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Formulating and implementing human resource strategy: A model of how to do it, two examples of how it's done
Author(s) -
Mirvis Philip H.
Publication year - 1985
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930240403
Subject(s) - business , human resources , resource (disambiguation) , perspective (graphical) , strengths and weaknesses , key (lock) , affect (linguistics) , marketing , strategic management , human resource management , knowledge management , process management , management , economics , computer science , sociology , psychology , computer network , social psychology , computer security , communication , artificial intelligence
Business strategy is based upon a knowledge of markets and needs, an understanding of the strengths and weaknesses of an organization, and an awareness of the political, social, and cultural factors that shape strategy implementation. Miles, et al., 1978; Porter, 1980; Tichy, 1983. As managers adopt a strategic perspective toward human resources, they need to be sensitive to their labor market and employee's attitudes and needs, to the profile of jobs in their companies and jobholder's training and skills, and to key factors that will affect strategic management in their own firms. This paper identifies the factors companies need to consider when formulating human resource strategy and describes the implementation and monitoring of such strategies in two U. S. corporations: Caterpillar and Graphic Controls.