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. [...]
[...] During the 80's, HRM got really positioned with strategy and get into new models. In 1980, the 7S model proposed by McKinsey represents businesses facing seven variables linked with each other: personnel, know- how, organisational structures, systems, shared values, style and strategy. This change enticed CEOs to adopt larger re-conceptions of their strategies, and to set up processes less rational, that take accounts of qualitative and subjective aspects. Following the context and the usage, the strategic direction of human resources can take diverse acceptations; however, the definition of R.S. [...]
[...] In a nutshell, HRM can be considered as the result of its firm's environment, or the corporate culture, of particular objectives, of adapted strategies, if the company's size, structure, age and so on What HRM vision to use, for which strategy? As seen below, several HRM visions are available; the one that will be applied in a company often depends on the global strategy that the firm has decided to follow. Indeed, according to Lauwrence P.R. and Lorsch J.W. (1969), there are five HRM applications following 5 global different strategies. [...]
[...] The firm must be competitive in a context where everything is in a fast-moving process: exchanges, technologic innovations Human resources have to carefully integrate an international dimension in their global management of the human capital in order to reduce costs and to avoid resources wasting. Also, the invested capital per employee has significantly skyrocketed. Parenthetically, in 1987, Antoine Riboud, CEO of Danone said: In 1977, a factory producing tonnes of yoghourt costs 100 millions of francs and required 400 employees. [...]
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