include the following: vision, mission, strategic plans.
goals/objectives, and taken in the context of
organizational culture.
• 为了支持该战略，组织通常会制定战略
目标，以帮助其实现总体计划。
• 这些目标应该是可定义和可衡量的，以
便以后确定它们是否已实现。
• 仅仅靠战略还不够，因此需要一系列活
动的支持，这些活动可能包括以下内
容：愿景，使命，战略计划。 目标/目
的，并在组织文化的语境下进行。
组织战略
The organizational strategy
52. 19
• Mintzberg (1979: 2) provides a useful definition: ‘The
structure of an organisation can be defined simply as
the sum total of the ways in which it divides its labour
into distinct tasks and then achieves coordination
among them.’
• Similarly, Buchanan and Huczynski (2010: 453) define
structure as ‘the formal system of task and reporting
relationships that control, co-ordinate and motivate
employees to work together to achieve organizational
goals'.
组织结构
Organisational Structure
• Mintzberg（1979：2）提供了一个有
用的定义：“组织的结构可以简单地定
义为将其工作分解为不同任务然后在其
中进行协调的各种方式的总和。”
• 同样，Buchanan和Huczynski（2010：
453）将结构定义为“任务和报告关系的
正式系统，控制，协调和激励员工共同
努力以实现组织目标”。
53. 20
• Organizational charts typically provide an indication
of the organizational structure, demonstrating the
various formal relationships and reporting patterns
within an organization. One of the more popular
forms is the functional structure (see Figure 1.3].
• There are numerous other organizational designs.
such as product/service, matrix, geographical or,
possibly, combinations of these. See Figure 1,4 for an
example of a basic matrix structure.
• A more complex design may incorporate both a
geographical and a functional design (see Figure 1.5).
传统形式的结构
Traditional forms of structure
• 组织结构图通常提供组织结构的指示，
展示组织内的各种正式关系和报告模式。
功能结构是比较流行的形式之一（见图
1.3）。
• 还有许多其他组织设计。 例如产品/服
务，矩阵，地域或这些的组合。 有关
基本矩阵结构的示例，请参见图1,4。
• 一个更复杂的设计可能同时包含地理设
计和功能设计（请参见图1.5）。
57. 24
• While the design of the organizational structure is
important, formal reporting structures are required,
based on job roles, span of control, authority and
responsibility.
• The degree to which managerial control exists may be
based on the employment contract, job descriptions,
HR policies and procedures, and so on.
• Mintzberg (1980) extends thinking beyond structural
aspects by considering work constellations, flow of
informal communication, flow of formal authority,
flow of regulated activity and the flow of an ad hoc
decision-making process. The usefulness of
Mintzberg's model is found when applied beyond the
simplistic formal/informal structure argument.
传统形式的结构
Traditional forms of structure
• 尽管组织结构的设计很重要，但仍需要
基于工作角色，控制范围，权限和责任
的正式报告结构。
• 管理控制的存在程度可以基于雇佣合同，
职务说明，人力资源政策和程序等。
• Mintzberg（1980）通过考虑工作星座，
非正式沟通的流程，正式授权的流程，
受规制活动的流程以及临时决策过程的
流程，将思考范围扩展到结构方面。
明兹伯格模型的实用性超出了简单的形
式/非正式结构论点的应用范围。
58. 25
• Within an organization, what drives employees to
work in particular ways, make certain types of
decisions, maintain working relationships, and so on?
• The norms (or standards of behaviour) within
organizations determine, to some extent, what is
permissible in terms of behaviours and attitudes
within organizations.
• For the purposes of this chapter, organizational
culture will be considered simply as ‘how things are
done' and, to some extent, ‘why things are done' in a
particular organization.
组织文化
Organisational Culture
• 在组织内部，是什么促使员工以特定方
式工作，做出某些类型的决策，维持工
作关系等等？
• 组织内的规范（或行为标准）在一定程
度上决定了组织内的行为和态度所允许
的内容。
• 在本章中，组织文化将被简单地理解为
特定组织中的“事情是如何做的”，在某
种程度上是“事情为什么做”。
59. 26
• When visiting an organisation known for its traditional
and professional client relationships, based in the
exclusive area of Mayfair in London, you may expect
to see employees wearing expensive suits, being well
groomed and attentive in their appearance.
• However, when you visit, you come across staff
wearing jeans and T-shirts When it is explained that
there is a ‘dress-down Friday‘ code, it becomes
apparent why employees have dressed in this manner.
• The impact of organizational culture cannot be
underestimated. However, more importantly, what
role does HR play in dealing with strategy, structure
and culture?
组织文化
Organisational Culture
• 当参观位于伦敦梅菲尔（Mayfair）专
属区的以传统和专业客户关系而闻名的
组织时，您可能会希望看到员工穿着昂
贵的西装，穿着整齐，外表专心。
• 但是，当您拜访时，会遇到穿着牛仔裤
和T恤衫的员工。当解释为有“星期五的
正装”代码时，很明显员工为何如此穿
着。
• 组织文化的影响不可低估。 但是，更
重要的是，人力资源在应对战略，结构
和文化方面扮演什么角色？
60. 27
• It could be argued that HR needs to play a critical role
in decisions made around organizational direction,
organizational design, organizational policies,
procedure and practices, and, importantly, shaping
and developing organizational culture (through a
range of methods, including human resource
development, management development, and so on).
• The authors argue that HR should undertake a
strategic role in managing the relationship between
these three vital aspects (see Figure 1.6).
了解永恒的三角形
Understanding the eternal triangle
• 可以说，人力资源需要在围绕组织方向，
组织设计，组织政策，程序和实践做出
的决策中发挥关键作用，并且重要的是，
通过各种方法（包括人力资源开发，
管理开发等）。
• 作者认为，人力资源部门应在管理这三
个重要方面之间的关系方面发挥战略作
用（见图1.6）。
62. 29
• Consider an organization's recruitment and selection
(R&S). Assuming that this approach was not solely ad
hoc and that the organization in question purported to
some sort of good practice in this area, then
traditionally the approach adopted would be a
systematic and psychometric one based around
person—job fit, i.e. predicting the best candidate(s)
based on predicted subsequent job performance.
