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Corporate strategy and the role of HRM

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  1. Introduction
  2. The firm's social dimension in mutation
  3. Conditions for HRM to have a place in strategic decision making process (SDMP)
  4. The current key factors and strategic dimension of HRM
  5. HRM and its strategic dimension within the company
  6. The contingency characteristic of HRM
  7. What HRM vision to use, for which strategy?
  8. Conclusion
  9. References

Throughout ?The Thirty Glorious Ones?, HRM started adapting to strategies. Indeed, this period is defined by a spectacular economic growth in which products are uniform and in which customer's needs are the last preoccupations of companies. Thus, the Taylor-Ford model finds in this particular context tremendous reasons to prosper. Both models have a strict conception of workforce that places it as a key point of the strategy. Moreover, ideas from the human relationships school developed in the 30's by Mayo E. (1933) deeply drove to the managerial re-conception of their human resources management. On the late 50's, new authors insisted on the significance of the working conditions within the enterprise, of independence, working groups and so on? Following Beardwell I., Holden L. & Claydon T. (2004), the change of words from staff to human resources proves the transition from a simple account issue to a real strategic tool.

[...] Human Resources and the performances of the firm. Washington. BNA Press 43-85 Bratton J Strategic human resources management. http://www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf Burns T. and Stalker M.S The Management of Innovation. Oxford University Press. Chen J. Dec2006/Jan2007. Contingency Management a crucial modern day management technique. British Journal of Administrative Management. Issue 56, p26-26, 1p http://web.ebscohost.com/bsi/detail?vid=14&hid=12&sid=92905e6c-88bc-49a7- be5c-fd2801c02574%40SRCSM2 Estiénne M An organizational culture compatible with employability. Industrial and Commercial Training. Nov 1997 Vol-29 Issue-6 194-199 Garavan T.N HRD stakeholders: their philosophies, values, expectations and evaluation criteria. [...]


[...] In a nutshell, HRM not only have a role to play in the corporate strategy, but it is also the key factors of the achievement of this strategy. References Adams J.S Original Equity Theory concept. http://www.businessballs.com/adamsequitytheory.htm Armstrong M. & Baron A Strategic HRM: the key to improved business performances. CIPD publications. Ballot G. Sept 2001. Firm human capital, R&D and performance: A study on French and Swedish firms, (collab. F. Fakhfakh et E. Taymaz), in Labour Economics http://www.uparis2.fr/html/recherche/fiches_individuelles/fiche_ens.php?choi x=15 Beardwell I., Holden L. [...]


[...] So, the firm must face the risks of a loss of knowledge, of skills, of corporate culture and memory This way, if HRM does not get to manage the phenomenon, it can weaken the global level of competences of the firm and as seen above, put in danger the competitiveness of the company. At once, the business includes more and more employees with diverse aspirations and so with different expectations vis-à-vis of the firm and its social policies. This miscellany is explained by the mixture between ages, sexes, initial background, professional experiences, and qualifications that co-exists within the enterprise. [...]

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