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1. Strategic Human Resources Management (HRM):

Integrated process of HRM

2. Operationaliation of HRM

!.  "he glo#al conte$t of HRM

%. &ssociates performance and de'elopment.

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1. CORNELIUS, N. (2001). Human resource management: a

manageria !ers!ecti"e. Lon#on: $%omson Learning.

2. &REN$H, '..&., $HIERR, H. * +OL, C. (E&S.) (1--).

Han#/oo o +or an# Organiationa 's3c%oog3 (24 E#i56o).

Ho"e: 's3c%oog3 'ress.

7. 8OSSE8, E. E. * 9LOC8, R. N. (2000). anaging %uman resources

in t%e 21st centur3. O%io: Sout%;+estern Coege 'u/is%ing.

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  $o#a3

#e"ise t%e most a!!ro!riate strategies in or#er tores!on# eecti"e3 to t%e c%aenges !ose# to t%em an#so ea# t%eir com!anies to success.

It is on3 !ossi/e or an3 com!an3 to ac%ie"e success i it is

com!etiti"e.

$%e com!an3 to /e com!etiti"e, must /e a/e to oer,

in a sustaina/e >a3, more "aue to t%eir customers.

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? Until the middle of the twentieth century: $%e com!etiti"e

en"ironment c%aracterie# /3 %ig% sta/iit3 an# !re#icta/iit3, an#

t%ereore t%e com!an3e# t%e

esta/is%ment o ong;term o/@ecti"es, as >e as !anning t%e >a3

to go to ac%ie"e t%em, >it%out !ro/ems.

? Since the 70s: $%e en"ironment starts to /ecome increasing3

ess sta/e. an3 com!anies t%en /egan to tr3 to un#erstan# t%e

#3namics o t%e en"ironment, tr3ing to antici!ate its e"oution.

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?   $o#a3, >it% a tur/uent, uncertain, com!e= an# com!etiti"e

en"ironment, strateg3 ormuation s%ou# /e /ase# increasing3

on a gro>ing a/iit3 to res!on# ast an# e=i/e in t%e ace o

c%anges t%at can not /e !re#icte# an# t%at %a!!ens e"er3 #a3.

$%e ormuation o /usiness strateg3 s%ou# /e gui#e#

/3 t%e mission an# o/@ecti"es o t%e com!an3 an#

/ase# on a careu ana3sis o t%e en"ironment an# o

t%e com!an3 itse 

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A8no>e#ge o t%e con#itions o t%e s!eciic

en"ironment an# o its c%anges, /ecause t%e

/iggest c%aenge or an3 organiation is !recise3

t%e constant c%ange in en"ironmenta con#itions

at a !ace more an# more #iicut to !re#ictA

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  usiness constraints:lo#aliationIntensi*cation of Competiti'enessCustomer demand

o Re+uiring the compan, -e$i#ilit, in anticipation or response toen'ironmental alterations in order not to lose and if possi#leincrease their competiti'e ad'antages/

o 0rofound changes in the a, of managing people inorganiations greater precariousness of emplo,mentrelationships ne forms of performing or need for -e$i#ilit,in the functional content and challenges to attract retain and

de'elop indi'iduals oring in the compan,.

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THE HISTORICAL E!ELO"#E$T O% THE THEOR& O% OR'A$I(ATIO$S

Classical &pproach (late !3)

Human Relations &pproach (decades of 43 to 53)

S,stemic &pproaches 6 contigencial (the

73s)

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CLBSSICBL B''ROBCH (LB$E 70)

?   $%e !%enomenon o arge organiation is ne> an# reati"e3 o>

?   $%e tec%noogies o !ro#uction are inci!ient

?   $%e e=!ansion o marets /egin to %a"e a ma@or im!act

?   &isco"ering t%e o!tima rues o o!eration?   Organiation as a cose# s3stem, tec%noogica3 centere# an#

>%ose soe !ur!ose is t%e searc% o eicienc3 seen as a unction

o o!timiation o t%e tec%nica s3stem

?

  $%e in#i"i#ua must a#a!t to t%e it% automatic, com!ement it an# contri/ute

#ecisi"e3 to t%e o!timiation o t%e tec%nica s3stem

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 Scientiic anagement ($a3or)

$%e sc%oo %a# its origin in t%e U.S.B.

His concern >as to increase /usiness !ro#ucti"it3 /3 increasing t%e

e"e o eecti"eness an# eicienc3 o t%e >orers.

$a3or starte# as a actor3 >orer in 1D, ater !assing to o"erseeroreman, c%ie o >ors%o!s an# ina3 engineer, registere# some 0

!atents or in"entions in mac%iner3, toos an# >or !rocesses

$%is sc%oo !uts t%e em!%asis on tass concerning itse >it%:$%e >oring met%o#

$%e mo"ements reFuire# to !erorm t%e tass

$%e stan#ar# time or t%e tas.