• A strategic approach, however, would consider how
best human resource practices, in this case R&S, could
best support the particular organizational strategy, for
example in response to particular environmental
pressures to maintain leading-edge competitive
positions
将人力资源与组织战略联系起来
Linking HR to organizational strategy
• 考虑组织的招聘和选拔（R＆S）。 假
设这种方法不只是临时性的，并且所讨
论的组织声称在该领域有某种良好的做
法，那么传统上采用的方法将是一种基
于人际关系的系统性和心理计量方法，
即预测最佳人选 （s）基于预测的后续
工作表现。
• 但是，一种战略方法将考虑最佳人力资
源实践（在这种情况下为R＆S）如何最
好地支持特定的组织战略，例如响应特
定的环境压力以保持领先的竞争地位
63. 30
• Kew and Stredwick (2010) first set out a two-way
model of the relationship between the environment
and HR.
• One way of analysing the external environment is by
the use of a political, economic, sociological and
technical (PEST) or political, economic, sociological
and technical, legal and environ- mental (PESTLE)
analysis.
• Each categorization - political, economic, social or
technological — and changes in these will influence
HR. Examples would be changes in the law, or
economic fluctuations. We are also reminded that the
arrow is two-way, in that HR will also attempt to exert
some influence on the environment.
• Kew和Stredwick（2010）首先提出了
环境与HR之间关系的双向模型。
• 分析外部环境的一种方法是使用政治，
经济，社会学和技术（PEST）或政治，
经济，社会学和技术，法律和环境
（PESTLE）分析。
• 每种分类-政治，经济，社会或技术-以
及这些变化都会影响HR。 例如法律变
化或经济波动。 我们还提醒自己，箭
头是双向的，因为人力资源部还将尝试
对环境产生影响。
将人力资源与组织战略联系起来
Linking HR to organizational strategy
64. 31
• The next stage is to relate the HR strategy to the
overall organizational strategy, as depicted in Figure
1.10. In this, HR strategy is integrated into the
organization's overall strategy.
• 下一步是将人力资源战略与整体组织战
略联系起来，如图1.10所示。 在这种
情况下，人力资源战略已整合到组织的
整体战略中。
将人力资源与组织战略联系起来
Linking HR to organizational strategy
66. 33
• The second example, that of fit, mirrors that of the
matching model (see Figure 1.1) in which recognition
is given to the importance of human resources in
achieving the organizational strategy.
• However, the direction of influence is rather one way,
with HR responding to organizational strategic
imperatives as determined by the market. This
approach depends on a traditional classical approach
to strategy formulation as a logical, top—down
process.
• Of course. the directional arrow could be matched by
a dotted arrow the other way, with HR having at least
some input into strategic decisions at board level.
• 第二个例子“切合”的例子反映了匹配模
型的例子（见图1.1），在该模型中，
人们认识到人力资源在实现组织战略中
的重要性。
• 然而，影响力的方向只是单一的，人力
资源部门响应市场所决定的组织战略需
求。 该方法依赖于传统的经典方法来
将战略制定为逻辑的，自上而下的过程。
• 当然。 方向箭头可以用虚线箭头匹配，
而人力资源部门至少需要在董事会一级
的战略决策中提供一些投入。
将人力资源与组织战略联系起来
Linking HR to organizational strategy
67. 34
• The third example, that of a holistic model, views
people as a key resource for the achievement of
competitive advantage rather than just something
downstream of organizational strategy.
• Human resource strategy then becomes of prime
importance, particularly in situations where it is
recognized that people (employees) form the key
resource for a particular organization.
• 第三个例子是整体模型，它把人视为实
现竞争优势的关键资源，而不仅仅是组
织战略的下游。
• 然后，人力资源战略变得至关重要，特
别是在人们（员工）构成特定组织的关
键资源的情况下。
将人力资源与组织战略联系起来
Linking HR to organizational strategy
68. 35
• There may be little doubt that HR is facing huge
challenges and will continue to do so. Some of the
debates around organizational structure, culture
and strategy may transcend traditional (US and UK)
academic models.
• Perhaps the HR function needs to be ‘more
strategic', but where and exactly how HR adds value
will depend on demonstrating this added value at
strategic, tactical and operational levels.
• 'The future workforce will be placed all over the
world, with people from different cultural and
economic backgrounds working together in virtual
teams.
总结（2之1）
Summary (1 of 2)
• 毫无疑问，人力资源将面临巨大挑战，并
将继续如此。 有关组织结构，文化和战
略的一些争论可能会超越传统的（美国和
英国）学术模式。
• 人力资源职能可能需要“更具战略性”，但
是人力资源增值的地点和方式取决于在战
略，战术和运营层面上展示这种增值。
• 未来的员工队伍将遍布全球，来自不同文
化和经济背景的人们将组成虚拟团队。
69. 36
• The future of HR lies outside the HR Department'
(Lettink 2012). The PwC Managing Tomorrow's
People report (2011) proposes that future people
management will present one of the greatest
challenges and that, as a consequence, the role of
the HR function will have In undergo fundamental
change.
• Truss et al. (ZOIZ: 295] argue that 'we can be
reasonably certain that in the foreseeable future
organizations will continue to grapple with how best
to manage their HR'.
总结（2之2）
Summary (2 of 2)
• 人力资源的未来不在人力资源部门的范
围内（Lettink 2012）。 普华永道《管
理明日之人》报告（2011年）提出，未
来的人事管理将面临最大挑战之一，因
此，人力资源职能的作用将发生根本变
化。
• 桁架等。 （ZOIZ：295）认为“我们可
以合理地确定，在可预见的将来，组织
将继续努力解决如何最好地管理其人力
资源”。
72. 2
• Explore the concepts of strategy and its core areas
• Examine the different types of corporate strategy
• Examine the different types of business strategies
• Define the role of HR in strategic management
学习成果
Learning outcomes
• 探索战略的概念及其核心领域
• 检查不同类型的公司战略
• 检查不同类型的业务战略
• 定义人力资源在战略管理中的作用
73. 3
• The last 20 years have witnessed further
environmental developments that have had
considerable effects on strategy. Free market
competition has been one element in supporting
and encouraging growth in many newly developing
countries.
• The lower labour costs and greater wealth in
countries such as China and India have put pressure
on Western and Japanese companies to cut costs or
move to those countries.
• 在过去的20年中，环境的进一步发展对战
略产生了重大影响。 自由市场竞争一直是
许多新兴国家支持和鼓励增长的要素之一。
• 中国和印度等国家的较低劳动力成本和更
多财富给西方和日本公司施加了削减成本
或转移至这些国家的压力。
介绍：二十一世纪的战略
Introduction: Strategy in the twenty-first century
74. 4
• In addition to economic growth, the world
marketplace has become more complex in cultural
and social terms: markets have become more
international, thus making it necessary to balance
global interests and local demand variations.
