HR Strategy & Human Capital Management. Univ.-Prof. Dr. Christian Scholz Wintersemester 2014/2015

Transkript

1 HR Strategy & Human Capital Management Univ.-Prof. Dr. Christian Scholz Wintersemester 2014/2015

2 1. Grundlagen shrm Lernziele: Verstehen zentraler (strategischer) Grundlagen, die für die gesamte Diskussion im Bereich HR Strategy relevant sind Themenüberblick: (1) Herausforderungen, (2) Postulate, (3) Systematik, (4) Strategie, (5) Perspektiven Literatur: Scholz, Christian, Personalmanagement (Vahlen, 6. Aufl.) 2014, Kapitel 1.4 und 2.2 Christiansen, Liza Castro/Higgs, Malcolm, How the alignment of business strategy and HR strategy can impact performance: A practical insight for managers, in: Journal of General Management (33/4) 2008, HR-Strategy & Human Capital Management 2

3 Potenzialstrategie 3 Dynamic Capabilities Source: Pavlou/Sawy: Understanding the elusive Black Box of Dynamic Capabilities, in: Decision Sciences 42 (2011), HR-Strategy & Human Capital Management 3

4 Personalstrategie 4 HR-Strategy & Human Capital Management 4

5 Unternehmens- vs. Personalstrategie: Empirie Vier Intensitätsgrade der Abstimmung 1.Misalignment 2.Minimalabstimmung 3.Enge Abstimmung 4.Totalabstimmung HR-Strategy & Human Capital Management 5

6 Themen des strategischen Personalmanagements in der Wissenschaft 1. Situativität und Fit 2. Bewegung von manging people zu creating strategic contributions 3. Verbesserung der HR-Komponenten und ihres Zusammenspiels 4. Verbreitung des Betrachtungsfeldes 5. Implementation und Umsetzung 6. Steigerung des Ergebnisbeitrags des strategischen Personalmanagements 7. Diskussion methodischer Themen Quelle: Lengnick-Hall, Mark L. et at., Strategic Human Resource Management: The Evolution of the Field, in: Human Resource Management Review 19(2009, HR-Strategy & Human Capital Management

7 Perspektiven bei HR-Strategie universalistic perspective contingency perspective configurational perspective contextual perspective HR-Strategy & Human Capital Management 7

8 Perspektiven bei HR-Strategie universalistic perspective Martin-Alcazar, Fernando/Romero-Fernandez, Petro/Sanchez-Gardey, Gonzalo, Strategic Human HR-Strategy & Human Capital Management Resource Management: integrating the universalistic, contingent, configurational, and contextual perspectives, in: International Journal of Human Resource Management (16/2005) ,642. 8

9 Perspektiven bei HR-Strategie contingency perspective Martin-Alcazar, Fernando/Romero-Fernandez, Petro/Sanchez-Gardey, Gonzalo, Strategic Human HR-Strategy & Human Capital Management Resource Management: integrating the universalistic, contingent, configurational, and contextual perspectives, in: International Journal of Human Resource Management (16/2005) ,

10 Perspektiven bei HR-Strategie configurational perspective Martin-Alcazar, Fernando/Romero-Fernandez, Petro/Sanchez-Gardey, Gonzalo, Strategic Human HR-Strategy & Human Capital Management Resource Management: integrating the universalistic, contingent, configurational, and contextual perspectives, in: International Journal of Human Resource Management (16/2005) ,

11 Perspektiven bei HR-Strategie contextual perspective Martin-Alcazar, Fernando/Romero-Fernandez, Petro/Sanchez-Gardey, Gonzalo, Strategic Human HR-Strategy & Human Capital Management Resource Management: integrating the universalistic, contingent, configurational, and contextual perspectives, in: International Journal of Human Resource Management (16/2005) ,

12 Perspektiven bei HR-Strategie Moderators (contingency variables): Strategy External determinants Organiszational determinants Internal context Organizational context contextual HRM System/configuration HR practice HR practice contingent universalistic Performance indices Market performance HR practice HR practice configurational HR outcomes Financial performance Organizational performance HR practice HR-Strategy & Human Capital Management 12