Chapter 1

Dr. Philip TSAI

(EMLYON) (2for)MNCs: Capco (Amocobp ),Makro(), Wang() , (GE)

Local: ,, HRM, , Store general mgt.,Wang()

Academic publication record(2006). A Study on Motivating Employees Learning Commitment in Post-Downsizing Era: Job Satisfaction Perspective, Journal of World Business. SSCI (2006) An Empirical Research to Institutional Theory of Downsizing: Evidence on MNCs Subsidiary Companies in Taiwan ,TQM& BE. SSCI(2005) An Empirical Test of Stakeholder Influence Strategies Model. International journal of HRM. SSCI (Also, one of the five yearly working papers in 2005 at Center of International Business & Research of Purdue University) (2005) Study of Remaining Employees Continuance Commitment after Downsizing. International journal of HR Development and management (2005) (2003)-- (2002) (2000)

Core value of managementEfficiently & effectively manage resources for creating maximum interest to firm stakeholders in ethic manner.Do the right thing right~ Philip TSAI

Value chain theory - Michael Porter Margin () Design Operation Marketing Service (manufacturing) & sales Activity of value chain () Human Resource Management Up steam Down steamLow cost Differentiation :

Skills Experience vs Flexibility

ValueThinking SystemMethod & Tool Practical Ansel /HR prof ./ +

&

s

Strategic Human Resources Management systemGoals

MVV- (Mission) -? - - .- :(Vision) - : (..)UPS:(Value) -.

MVV ?(Vision) - - (Value)- - -(108:36+72) -() -()(Mission)-? -

Strategy planning process - MVV

Goal()

SWOT (Strength Weakness Opportunity Thread)5 (Mintzberg)

Forces Driving Industry Competition 5 (Michael Porter- )(Low cost) (Differentiation)- Value to customers

(Competitive advantage)

BCG Growth-Share MatrixEx.

()Corporate lifecycle I. AdizesDeath

- (core workforce)(Organization change agenda)()

The Strategy MapImage(core workforce)(Kaplan & Norton ,2004)Productivity StrategyExpand revenue opportunityCustomer Value Proposition Customer Mgt. Enhance customer valueOrganization change agenda Organizational cap.Culture Leadership Teamwork AlignmentSelectiveFunctionalityProduct/service attributesRelationshipExecution(Dyn.Str.Cap.)HRM

Dynamic Strategic Capabilities (Organizational capabilities) are created from investing in HRM System

(talent) (speed) (shared mind-set and coherent brand identity) (accountability) (collaboration) (learning) (leadership) (customer connectivity) (strategic unity) (innovation) (efficiency) (Ulrich & Smallwood,2004 ; Ulrich & Lake ,1991 ;Ulrich, 1987 ..)

SHRM ? 80sHRMHRM(Delery & Shaw, 2001) (strategic)(Ferris, Hochwarter, Buckley, Harrell-Cook, & Frink, 1999) ()(universalistic) HRM(contingency) (configuration)HRM HRM

Wright, Dunford & Snell (2001:715)

(Hamel & Prahalad, 1990)

People Model of Integrating Strategy &Strategic HRM(Wright, Dunford & Snell, 2001 ): Yound, Subramaniam & Snell (2004) * : Strategic (Wright, 2002) Valuable Knowledge(RBV)Competitive AdvantageFirm PerformancePorter,1991

()Dr. David McClelland, Harvard University // (Competencies)

SHRM () ()

_ -vs -

(Barnney,1991)

-

()* ()

_HRM:Wright & McMaham , 1992 Theoretical prospectives for SHRM Journal of Mgt, 18(2)+ Zivnuska, Ketchen & Snow 2001 Research in Pnl & HRM vol.20

New definition for SHRM- Philip Cheng-Fei TSAIOne set of specific human resource management practices for enhancing firms dynamic strategic capabilities.

SHRM Focus () (Culture change & BPR) (Mergers & Downsizing) (Core competencies) (Team Mgt.) (KM & organizational learning) (Performance Management) (Social Network) (e-learning) (Transformational behavior) (Development mgt.) (Globalization & Multi-culturemgt.)

HRM - SHRM perspective(Leadership)()(Business Strategy)/// /...MVV // //.; ; ;

/Human resources Management, Dessler, 2005,10 Pearson, () , , 2003,2, , , 2006,1, Strategic human resources: Frameworks for General Managers , Baron & Kreps, 1999 , Wiley

Action assignment

4~5HRM ? ?

Human Resource Management in Action

!!& Good luck