• Furthermore, the rapid development of technology
and new forms of communication have
revolutionized strategy.
• The big change in the business environment has
coincided with the higher level of training and
deeper skill levels of employees on one side and the
higher capability and knowledge of customers on
the other side.
• 除了经济增长，世界市场在文化和社会方
面也变得更加复杂：市场变得更加国际化，
因此有必要在全球利益和本地需求变化之
间取得平衡。
• 此外，技术的飞速发展和新型的通讯方式
彻底改变了战略。
• 商业环境的重大变化恰逢一方面员工的培
训水平更高，技能水平更高，而另一方面
客户的能力和知识水平更高。
介绍：二十一世纪的战略
Introduction: Strategy in the twenty-first century
75. 5
• The previous two forces (employees and customers)
have increased the level of competition, developing
more innovation in the market.
• Tough revolutions in the external environment
impact on the organization's strategy, which
changes as the environment surrounding the
organization changes: this in turn alters the way the
organization's strategy is created and developed.
• 前两个力量（员工和客户）提高了竞争水
平，在市场上发展了更多的创新。
• 外部环境的严峻变革影响了组织的战略，
而组织的战略也随着组织周围环境的变化
而改变：这反过来改变了组织战略的创建
和发展方式。
介绍：二十一世纪的战略
Introduction: Strategy in the twenty-first century
76. 6
• Corporate strategy defines the scope of the firm in
terms of the industries and markets in which it
competes, in order to reach a competitive advantage in
selecting and managing different business in a different
industry with different products and markets.
• Corporate strategy is the responsibility of both the top
management team and the corporate strategy staff.
• A corporate strategy needs to support an organization
in obtaining superior return compared to the average
as it happens at a business-level strategy.
• Product diversification is one of the most important
corporate strategies as regards the definition of
industry and market where the organization competes.
• 企业战略根据竞争的行业和市场来定义
公司的范围，以便在选择和管理具有不
同产品和市场的不同行业中的不同业务
时获得竞争优势。
• 企业战略是高层管理团队和企业战略人
员的责任。
• 企业战略需要支持组织获得比在商业级
战略中发生的平均收益更高的收益。
• 就组织竞争所在的行业和市场的定义而
言，产品多元化是最重要的公司战略之
一。
企业战略和业务层面战略
Corporate strategy and business-level strategy
77. 7
• A successful organization will decrease the profit
variability (and consequently the risk), balancing the
cost and benefit of a diversification.
• At the business level, strategy is concerned with
competing for customers, generating value from
resources and the underlying principle of achieving a
sustainable competitive advantage over rival
companies using those resources.
• When a strategy is selected, the organization decides
between a list of priorities and alternatives in order to
compete in a selected market.
• 一个成功的组织将减少利润的可变性（从
而降低风险），在多元化的成本和收益之
间取得平衡。
• 在商业级别，战略涉及竞争客户，从资源
中创造价值以及与使用这些资源的竞争对
手相比获得可持续竞争优势的基本原则。
• 选择战略后，组织将在优先级列表和替代
方案之间做出决定，以便在选定的市场中
竞争。
企业战略和业务层面战略
Corporate strategy and business-level strategy
78. 8
• The common elements in a successful strategy can be
assumed as follows:
• simple, consistent and long-term goals
• profound understanding of the competitive
environment
• objective appraisal of resources
• effective implementation of the strategy
• As shown in Figure 2.1, the firm embodies three of the
previous elements: goals and values (simple,
consistent, long-term goals), resources and capabilities
(objective appraisal of the resources) and structure
and systems (effective implementation).
• 成功战略的共同要素可以假定如下：
• 简单，一致和长期的目标
• 对竞争环境的深刻理解
• 客观评估资源
• 有效实施战略
• 如图2.1所示，公司体现了之前的三个
要素：目标和价值观（简单，一致，长
期目标），资源和能力（对资源的客观
评估）以及结构和系统（有效实施）。
企业战略和业务层面战略
Corporate strategy and business-level strategy
79. 9
• The industry environment (a profound understanding
of the competitive environment) is defined as the
firm's relationships with customers, competitors and
suppliers The task of the business strategy, which
represents a link between the firm and its
environment, is to determine how the firm will deploy
its resources within its environment and how it will
organize itself to reach its long-term objective.
• To be successful, a strategy must be consistent with
the firm's external and internal environment, which
includes goals and values, resources and capabilities,
and structure and systems.
• 行业环境（对竞争环境的深刻理解）被
定义为公司与客户，竞争对手和供应商
之间的关系。商业战略的任务是确定公
司与环境之间的联系，代表着公司与环
境之间的联系。 在其环境中的资源以
及如何组织自身以实现其长期目标。
• 为了取得成功，战略必须与公司的外部
和内部环境保持一致，包括目标和价值，
资源和能力以及结构和系统。
企业战略和业务层面战略
Corporate strategy and business-level strategy
81. 11
• The three core areas of corporate strategy are strategic
analysis, strategic formulation and strategic implementation:
1. Strategic analysis: the organization, its mission and
objectives have to be analysed in order to provide
value for the people involved in the organization — its
stakeholders.
2. Strategic formulation: strategy options have to be
formulated and then selected. The formulation has to
be done according to the particular skills of the
organization and the special relationships that it has or
can develop with those outside — supplier, customer,
distributor and government.
3. Strategic implementation: the selected options now
have to be implemented.
• 公司战略的三个核心领域是战略分析，
战略制定和战略实施：
1. 战略分析：必须分析组织，其使命
和目标，以便为组织中所涉及的人
员（利益相关者）提供价值。
2. 战略制定：必须制定然后选择战略
方案。 必须根据组织的特殊技能及
其与外部，供应商，客户，分销商
和政府之间的特殊关系来制定公式。
3. 战略实施：现在必须实施所选的方
案。
企业战略的核心领域
The core areas of corporate strategy
83. 13
• More research has shown that in most situations
strategy is not simply a matter of taking a strategic
decision and then implementing it; it takes a
considerable amount of time to make the decision itself
and there is further delay before it comes into effect.
• There are two reasons for this: first, people are
involved - managers, employees, suppliers and
customers Any of these may choose to apply their own
business judgement to the chosen corporate strategy,
influencing both the initial decision and the subsequent
actions that will be implemented.
