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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.

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