Influence of Strategic Human Resource Management to the performance of knowledge-based staff
Name:YangJingwen Student ID:S08281
Research paper supervisor:Dr.Sekou Conde
The School of Management Minzu University of China
2008-2009 Academic Year
Abstract：In recent years, the management to high-tech employees are faced a serious challenge, in particular, high-tech enterprises represented by such as consulting firms, IT companies, telecommunications companies all have existing serious problems of more high-tech with low-efficiency, high input with low output, low efficiency, lack of incentives, the loss of key employees and other serious situation, which has led to the study on Human Resources Management of knowledge-based staff. This paper has selected the staff of R & D personnel in high-tech enterprise as research subjects as a typical representative of knowledge-based staff generally recognized by the management academic. It mainly analyzed the factors influencing the performance of R & D personnel-typical knowledge-based employees in enterprises to reveal the mechanism Strategic Human Resource Management on the performance of knowledge-based staff. And it is based on business case as an example to make empirical analysis to bring out the corresponding strategies of human resources management to improve the performance of knowledge-based employees.
Key words: Strategic Human Resource Management; knowledge-based staff; performance
1 literature reviews
In the 90’s of the 20th century, there were a lot of researches about how human resources management practices affect the business performance. In 1996, Academy of Management Journal and industrial Relations have introduced the feature pages on human resource management and corporate performance. These studies can generally be divided into three categories: First, case studies of the impact of human resource management on enterprise performance; the second, the study on the impact of human resource management to business performance in a single industry; Third, the cross-industry study on the impact of human resource management to enterprise performance.
Paauwe, J., & Richardson, R. have made a summary of the results from the previous research, as the whole saying, the scholars has been a certain understanding on the impact of human resource management to performance. However, in the relationship between some specific human resource management practice and corporate performance, scholars have no consensus [1]. For instance, Weight P M, Mc Mahan G. C. thought high pay related to performance will have a better atmosphere between managers and employees [2]. David in the United Kingdom thought “the high pay and benefits system based on the personal success will lead to selfishness so that team cannot make cooperation, furthermore it will result in the over-emphasis of staff on the issue of fair and justice [3].” For instance, a lot of companies have praised a series of policies and measures for the human resources management as the changes in remuneration, internal promotion, and staff complaint treatment procedures. But there are a lot of controversies in the academic community about them if they in the end should be considered as best practice.
In addition, Donna.R.Neuseh & Aan. F. Siebenaler have made researches the process of human resources management impacting to enterprise performance, and they considered typical corporate performance factors have related to the human factors in human resources systems, that is, quality, delivery, customer satisfaction, cost and other performance factors will be directly related to team work, service, problem-solving skills, work habits, flexibility and other factors related to people [4]. K. Matthew Gilley (2004) has made the analysis of the relationship between human resources outsourcing (training and salaries paid) and corporate performance. They set up a sample of manufacturers containing 94 companies to test the potential impact of company size, and the results show that the outsourcing of training and salaries are related to business performance, and the relationship between outsourcing and performance are different with companies [5].
Chinese scholars Zhang Yichi made analysis of the 30 kinds of high-performance job system of human resources management which was put forward by Becker et al, and he found the effectiveness of high-performance work system is relatively concentrated in these four factors as basic management of human resources, staff participation, procedural fairness, and the management of keys in human resources management. Studies have shown that human resources management policy containing by these factors has resulted in the key differences of the content and nature of the enterprise human resources management. That is these differences in human resource management policies and measures to decide the ability and attitude of the staff constitutes the differences in a long-term performance of enterprises [6]. From a point of view of strategic Human resources management, strategic human resource management on the performance of knowledge-based staff should be based on their strategic business objectives, capacity characteristics, and the characteristics of industry developing to form a series of targeted management policies of human resources. The quality and level, stability and continuity of Human resources management have had a major impact to the results of financial operations and long-term development. In other words, the human resources management is beneficial to motivate staff and improve staff capacity, which is the basis of enterprises to set up and maintain competitive advantage.
The economic efficiency of enterprises is decided by the staff performance that only high-performance of employees can ensure cost-effectiveness of enterprises. Human resources management has been integrated into the strategic business issues. Knowledge-based workers are thought as the most cores of high-tech enterprise human resources, which were recognized as the key resources for the enterprise to obtain and maintain sustainable competitive advantage. So It is becoming the focus for theoretical research and enterprise managers how to improve the performance of knowledge-based employees to give enterprises more sustainable competitive advantage and always maintain the vitality in the increasingly fierce competition market by the adoption of effective strategies for human resource management.
2 overview of Strategic Human Resource Management
2.1 The content and characteristics of Strategic Human Resource Management
Strategic Human Resource Management is to enable businesses to reach the goal by a series of planned behaviour and management of Human Resources Department, which is compared with the traditional human resources management; it has the basic characteristics as follows:
(1) The importance of human resources: the strategic human resources is referred to those personnel in the human resources system who have some special knowledge or professional knowledge, abilities and skills, or have a certain core knowledge or critical knowledge and they are on important or key positions in enterprise management system of, or some on those human resources[7].Therefore, they are special and irreplaceable.
(2)The development of human resources management: the relationship between employees and enterprises on the strategic human resources management are set up based on fair treatment and compact between the business and employees[8].The business can treat the employees equally to provide them enough development space and the corresponding return, and then the staff will pay for the enterprise commitment and efforts to achieve common growth of business and staff.
(3) The systemic features of human resource management: Strategic human resource management is referred to the enterprises take use of a kind of strategic system including human resources management policies, practices and methods, means and so on in order to obtain sustainable competitive advantages[9].The various parts should be organically combined to make mutual communication and co-operation, forming a tight system, in order to create a synergy.
(4) A strategic feature of human resource management: strategic human resource management should study human resources development, training and using on a strategic perspective, and pay more attention to the fitness of human resource management and corporate strategy, including vertical fit, that is human resources management should match business development strategies, and "horizontal fit", that is, the entire human resources management system or the various components and elements of it should have harmony.
(5) The feature of goal -oriented of human resource management: the goal of strategic human resource management is to take use of the organization structure to place human resources management in the operating system of organizations in order to ensure the organization can achieve the staff with good skills and good motivation, so that the organization will have a continued competitive advantage, and promote the maximization of overall performance.
(6) The competition of Strategic Human Resource Management: the strategic human resource management will focus on the development of a sustainable competitive advantage of enterprises, which take the use of the partnership role of human resources management in the enterprise to develop strategies and implementation of the strategic to help enterprises to establish competitive strategy and to take the human resources management system and policies in line with them so that enterprises can effectively develop and make use of human resources, in order to [...]
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