• 越来越多的研究表明，在大多数情况下，
战略不只是做出战略决策然后加以实施
的问题；而且 做出决定本身需要花费
大量时间，并且进一步的延迟才会生效。
• 这样做有两个原因：首先，涉及人员-
经理，员工，供应商和客户中的任何一
个都可以选择将自己的业务判断应用于
所选的公司战略，从而影响将要实施的
初始决策和后续行动。
企业战略的核心领域
The core areas of corporate strategy
84. 14
• Second, the environment may change radically as the
strategy is being implemented. This will invalidate the
chosen strategy and mean that the process of strategy
development needs to start again.
• For these reasons, it's important to distinguish between
context, content and process.
• While the context is the environment within which the
strategy operates and is developed, the content
consists of the main actions of the proposed strategy.
• 其次，随着战略的实施，环境可能会发
生根本性的变化。 这将使选择的战略
无效，并意味着需要重新开始战略开发
过程。
• 由于这些原因，区分语境，内容和过程
很重要。
• 环境是战略在其中运行和开发的语境，
而内容则是所提议战略的主要动作。
企业战略的核心领域
The core areas of corporate strategy
85. 15
• Finally, the process is how to make actions link
together or interact with each other. As we can see
in Figure 2.3, the intersection between context,
content and process defines who affects the
evaluation and who evaluates the strategy.
• In most corporate strategy situations, context and
content are reasonably clear: it is the way in which
strategy is developed and enacted — the process -
that usually causes the most problems.
• 最后，过程是如何使动作链接在一起或
彼此交互。 如图2.3所示，语境，内容
和流程之间的交集定义了谁影响评估以
及谁评估战略。
• 在大多数公司战略情况下，语境和内容
都相当清楚：通常是导致问题最多的是
制定和实施战略的方法（过程）。
企业战略的核心领域
The core areas of corporate strategy
87. 17
• The two different approaches to the core areas of
corporate strategy underline important details.
Strategic analysis can be divided into:
• Identification of vision, mission and objectives:
developing or reviewing the strategic
directions and the more specific objectives,
e.g. the maximization of profit or return on
capital, or in some cases a social service. Some
strategies place this third element before the
other two, arguing that the organization
should first set out the objectives and then
analyse how to achieve them.
• 公司战略核心领域的两种不同方法强调
了重要细节。 战略分析可分为：
• 确定愿景，使命和目标：制定或审
查战略方向和更具体的目标，例如
最大化利润或资本回报，或在某些
情况下提供社会服务。 一些战略将
第三个要素放在其他两个要素之前，
认为组织应首先列出目标，然后分
析如何实现这些目标。
战略分析过程
The process of strategic analysis
88. 18
• Analysis of the external environment: examining
what is happening or likely to happen outside the
organization, or:
• understanding factors affecting the industry,
the economy, communities and the
environment
• surveying participants regarding the
purpose and performance of the
organization
• understanding the views of additional
stakeholders
• 外部环境分析：检查组织外部正在发生
或可能发生的事情，或：
• 了解影响行业，经济，社区和环境
的因素
• 就组织的目的和绩效对参与者进行
调查
• 了解其他利益相关者的观点
战略分析过程
The process of strategic analysis
89. 19
• Analysis of the internal environment:
exploring the skills and resources available
besides those in the organization, which
means:
• surveying stakeholders regarding the
purpose and performance of the
organization
• understanding the maturity of the
organization in terms of deriving and
supporting strategy
• deriving an agreed purpose statement.
• 内部环境分析：探索组织中除技能之外
的可用技能和资源，这意味着：
• 就组织的目的和绩效对利益相关者
进行调查
• 在制定和支持战略方面了解组织的
成熟度
• 得出商定的目的陈述。
战略分析过程
The process of strategic analysis
91. 21
• One of the classic questions that managers are
supposed to ask themselves about their
organization’s strategy is “Which business are we in?”
• The answer to this question — and to the related
questions, ‘How many businesses are we in, and how
do they connect to one another?‘ — is what we term
the organization's competitive stance.
• Companies cannot do everything: their value chains,
cultures, architectures and resources are not infinitely
versatile, and will be more suited to one type of
operation or market than another.
• 经理应该问自己的关于组织战略的经典
问题之一是“我们从事哪些业务？”
• 这个问题以及相关问题“我们从事多少
业务，以及它们之间如何建立联系？”
的答案就是我们所说的组织的竞争立场。
• 公司无法做所有事情：它们的价值链，
文化，架构和资源不是无限多才多艺的，
它们将更适合一种运营或市场。
业务层面战略的核心领域
The core areas of business-level strategy
92. 22
• This makes an organization's choice of competitive
stance - which customers to serve and which products
or services to offer them — the most fundamental of its
strategic decisions.
• In some cases, the starting point is an idea of how the
value chain will be distinctive; the organization then
works out which kinds of product and market will fit it.
• For example, Amazon, the world's leading Internet
retailer, began in 1995 when its founder Jeff Bezos
realized that the World Wide Web, then in its early
days, presented commercial opportunities.
• 这使组织可以选择竞争立场，这是其战略
决策的最基本要素，即要服务于哪些客户
以及要为其提供哪些产品或服务。
• 在某些情况下，出发点是关于价值链如何
与众不同的想法。 然后，组织会确定适合
哪种产品和市场。
• 例如，全球领先的互联网零售商亚马逊于
1995年成立，当时其创始人杰夫·贝佐斯
（Jeff Bezos）意识到万维网在成立之初就
带来了商业机
业务层面战略的核心领域
The core areas of business-level strategy
93. 23
• He concluded that books, which people do not need to
touch or see before they buy them, would be the ideal
product to sell via the Internet, and would appeal to
the affluent, educated people who were the early users
of the Web.
• Later, Amazon was able to expand its product range to
include CDs, electronic goods and a large range of other
items, while the number of potential customers
expanded as more people acquired Internet
connections at work and at home.
• 他得出的结论是，人们购买前无需触摸或
查看的书籍将是通过互联网出售的理想产
品，并且会吸引那些早期使用网络的富裕，
受过教育的人们。
• 后来，亚马逊得以将其产品范围扩展到CD，
电子产品和其他各种物品，而随着越来越
多的人在工作和在家中获得互联网连接，
潜在客户的数量也随之增加。
业务层面战略的核心领域
The core areas of business-level strategy
94. 24
• The concept of competitive stance also embraces
decisions as to how many segments to serve and how
many products to put on the market, and at a corporate
level, how many businesses to be in.
• Should an organization concentrate on one product in
one market, or spread itself more broadly across a
number of different products, markets or even industries?
• There are clear attractions to being bigger and more
diverse. By offering a broader range of choices to its
customers, an organization can make itself attractive to
them.
