戰略的ㆍ人的 資源管理에 관한 硏究

A Study on Strategic Human Resources Management

Technological, economic, and demographic changes are pressing organizations to use effective human resources management. While sagging productivity and worker alienation have popularized management tools such as quality circles and profit sharing plans, the long-run competitiveness of whole industry will require considerably more sophisticated approaches to the human resource input that deal with its strategic role in organizational performance. We should focus on human resource management in terms of its strategic role in both the formulation amd th implementation of long-run plans. The strategic human resource concepts and tools needed are fundamentally different from stock in trade of traditional personnel administration. This article, therefore, stresses the strategic level of human resource management at the expense of some of the operational concerns of the standard personnel organization. Human resource management is a major force in driving organizational performance. Thus, when business is castigated and the whole industry is unfavorably compared to the others, two major factors are underscored : (1) our lack of a long-term perspectives in management ; and (2) our lack of a skill in managing people. Both of these factors can be changed only with concomitant change in the human resource activities inside our organizations ; that is, it requires changes in the way people think and behave. These concluding points should be made about human resource management : (1) Human resource activities have a major impact on individual performance and hence on productivity and organzational performance. (2) The cycle of human resource activities is highly independent. The human resource system is therefore only as strong as its weakest link. (3) Effective strategic management requires effective human resource management.