The goals of HRM
The goals of HRM
复制标题
人力资源管理的目标
DOI：
10.1093/oxfordhb/9780199547029.003.0003
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发表时间：
2008
影响因子：
5.1
通讯作者：
P. Boxall
中科院分区：
文献类型：
--
作者：
P. Boxall
人力资源管理涵盖了大量的活动，并在职业，组织级别，业务单位，公司，行业和社会中表现出巨大的变化。这种令人困惑的细节和深刻的多样性自然回避了一个基本问题：雇主通过从事人力资源管理寻求什么，他们的人力资源管理目标如何与更广泛的业务目标相关？推动本章的问题不是关于个别人力资源政策和做法的原因，尽管它们可能很重要，但关于雇主的基本目标。就所涉及的“分析水平”而言，重点是作为整个雇用单位特征的目标：即企业或在劳动管理方面多样化和下放的企业单位或企业内的机构。然而，这一分析单位不应被视为暗示公司在某种程度上是孤立的岛屿。本章将强调这样一个事实，即雇主的目标不可避免地受到企业经营所在的部门和社会背景的影响。这是一项艰巨的任务：在这一分析层次上，研究表明，人力资源管理的目标往往是隐含的（Gratton et al. 1999;珀塞尔and Ahlstrand 1994）。只有最大的公司往往有正式或明确的目标声明，为他们的整体人力资源战略。即使他们这样做了，我们也需要小心地从表面上看待他们。在人力资源管理中，理想的花言巧语可能掩盖了一个更加机会主义和务实的现实（Legge 2005;马尔金顿和Grugulis 2000）。宽泛的政策总是开放给管理者的解释，无论是一般的还是专业的，有时他们会主动颠覆。此外，HRM的特定模式被放置或“沉积”（参见。Giddens，1979）在组织历史的某些关键时刻（Poole，1986），管理者发现自己在这些传统中工作，而不一定能够解释所有这些部分是如何到达这里的。除非公司的成长或业绩出现某种危机，迫使公司重新考虑和重组，否则可能不会认真分析目标（如Colling 1995; Snape et al. 1993）。我们的任务，那么，更好地理解为试图推断一般
HUMAN resource management covers a vast array of activities and shows a huge range of variations across occupations, organizational levels, business units, firms, industries, and societies. This confusing detail and profound diversity naturally begs a fundamental question: what are employers seeking through engaging in HRM and how do their goals for HRM relate to their broader business goals? The question that drives this chapter is not about the reasons for individual HR policies and practices, important though they may be, but about the underpinning objectives of employers. In terms of the'level of analysis' involved, the focus is on goals that characterize whole employing units: that is, firms or, where these are diversified and devolved in labor management, business units, or establishments within them. This unit of analysis should not, however, be seen as implying that firms are somehow isolated islands. The chapter will lay emphasis on the fact that employer goals are inevitably affected by the sectoral and societal contexts within which firms operate. The task is a difficult one: at this level of analysis, research shows that the goals of HRM are often implicit (Gratton et al. 1999; Purcell and Ahlstrand 1994). Only the largest firms tend to have formal or explicit goal statements for their overall HR strategy. Even when they do, we need to be careful in taking them at face value. In HRM, aspirational rhetoric may mask a more opportunistic and pragmatic reality (Legge 2005; Marchington and Grugulis 2000). Broad policies are always open to the interpretations of managers, both general and specialist, and sometimes their active subversion. Furthermore, particular patterns of HRM are laid down or'sedimented'(cf. Giddens 1979) at certain critical moments in an organization's history (Poole 1986) and managers find themselves working within these traditions without necessarily being able to explain how all the pieces got here. Goals may not be seriously analyzed unless some kind of crisis emerges in the firm's growth or performance that forces reconsideration and restructuring (eg Colling 1995; Snape et al. 1993). Our task, then, is better understood as trying to infer the general