产品和客户分析
Products and customer analysis
• 竞争立场的概念还包括要决定服务的细
分市场和市场上投放的产品数量，以及
在企业层面上要从事的业务数量。
• 组织应该集中精力在一个市场中的一种
产品上，还是将自己分散到许多不同的
产品，市场甚至行业中？
• 变得更大，更多样化具有明显的吸引力。
通过为客户提供更多选择，组织可以使
其对客户具有吸引力。
95. 25
• If it can make the different parts of the company work
well together, then it may become a more formidable
competitor in other ways as well: more efficient and
with a broader range of skills to call upon.
• Less obvious, however, is the very real risk that sales
from the new products or markets will not be
profitable, or that any profits will not justify the extra
investment involved.
• There are potent forces that drive organizations,
particularly successful ones, to consider broadening
the scope of their activities. One force is the fear of
being dependent on one small set of customers or
technologies.
• 如果它可以使公司的各个部门协同工作，
那么它在其他方面也可能会成为更强大
的竞争者：更有效率，拥有更多技能。
• 然而，不太明显的是非常现实的风险，
即新产品或市场的销售将无法获利，或
者任何利润都无法证明所涉及的额外投
资是合理的。
• 有强大的力量驱使组织，尤其是成功的
组织，考虑扩大其活动范围。 一种力
量是害怕依赖于一小部分客户或技术。
产品和客户分析
Products and customer analysis
96. 26
• Probably more important is the fact that good
entrepreneurs will, once they have found customers and
developed the value chain to serve them, spot other
ways that they can use their resources to generate
profits.
• Sometimes this expansion goes too far. Unilever, the
Anglo-Dutch consumer goods conglomerate, found itself
in 1999 with 1,600 brands (products, or variants of
products), of which just 400 'power brands’ accounted
for 90 per cent of sales.
• It decided that by disposing of some of the 1,600 and
focusing its marketing, research and personnel, it could
raise its profit margins closer to those of its leading
competitors.
• 也许更重要的事实是，好的企业家一旦找到
客户并建立了为客户服务的价值链，就会发
现其他可以利用其资源产生利润的方式。
• 有时这种扩展太过分了。 英荷消费品集团联
合利华（Unilever）于1999年成立，拥有
1,600个品牌（产品或产品变体），其中只
有400个“强势品牌”占销售额的90％。
• 它决定通过处置1600品牌中的一部分并集中
其市场营销，研究和人员，可以使其利润率
更接近其主要竞争对手。
产品和客户分析
Products and customer analysis
97. 27
• The organization has to understand the competition in
order to achieve 'competitor advantage' to outperform
its rivals and capture a greater share of an existing
market space.
• To understand the competitor, it is useful to apply
Porter's [1980) framework to classify and analyse those
features of an industry that quantify the intensity of
competition and the level of profitability. Porter defined
the five forces of competition as follows:
• competition from substitutes. from entrants and
from established rivals as sources of 'horizontal'
competition
• the bargaining power of suppliers and buyers as
sources of 'vertical' competition.
• 该组织必须了解竞争状况，才能获得“竞争者
优势”，以超越竞争对手并在现有市场空间中
占据更大份额。
• 为了了解竞争对手，应用波特（1980）的框
架对行业的那些特征进行分类和分析是很有
用的，这些特征量化了竞争的激烈程度和盈
利水平。 波特将竞争的五种力量定义如下：
• 来自替代品的竞争。 来自新进入者和已
建立的竞争对手的“横向”竞争源
• 供应商和购买者的议价能力是“垂直”竞争
的源头。
竞争对手分析
Competitor analysis
99. 29
Horizontal competition
• Substitutes are products or services of a firm's rivals
that meet approximately the same customer needs in
the some ways, but do so in different ways, like the
products or services provided by the firm itself.
• New entrants are firms that have recently begun
operations in an industry or that threaten to begin
operations in an industry soon. They are motivated by
the above-average economic profits that some
incumbent firms in an industry may be earning.
横向竞争
• 替代品是公司竞争对手的产品或服务，
它们以某种方式满足大约相同的客户需
求，但是以不同的方式来满足，例如公
司自身提供的产品或服务。
• 新进入者是最近在某个行业中开始运营
的公司，或威胁要很快在该行业中开始
运营的公司。 他们受到行业中一些现
有公司可能获得的高于平均水平的经济
利润的激励。
竞争对手分析
Competitor analysis
100. 30
Vertical competition
• Bargaining power of buyers: companies always appear
on two markets.
• The first is the market in which they acquire the inputs
for production (raw materials, components, financial
and labour services) from the suppliers of these factors
of production.
• The second is the market where they sell their output of
production (goods, services) to customers (distributors.
consumers, other manufacturers).
• In both cases, the relative profitability of buyers and
suppliers in a transaction depends on their economic
power.
垂直竞争
• 买家的议价能力：公司总是出现在两个
市场上。
• 首先是市场，他们从这些生产要素的供
应商那里获取生产投入（原材料，零件，
财务和劳务）。
• 第二个市场是他们将生产的产品（货物，
服务）出售给客户（分销商，消费者，
其他制造商）的市场。
• 在这两种情况下，买卖双方在交易中的
相对利润取决于他们的经济实力。
竞争对手分析
Competitor analysis
101. 31
Vertical competition
• Bargaining power of suppliers: the analysis of suppliers'
threat is similar to that of buyers. The determining
factors for the effectiveness of the bargaining power of
the supplier against the buying power in an industry are
the same as those that decide the power of the industry
against the power of its customers.
垂直竞争
• 供应商的议价能力：对供应商威胁的分
析与买方的相似。 在一个行业中，供
应商的议价能力对购买力的有效性的决
定因素与决定行业的能力对顾客的力量
的决定因素相同。
竞争对手分析
Competitor analysis
102. 32
• Organizations cannot achieve sustainable competitive
advantage just by selecting the right combination of
products and services, and positioning them to
appeal to attractive target market segments.
• Although these decisions are a vital part of strategy,
and may lead to desirable economies of scale and
scope, they are not sufficient in themselves because
they are too easy for competitors to notice and copy.
• The 'resource-based view of the firm’ (RBV), which
emerged towards the end of the twentieth century,
focuses on organizational features — resources —
that are the basis of competitive strength, if exploited
properly.
人力资源管理在战略中的重要性
The importance of HRM in strategy
• 组织仅通过选择正确的产品和服务组合并定
位其以吸引有吸引力的目标市场就无法获得
可持续的竞争优势。
• 尽管这些决策是战略的重要组成部分，并可
能导致理想的规模经济和范围经济，但它们
本身并不足够，因为它们太容易引起竞争对
手的注意和模仿。
• 二十世纪末出现的“企业资源观”（RBV）关
注的是组织特征-资源-如果得到适当利用，
它们将是竞争实力的基础。
103. 33
• Two firms can start from a common base, yet end up
over time with very different sets of routines,
capabilities and knowledge, something now known as
path dependence.
