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1、Introduction Strategic human resource management is a series of planned and the strategic significance the human resources arrangement and management behavior.(Wright&Mcmanhan,1992)This report involves four main aspects:first,explaining the resource base view model of strategic human resource manage
2、ment and analyzing its usefulness;second,explain the activities involved in HR planning;third,assessing the practices available to UK employers to improve employee engagement;forth,evaluating the practices of employee involvement and participation that UK employers have adopted.Strategic human resou
3、rce management model Three theoretical models to strategic human resource management are included.First,best practice model indicates that manage human resources to improve business performance and align employment policies and business strategy practice to achieve companys goals.Second,fit or conti
4、ngency model defines that different business strategies need different HR 1 strategies.Third,resource base view states that substantial competitive ability can be to achieve goals by using core resource and competence of firm.The following will focus on resource base view model.The resource base vie
5、w(RBV)indicates that the core resource and competence of the firm can have substantial competitive ability and enduring advantages to succeed in the market(Hamel&Prahalad,1994).If the organization has a valuable,inimitable,non-substitutable and rarity resources and competences,the organization will
6、be able to build the core competitiveness to achieve optimal operational performance,and gain a persistent competitive advantage（Torrington,Hall,Taylor&Atkinson,2008）.Actually,the enterprise is collection of various resources.Due to a variety of reasons,the enterprise has the same heterogeneity reso
7、urces that determine the differences in the competitiveness of enterprises.RBV can make firms different from one another and in turn allow a firm to deliver products and services in the market(Hamel&Prahalad,1994).On the other hand,the development of human capital can promote sustained competitive a
8、dvantage(Hamel&Prahalad,1994).Human resource can provide competitive advantage for the business,as 2 long as they are unique and competing organization cannot copy or substitute for them.Knowledge resources become the main source of competitive advantage(Barney.1991).It enables enterprises to be abl
9、e to learn faster than your competitors and development capacity.Development of knowledge makes other companies is difficult to imitate resources.Grant(1996)pointed out that knowledge is the enterprise has the most critical competitive asset.In this view,the business organization and the market adva
10、ntage is its ability to have more to create and maintain knowledge.Leonard-Barton,(1992a),the enterprises knowledge resources are human capital,organizational capital and physical capital are interdependent whip interaction system,which is the ability to generate rain staff skills,management systems
11、 and management processes of knowledge-based,complex linkages of organizational values and norms as well as physical capital and material systems.Major role in strategic human resource management enough to enhance the enterprises,including human capital,intellectual capital,intellectual capital accu
12、mulation and the formation of a basic task is the strategic human resources management,integration and reconstruction of enterprises intellectual capital and,ultimately,enterprises a sustainable competitive advantage.3 Amit and Schoe-maker(1993),the organizational capacity of organizations to config
13、ure their resources skills,to combine resources through organizational procedures,which these capabilities are the backbone of information and formation of the invisible complex interaction,in order to achieve the organization is expected to goals.The ability to participate in the organization proce
14、ss is the process with the employees joining and leaving constantly sustained,and ultimately the enterprise a competitive advantage(Barney,2001).In fact,the ability of enterprises and constitute the ability of employees skills are inseparable,we must determine the personnel involved in the process o
15、f this organization,in order to gain a deeper comprehension of these officers must have the appropriate individuals and groups skills,and their(individual and groups)behavior must be conducive to the implementation of this process.Dynamic ability to produce not only requires companies to have a stro
16、ng resource base,and requires companies to be able to configure the existing resources,to create new resources and new knowledge.The fundamental role of human resource management system is the human resources and knowledge resources embedded in one of the 4 configuration,this sense and human resourc
17、es management system fully reflects the ability of the enterprise organization.The resource-based theory that the combinations of each organization are unique resources and capabilities,combined with the body has become a business competitive strategy is based on.The main content of the corporate st
18、rategic management is how to maximize the nurture and develop a unique business strategy resources and unique ability to optimize the configuration of this strategic resource,namely,core competencies(Barney,2001).The formation of core competence accumulation strategy requires companies to continue t
19、o develop a variety of resources required,enterprises need to constantly learning beyond and innovation,Human Resource Management System plays a very important role.Human resource planning According to its internal and external changes in the environment,Enterprises predict the future development of
20、 human resources needs starting from strategic planning and development goals,predict the future development of human resources needs,and to provide human resources activities in the process.On the one hand,it analyzes the current manpower situation to understand the 5 dynamics of personnel and pred
21、icts the future manpower needs.On the other hand,it promotes the rational use of human resources and human resource planning to improve the imbalance of manpower allocation,in order to seek the rationalization of human resources and meet the development needs of the organization.ANALYSING THE ENVIRO
22、NMENT Human resources plan to fully consider the internal and external changes in the environment to adapt to the needs,really do target services for enterprise development.Internal change refers to changes in the sales,development changes,or changes in the enterprise development strategies,as well
23、as employees of the flow change;external change refers to changes in the society of the consumer market,the government human resource policy changes,personnel changes in the market and so on.In order to better adapt to these changes in the human resources plan should be possible scenarios to make ch
24、anges in the forecasting and risk,it is best to have the face of risk coping strategies.First，it is investigating the business and human resources-related information,such as:setting the status of the corporate 6 organizational structure,the positions set and necessity,the companys existing staff,wo
25、rk quotas and labor load,the companys future development goals and tasks plan,factors of production may be changes.Second,it needs to pay special attention to the analysis of survey of human resources within the organization.This section usually includes:the basic conditions of the existing staff,th