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"resu))ositions of the Scientific #*n*+ement of L*,or:

1.$%e >orers >%o !erorm t%e same tass must #o so, a in t%e same

>a3, an# accor#ing to t%e /est >a3 t%ere is to #o so

2.Incum/ent u!on t%e B#ministration to mae a careu stu#3 o t%e

a/or o t%e >orer an# esta/is% t%e /est >a3 to e=ecute it

7.$%e su!er"isor is res!onsi/iit3 o monitor an# contro t%e >orer, t%e

>orer is res!onsi/e soe3 to !erorm t%e >or

G.$%e >or %as /etter resuts an# it /ecomes more economica, i a

t%e mo"ements necessar3 or its im!ementation is su/#i"i#e# intosma !ieces

.+e must sa"e t%e time an# t%e eort o t%e >orer. $%e unnecessar3

mo"ements are eiminate# an# t%e useu mo"ements sim!iie#.

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.   B#a!tation o >orers to t%e tas

D.   reater s!eciaiation o >orers

.   reater s!eciaiation o tass-.   Im!ro"ing t%e eicienc3 o a/or. Eicienc3 is t%e reations%i!

/et>een actua !erormance an# t%e !erormance o t%e >orer

!re"ious3 esta/is%e#, >it% an eicienc3 o 100J

10.

  $%e >orer >%o !ro#uces more must /e /etter !ai#.

CRI$ICS

?   ec%anica "ie> o t%e man

?   $%e Human /eings are !assi"e, >it%out >i, >it%out initiati"e,ot%er t%an t%e mone3

?   E=cessi"e s!eciaiation o t%e >orer?   It #oes not incu#e t%e %uman as!ects o t%e organiation.

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Cassica $%eor3 o Organiation (a3o)

$%e em!%asis in t%e /usiness ana3sis its structure, "isuaiing t%e

organiation as a coection o !arts or organs. Concerne# !rimari3 >it% t%e

ana3sis o t%e %ierarc%ica structure o organiations !utting t%e accent on t%e

comman# ine in >%ic% a #e!en# on organiationa unctioning

His great contri/ution is to e=!ain t%e unctions t%at c%aracterie t%emanager

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9ureaucratic o#e o Organiation (+e/er)

Sees t%e !erect organiation

  'resents a conce!t o organiation t%at once #eine# t%eiro/@ecti"es an# acti"ities, it is !ossi/e to ormuate a s3stem o

rues an# roes to /e !a3e# /3 in#i"i#uas

Once again !resume# a cose# s3stem, unc%anging ace ane=terior, t%at is su!!ose# to /e !ossi/e to !re#ict an#

c%aracterie in u

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-ure*ucr*tic #odel "rinci)les :

1.ree !eo!e, s%a meet t%e o/@ecti"es #uties o t%eir unctions2.KIn a unctioning %ierarc%3 >e esta/is%e# K

7.K>it% cear3 #eine# com!etences K

G.K.  as a resut o a contract /ase# on a o!ens(ree) seection, accor#ing K

.K.  !roessiona Fuaiication (in a rationa >a3 ): are name# (not eecte#)accor#ing to t%e Fuaiication re"eae# /3 e=amination an# certiie# /3 a #i!oma

K.K Bre !ai# accor#ing to gra#uates saar3, accor#ing to %ierarc%ica e"e an#

assume# res!onsi/iities,K %a"e t%e rig%t to retire

D.Ktreat t%eir roe as soe or !rinci!a !roessionK

.KLooing a%ea# to a career accor#ing to seniorit3 or /eneits un#er t%e

ser"ice, or /ot%, #e!en#ing on t%e @u#gment o %is su!eriorsK-.K +or tota3 se!arate# rom t%e means o a#ministration an# >it%out t%e

a!!ro!riation o t%eir @o/sK10.  Bre su/mitte# to a uniorm #isci!ine restricte# to t%eir unctions as >e as a

contro.

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Hum*n Rel*tions A))ro*ch .dec*des of /0 to 70

 Brise as a counter!oint, an# in #irect o!!osition, race cassica

a!!roac%es

Aan, t%e in#i"i#ua in t%e organiation, must /e t%e !oint o #e!arturean# arri"a o an3 normati"e or ana3sis o organiationa unctioningA

$%is s%it o ocus o tec%nica !ro#uction ; ana3sis to>ar#s t%e socia

s3stem, %as o!ene# a >%oe ne> !ers!ecti"e on t%e unctioning oorganiations

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Elton #*yo

Eton a3o in t%e 20s #e"eo!e# a series o >ors >%ic% came to /e no>n as t%e

AHa>t%orne E=!erienceA:

;a3o c%ose t>o >oring grou!s t%at !erorme# t%e same tass. One >ore# un#er

"aria/e ig%t intensit3 an# t%e ot%er ; t%e contro grou! ; >ore# un#er constantintensit3.