• Time also means that competitors find it difficult to
copy a firm’s resources because they may not be able
to undemand precisely how and when they were
developed - in other words, there is causal ambiguity.
• The human resource is a complex and important
resource inside the organization that has to be
managed in a close relationship with the strategy to
create competitive advantage.
• 两家公司可以从一个共同的基础开始，
但是随着时间的流逝，它们会拥有非常
不同的套路，能力和知识，现在称为路
径依赖。
• 时间也意味着竞争对手发现很难复制公
司的资源，因为他们可能无法准确无误
地了解其开发方式和时间，换句话说，
存在因果歧义。
• 人力资源是组织内部的复杂而重要的资
源，必须与战略紧密联系地进行管理以
创造竞争优势。
人力资源管理在战略中的重要性
The importance of HRM in strategy
104. 34
• Recruitment, selection, training and development are
all aimed at bringing in or building certain skills,
enabling employees to effectively perform their jobs.
• In addition, their experience with these practices,
along with rewards, performance management and
communication, shape workers' perceptions of the
company's fairness and desirability.
• And those perceptions then influence their
commitment, motivation and engagement.
• Investing in employee management not only delivers
administrative cost savings but is also, in fact, one of
the best performance-enhancing investments a
company can make.
• 招聘，甄选，培训和发展都旨在引进或
培养某些技能，使员工能够有效地完成
工作。
• 此外，他们在这些实践中的经验以及奖
励，绩效管理和沟通，塑造了工人对公
司公平性和可取性的看法。
• 然后，这些看法会影响他们的承诺，动
机和参与度。
• 投资于员工管理不仅可以节省管理成本，
而且实际上是公司可以进行的最佳绩效
提升投资之一。
人力资源管理在战略中的重要性
The importance of HRM in strategy
105. 35
• Research overwhelmingly indicates that effective
employee management can and does lead to a
competitive advantage in the form of a more
motivated workforce and improved operational and
busines performance.
• The purpose of employee management is to solidify
and enhance the advantage of human resources to
motivate, develop and retain employees more
effectively than your competitors
• The practice that apply to managing employees can be
summarized as follows:
• 绝大多数研究表明，有效的员工管理可
以并且确实会以更具动力的员工队伍以
及改进的运营和业务绩效形式带来竞争
优势。
• 员工管理的目的是巩固和增强人力资源
优势，以比竞争对手更有效地激励，发
展和留住员工
• 适用于管理员工的实践可以总结如下：
人力资源管理在战略中的重要性
The importance of HRM in strategy
106. 36
• Hiring practice: ensure that employees hired for
different positions have the necessary skills and
background to be successful in their individual jobs.
• Evaluation practices: ensure that employees are being
provided with useful feedback about their
performance.
• Compensation practices: provide employees with
what they consider to be fair pay for their work.
• Training and development practices: provide
employees with opportunities to grow through job
training, job rotation and promotion.
• 雇用实践：确保为不同职位聘用的雇员
具有必要的技能和背景，以成功完成个
人工作。
• 评估实践：确保向员工提供有关其绩效
的有用反馈。
• 薪酬实践：向员工提供他们认为合理的
工作报酬。
• 培训和发展实践：通过工作培训，工作
轮换和晋升为员工提供成长的机会。
人力资源管理在战略中的重要性
The importance of HRM in strategy
107. 37
• Customer value proposition (CVP). A successful
company is one that has found a way to create value
for customers - that is, a way to help customers get an
important job done. By ‘job', the authors mean a
fundamental problem in a given situation that needs a
solution.
• Profit formula. The profit formula is the blueprint that
defines how the company creates value for itself while
providing value to the customer. It consists of the
following:
• revenue model: price x volume
企业战略：开放商业模式战略
Corporate strategy: Open business model strategy
• 客户价值主张（CVP）。 成功的公司就
是找到一种为客户创造价值的方法，即
一种帮助客户完成重要工作的方法。
作者所说的“工作”是指在给定情况下需
要解决的一个基本问题。
• 利润公式。 利润公式是定义公司如何
在为客户提供价值的同时为自己创造价
值的蓝图。 它包含以下内容：
• 收益模型：价格x数量
108. 38
• cost structure: direct costs, indirect costs,
economies of scale; cost structure will be
predominantly driven by the cost of the key
resources required by the business model
• margin model: given the expected volume and
cost structure, the contribution needed from
each transaction to achieve desired profits
• resource velocity: how fast we need to turn over
inventory, fixed assets and other assets — and
overall, how well we need to utilize resources —
to support our expected volume and achieve our
anticipated profits.
• 成本结构：直接成本，间接成本，规模
经济； 成本结构将主要由业务模型所
需的关键资源的成本驱动
• 余量模型：给定预期的数量和成本结构，
每笔交易所需的贡献以实现预期的利润
• 资源速度：我们需要多快周转库存，固
定资产和其他资产，以及总体上，我们
需要如何利用资源来支持我们的预期数
量并实现预期利润。
企业战略：开放商业模式战略
Corporate strategy: Open business model strategy
109. 39
• Key resources. The key resources are assets such as
the people, technology, products, facilities,
equipment, channels and brand required to deliver
the value proposition to the targeted customer. The
focus here is on the key elements that create value for
the customer and the company, and the way those
elements interact. (Every company also has generic
resources that do not create competitive
differentiation.)
• 核心资源。 关键资源是诸如资产，人
员，技术，产品，设施，设备，渠道和
品牌等，这些资产可为目标客户提供价
值主张。 这里的重点是为客户和公司
创造价值的关键要素，以及这些要素相
互作用的方式。 （每家公司还拥有不
会创造竞争优势的通用资源。）
企业战略：开放商业模式战略
Corporate strategy: Open business model strategy
110. 40
• Key processes. Successful companies have operational
and managerial processes that allow them to deliver
value in such a way that they can successfully repeat
and increase in scale. These may include such
recurrent tasks as training, development,
manufacturing budgeting, planning sales and service.
Key processes also include a company's rules, metrics
and norms
• 关键流程。 成功的公司具有运营和管
理流程，可让他们以成功重复和扩大规
模的方式交付价值。 这些可能包括诸
如培训，开发，制造预算，计划销售和
服务等经常性任务。 关键流程还包括
公司的规则，指标和规范
企业战略：开放商业模式战略
Corporate strategy: Open business model strategy
111. 41
• Networks like the one in Figure 2.7 enable small firms
to appear to client as if they are large corporations,
with access to a wide range of resources.