26、e knowledge and experience of the staff,the ability and potential of employees for development,general interest and hobbies of employees,personal goals and development needs of employees,employee performance and results,recent years the flow of human resources,corporate human resource structure and
27、the existing human resources policies.In addition,for the business external human resources survey,such as the results of the labor market,the market supply and the status quo,education and training policy and education,labor,choosing psychology of the external labor market factors and influencing f
28、actors are required for in-depth investigations and studies.This information are HR planning of human resources base.(Torrington,Hall,Taylor&Atkinson,2011).FORECASTING FUTURE HUMAN RESOURCE NEEDS Human resource planning is not only a business-oriented program,7 but also is a plan for employees.Busin
29、ess development and staff development rely on each other to mutually reinforce relationship.Only consider the development of enterprises while ignoring the development of staff will be detrimental to the achievement of the goals of enterprise development.Excellence in human resource planning must be
30、 to enable employees to achieve long-term interests of the plan,must be able to make the common development of enterprises and employees plan.Thus it is necessary to forecasting future human resource needs.There are containing objective method and subjective method.Objective method Objective method
31、consists of statistical and work-study approaches.Statistical model relate employee number demand to organizational circumstances and activities(Torrington,Hall,Taylor&Atkinson,2011).Through assuming,the future demand will be calculated.If the environment is not stable,this method is not reliable.Th
32、e work-study method is based on a thorough analysis of the tasks to be done,and the time each takes(Torrington,Hall,Taylor&Atkinson,2011).The employees demand per unit of output can be calculated,thus the numbers of employees demand will develop following standard.8 Subjective method Torrington et a
33、l(2011)indicates that the most common subjective method of demand forecasting is managerial judgment,judgments of other operational and technical staff and all level of managers.The method is based on past experience and on corporate plans.This method is more comprehensive and less precise than stat
34、istical methods.ANALYSING THE CURRENT SITUATION AND PROJECTING FORWARD The protection of human resources is a core problem of human resources plan.It includes the staff of the inflow forecast outflow forecasting,prediction of the internal movement of staff,societys human resources supply situation a
35、nd the mobility of the profit and loss analysis.Only effectively ensuring the supply of corporate human resources is only possible to carry out a deeper level of human resource management and development.On the one hand,according to annual labor turnover index,staff leaving the organization can be a
36、nalyzed.But it gives limited information.9 Leavers in year/average number of staff in post during year*100=percentage wastage rate On the other hand,it can analyze internal movements.Torrington et al(2011)said:age and length of service distributions can show an overall pattern of problems.Movement p
37、atterns model displays visually promotion and lateral move channels in operation.Last,talent analysis should be paid attention to ensure that there is a pool supply succession into key role.Reconciliation,decisions and plans By comparing the forecast workforce demand and supply,it is possible to com
38、pile a forecast of net workforce size.This then needs to be compared with the strategic requirements for the business.The result is the workforce gap,which is a forecast of too few or too many workers.The role of HRM is to close the gap.The key HRM activities to manage the workforce gap comprise:Rec
39、ruitment plans indicate that how many people need,where to need,what types of talent and how to select talent.Training plans 10 state that it can be improved employees skills.Some new technology skills should be taught to employees.It is important to development employees.Employee engagement Employe
40、e engagement is a business management concept that employees are fully involved in and enthusiastic about their works,and thus will increase their organizations interests.According to Scarlett Surveys(2010),Employee Engagement is a measurable degree of an employees positive or negative emotional att
41、achment to their job,colleagues and organization which profoundly influences their willingness to learn and perform at work.Thus employee engagement is distinctively different from employee satisfaction,motivation and organizational culture.Through motivate and energize employees that can give their
42、 best to the organization to serve the customer.It is all about the willingness and ability of employees to give sustained discretionary effort to help their organization succeed.WIFI Model The WIFI model of engagement is made up of some basic 11 components that when brought together are very powerf
43、ul.There are four parts including well-being,information,fairness and involvement(Sarah,2008).Well-being.Research indicates that engagement is more likely than not to be associated with a good work-life balance(Sarah,2008).Flexible working hours,family-friendly policies,Job design and structure,and
44、having sufficient challenge in a job and sufficient resources to do the job well can increase a level of engagement.Well-being can motivate employees to mutual supervision.Dupont in UK,is a pharmaceutical company,has a core value of sustaining a respectful work environment.There is a zero-tolerance
45、policy towards sexual harassment,workplace harassment and intimidation to protect their employees.It provides the same benefits plan for all employees,including in-vitro fertilization benefits,long-term care insurance and paid adoption leave.Information Information,which provides clear vision,missio
46、n,goals,strategy and values of the organization are an essential element in binding employees together.That information can help employees to know where they are going and why and how they fit into achieving 12 those goals.The regularity and appropriateness of information at all levels is a key driv
47、er of engagement(Sarah,2008).Telecommunications giant Vodafone CEO Arin Sarun said:Goal number one is to delight our customers:we want to be even more customer-centric.We want to provide the best products and services in the mobile world.The second goal is to build the best global team.We are a serv
48、ice business and we deliver our products and services through our employees.We need to make sure our employees are trained and are completely up to speed with what is going on in the world around them.Vodafone ensure that at every opportunity their leaders communicate these goals to their employees.
49、Their view is that regularly reinforcing the vision,values and goals statements.Fairness Fairness is important to employees.Sarah(2008)said:hiring the right people for the right jobs is fundamental to ensuring that individuals begin their working life with your organization in the most positive way.
50、Performance management also affects fairness.Managers need to clear the expectations of employees in their work and receive regular and timely incentives and feedback shows that the key factor in all employees participated in the study.13 Important for staff personal development plans.Ready to enter