;  $%e !ur!ose o t%e e=!eriment >as to #etermine t%e eect o iumination on t%e

!ro#ucti"it3 o t%e >orers

;+%at >as o/ser"e# >as t%at t%ere >as no correation /et>een t%e ig%t intensit3 an#

!ro#ucti"it3 /ut in t%is interere ot%er "aria/es, !s3c%oogica;It >as oun# t%at !ro#uction increase# >%en >orers assume# t%at t%e ig%t intensit3

increase# an# !ro#ucti"it3 %as re#uce#, >%en t%e3 assume# t%at t%e ig%t intensit3 as

#iminis%.

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Elton Mayo

8ith Ma,o the issues of moti'ation of indi'iduals in theorganiation and the impact of leadership st,le onproducti'it, #ecome central to the stud, of organiations/

Concepts such as informal organization (relationship on

the sidelines of the esta#lished hierarch, hich is

generated spontaneousl, #eteen indi'iduals ho are not

onl, orers #ut also people ith personalities and

moti'ations that go far #e,ond its role in the organiation)

and as Moral of workers (Indicator of moti'ational le'el of

the internal social s,stem) ha'e #ecome e, elements in

deep stud, and understanding of the functioning of an,

organiation.

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$%e man is seen not mere3 as an interna eement o t%e organiation

/ut as a >%oe ; a %uman /eing >it% its o>n o/@ecti"es an# socia

integration, >%o #oes not a/an#on Aat t%e com!an3

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S&STE#IC A""ROACH

It a!!ears in t%e mi# 0s as a reaction to $%e One 9est +a3

.

In t%is t%eor3 t%e /e%a"ior o organiations #e!en#s on t%e situationa

"aria/es it is su/@ect to, so accor#ing to t%e c%aracteristics o its

surroun#ings, t%e tec%noog3 t%at su!!orts it, t%e sie an#

c%aracteristics, t%e organiation %as to in# t%e i#ea o management.

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Assum)tions:

1.$%e organiation must continua3 a#a!t to t%e c%anges: t%e organiation,

suc% as grou! an# in#i"i#ua, it is an o!en an# #3namic s3stem in constant

rea#@ustment an# reorganiation in or#er to sur"i"e. $%is c%ange is gra#ua

an# continuous

2.$%e organiation is in constant interaction >it% t%e en"ironment. Bn

organiation must !ercei"e t%e c%ange, /e sensiti"e to c%ange inen"ironment an# !ro"i#e suicient e=i/iit3 to reorganie its resources,

o!timiing t%eir a#a!tation

7.$%e organiation is in constant interaction >it% !eo!e >%o >or t%ere, >%o

are seen as /eings >it% sis an# ca!a/iities, t%e organiation >i !ro"i#e an

suita/e en"ironment an# t%e a/iit3 or >orers to !erorm in it

G.$%e organiationa goas must matc% as cose3 as !ossi/e >it% t%e

!ersona goas o !eo!e >%o >or in t%ere.

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E=c%ange reations%i! /et>een t%e

organiation an# its en"ironment

E=c%ange reations%i! /et>een

Interna an# E=terna mareting

$%e >a3 t%e s3stem res!on#s to

c%anges in t%e organiationa

en"ironment ao>s t%e organiation to

maintain, or not, t%e /aance o tra#e o

t%e reation >it% t%e en"ironment.

$%e organiationa s3stem it is

com!ose# o t>o su/s3stems, one t%at

acts #irect3 on t%e en"ironment an# t%e

su/s3stem rom >%ic% %e ee#s to /e

a/e to act.

organiation

en"ironment

Internaareting

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E=terna areting ; aims to customer satisaction, acting in t%e

en"ironment /3 means, met%o#s an# tec%niFues to Ase t%e

com!an3it% !roita/iit3

Interna areting ; $%roug% means, met%o#s an# tec%niFuesattracts, retains an# #e"eo!s interna customers, meeting t%eir

nee#s an# ao>s t%em t%e e=i/iit3 to res!on# eecti"e3 to t%e

#eman#s o t%e en"ironment in genera an# E=terna areting in

'articuar.

$o t%e integration o t%ese t>o t3!es o areting >e ca :

Inte+r*ted #*r1etin+

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It is t%e !erect interace /et>een t%e t>o su/s3stems >%ic% ao>s us

to res!on# eecti"e3 an# a!!ro!riate3 to t%e en"ironment.

E=c%ange reations /et>een t%e su/s3stems an#

organiationa en"ironment

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