• If one firm in the network receives an enquiry for
some business that it cannot handle itself, it calls in
one of its partners, or passes the enquiry on to them.
• Sometimes a single firm acts as the ‘server' at the
centre of the network, taking in the work and
allocating it to the other partners.
• In other types of network, firms are part of a
confederation of more equal alliance partners - some
of whom will have alliances with only one firm in the
network, others with several.
• 像图2.7所示的网络使小公司看起来像是大
型公司，并且可以存取各种资源。
• 如果网络中的某个公司收到对自己无法处
理的某些业务的查询，它将请其合作伙伴
之一或将查询传递给他们。
• 有时，一家公司充当网络中心的“服务器”，
接管工作并将其分配给其他合作伙伴。
• 在其他类型的网络中，公司是更平等的联
盟伙伴联盟的一部分-其中一些将仅与网络
中的一个公司建立联盟，另一些将与多个
公司建立联盟。
企业战略：网络战略
Corporate strategy: Network strategy
112. 42
• Each partner may specialize in a certain part of the
value chain (product development, marketing), have a
particular expertise (website maintenance, computer
network installation) or concentrate on particular
market segments (retailers or local governments].
• But it is not just small firms that feel the need to build
such networks. For complex or technologically
sophisticated products, it is very unlikely that one firm
can contain all the necessary resources in-house.
企业战略：网络战略
Corporate strategy: Network strategy
• 每个合作伙伴都可以专门研究价值链的
特定部分（产品开发，市场营销），具
有特定的专业知识（网站维护，电脑网
络安装）或专注于特定的市场领域（零
售商或地方政府）。
• 但是，不仅仅是小公司感到需要建立这
样的网络。 对于复杂或技术复杂的产
品，一家公司不太可能在内部包含所有
必要的资源。
114. 44
• Market-oriented businesses focus on understanding
the desires of customers and on developing products
and services that satisfy those desires.
• In this way, firms provide superior value to customers.
which in turn may lead to an advantage over
competitors and to superior performance.
• Following their customers too closely, organizations
may miss opportunities to increase performance in
the long run. Unless the firm is able to adopt a market
orientation that goes beyond a strict customer-led
approach, it is likely that being customer-oriented will
hamper its long-term performance.
业务战略：基于客户的战略
Business strategy: Strategy based on customer
• 以市场为导向的业务侧重于了解客户的
需求，并致力于开发满足这些需求的产
品和服务。
• 通过这种方式，企业可以为客户提供卓
越的价值。 反过来，这可能会带来超越
竞争对手的优势并带来卓越的性能。
• 从长远来看，组织密切关注客户，可能
会错过提高绩效的机会。 除非公司能够
采用超越严格的客户主导方法的市场导
向，否则以客户为导向可能会损害其长
期业绩。
115. 45
• If we think about the industry in this historical period,
we will quickly realize the plethora of new industries
that only a few years ago didn't exist: cellular phones,
biotechnology, nanotechnology, tablets and
snowboards, to name a few.
• Just three decades ago, none of these industries
existed, and if we think about the next ten years new
industries will be created and existing ones will
probably be recreated.
• If we start to look inside the different industries, we
can perceive a common phenomenon: a huge number
of companies struggling to achieve more market share
in a market where the population is declining.
业务战略：基于客户的战略
Business strategy: Strategy based on competitors
• 如果我们考虑一下这个历史时期的行业，
我们将很快意识到只有几年前还不存在
的众多新兴产业：手机，生物技术，纳
米技术，平板电脑和滑雪板等等。
• 就在三十年前，这些行业都不存在，如
果我们考虑未来十年，将会创建新的行
业，而现有的行业可能会被重新创建。
• 如果我们开始研究不同的行业，就会发
现一个普遍的现象：在人口不断减少的
市场中，大量公司正在努力争取更多的
市场份额。
116. 46
• The result is that the number of organizations is
overtaking the product demand. Thanks to the
technological advances that have improved industrial
productivity. suppliers can produce an unprecedented
array of products and services free to move between
nations and regions, wiping out niche markets.
• In this framework, organizations can choose to
compete by following two macro types of strategies:
the red ocean strategy or the blue ocean strategy (see
Figure 2.9).
商业战略：基于客户的战略
Business strategy: Strategy based on competitors
• 结果是组织数量超过了产品需求。 由
于技术进步提高了工业生产率。 供应
商可以自由地在国家和地区之间转移，
从而消除利基市场，从而生产出前所未
有的产品和服务。
• 在此框架中，组织可以选择以下两种宏
观战略来竞争：红海战略或蓝海战略
（见图2.9）。
118. 48
• Managers who guide their organizations have to
develop more than the well-known capability to think
outside of the box.
• They must have the dynamic capability to manage the
different sources and resources of creativity and
innovation that surround the organization, skill and
core competence in a better execution of the creativity
strategy called ‘creative problem-solving and speed in
understanding and solving internal and external
potential or effective problems.
• This new economy founded on knowledge and
information diffusion is affected not only by changes in
technology, but also by changes in the behaviour of
people who live and work in a new way.
总结（2之1）
Summary (1 of 2)
• 指导组织的经理们必须开发的功能远非众
所周知的开箱即用的能力。
• 他们必须具有动态能力来管理围绕组织，
技能和核心能力的创新和创新的不同来源
和资源，以便更好地执行称为“创造性的
问题解决方案和快速理解和解决内部和外
部潜力的创新”战略 或有效的问题。
• 这种基于知识和信息传播的新经济，不仅
受到技术变化的影响，而且还受到以新方
式生活和工作的人的行为变化的影响。
119. 49
• The size of a company is no longer a key point, nor does
it justify its success. As already stated above, it is rather
the ability to innovate, to establish solid relationships
with customers, to anticipate their needs or 'be there‘ at
the right moment (time to market) that makes a
company successful and, consequently, earns greater
profits
• It is because of these needs that more and more
enterprises focus on their core business, so they can
enhance their distinguishing skills (value-added
activities) and outsource all the other activities, creating
particular and new organization models as a result.
总结（2之2）
Summary (2 of 2)
• 公司的规模不再是关键，也不能证明其
成功。 如上所述，创新的能力，与客
户建立牢固的关系，预测客户的需求或
在适当的时间（上市时间）“到那里”使
公司成功并因此获得了更大的利润。
• 正是由于这些需求，越来越多的企业将
精力集中在核心业务上，因此他们可以
增强其区分能力（增值活动）并将所有
其他活动外包，从而创建特定的新组织
模型。
122. 2
• Understand what comprises strategic HRM
• Introduce and critically discuss stakeholder-
orientated/harder approaches to best practice HRM
• Identify the main ways HR strategy can be
conceived to operate in practice
• Introduce and critically discuss stakeholder-
orientated/softer approaches to best practice HRM
• Identify and compare and contrast the different
forms of contingent HR strategy
学习成果
Learning outcomes
• 了解战略人力资源管理的内容
• 介绍并批判性地讨论以利益相关者为导向/更
严格的方法来最佳实践人力资源管理
• 确定人力资源战略在实践中的主要运作方式
• 介绍并批判性地讨论以利益相关者为导向/较
软的方法来最佳实践人力资源管理
• 识别，比较和对比不同形式的或有人力资源
策略
123. 3
• Since the l980s. there has been growing interest
in ways firms can manage their people better.
• Yet, the 2008 economic crisis and its aftermath
have highlighted some of the challenges and
problems that have emerged from changes in
people management.
• It could be argued that irresponsible behaviour in
the financial services industry was encouraged by
inappropriate pay and reward systems that
encouraged excessive short-termism and risk-
taking.
• 自l980年代以来。 公司对可以更好地管理
员工的方式越来越感兴趣。
• 然而，2008年的经济危机及其后果凸显了
人事管理变革带来的一些挑战和问题。
• 可以说，不适当的工资和报酬制度鼓励了
过度的短期行为和冒险，从而鼓励了金融
服务业中不负责任的行为。
介绍
Introduction
124. 4
• It could also be argued that the rise of services
sector firms that found their competitiveness in
and/or rely heavily on cheap, tightly controlled
labour, has been responsible for the poor
productivity rates encountered in lightly
regulated liberal market economies.
• 也可以说，在廉价和严格控制的劳动力中
发现竞争优势和/或严重依赖廉价的劳动力
的服务业公司的崛起，是对管制宽松的自
由市场经济体生产率低下的原因。
介绍
Introduction
125. 5
• It has been argued that if the l980s saw the rise of
HRM, the l990s saw an increased emphasis on the
strategic management of people
• While the former focused on the recognition of the
importance of human assets other than passive
entities to be administered, the latter focused on the
need to more closely align people with wider
organizational objectives.
• In other words, strategic HRM focused on outcomes
and the path towards optimizing a firm's
performance, and hence in success;
• People were not only assets but also potential value
creators, if they were more closely aligned to the
architecture of the firm
• 有人认为，如果1980年代看到了人力资源管
理的兴起，那么990年代就更加重视人员的战
略管理。
• 前者着重于认识到除了要管理的被动实体以
外的人力资产的重要性，而后者着重于使人
们更紧密地适应更广泛的组织目标的需要。
• 换句话说，战略性人力资源管理着眼于成果
和优化公司绩效从而实现成功的途径。
• 如果人员与公司的架构更加紧密地结合在一
起，那么他们不仅是资产，而且还是潜在的
价值创造者
战略性人力资源管理的兴起
The rise of strategic HRM
126. 6
• Strategic HRM is based on the assumption that
internal resources provide the basis of competitive
advantage, in contrast to the traditional economic
focus on factors of production.
• Strategic human resource management is a
relatively new field of research and exists at the
intersection of strategy and HRM
• It has the ambition of creating models that
encompass, and holistically incorporate, both the
strategy a business should follow and also those
HR activities that support this strategy.
• 战略性人力资源管理基于这样的假设，即
内部资源提供了竞争优势的基础，与传统
的经济对生产要素的关注相反。
• 战略性人力资源管理是一个相对较新的研
究领域，存在于战略与人力资源管理的交
汇处
• 它的雄心是创建一个模型，该模型应包含
并整体合并企业应遵循的战略以及支持该
战略的人力资源活动。
战略性人力资源管理的兴起
The rise of strategic HRM
127. 7
• Schuler and Jackson (2005] define SHRM as a
complex system which has a number of
characteristics. These are:
• Vertical integration: working together with
line managers, HR managers have to
understand the organization and its
environment.
• Horizontal integration: the practices in the
organization are harmonized into coherent
systems, where elements mutually
reinforce each other.
• Schuler和Jackson（2005）将战略人力
资源管理定义为具有许多特征的复杂系统，
它们是：
• 纵向整合：人力资源经理必须与直属经
理一起了解组织及其环境。
• 横向整合：组织中的实践被协调成一致
的系统，各个要素相互促进。
战略性人力资源管理的兴起
The rise of strategic HRM
128. 8
• Effectiveness: there is a way of showing
how HRM contributes to the main activities
of the organization.
• Partnership: working closely together with
non-HR professionals, such as line
managers and other players within the
firm, toward a common goal.
• 有效性：有一种方法可以显示HRM如何为
组织的主要活动做出贡献。
• 伙伴关系：与非人力资源专业人员（例如，
直线经理和公司内的其他参与者）紧密合
作，以实现共同的目标。
战略性人力资源管理的兴起
The rise of strategic HRM
129. 9
• According to Mello (2006), models of strategy fall
into two broad categories - those that examine the
external environment and concentrate on external
influences of the business, and those that look for
defining factors in strategy inside of the firm.
• Among the outside-in or industrial organization
models. we look at two: the Miles and Snow
typologies, and Porter’s frequently mentioned
model of generic strategies
• 根据梅洛（Mello，2006年）的观点，
战略模型分为两大类：研究外部环境并
专注于企业外部影响的模型，以及寻找
企业内部战略定义因素的模型。
• 在外部或内部组织模型中。 我们来看
两种：Miles and Snow类型学，以及
Porter经常提到的通用战略模型
竞争优势的战略模型
Strategic models of competitive advantage
130. 10
The Miles and Snow Typology
• Miles et al. (l978) created a typology of how firms
deal with strategy challenges, and, later in I984,
they added human resources strategies to their
systems.
• According to this framework, there are four types
of organizations:
• Defenders
• Prospectors
• Analysers
• Reactors.
迈尔斯和雪地类型学
• 迈尔斯等。 （l978）建立了企业如何应对
战略挑战的类型学，后来在I984年，他们
将人力资源战略添加到其系统中。
• 根据此框架，有四种类型的组织：
• 捍卫者
• 勘探者
• 分析者
• 反应者。
竞争优势的战略模型
Strategic models of competitive advantage
