How are corporate strategy and human resources strategy linked?

Article Abstract:

A number of analytical links and themes exist between human resource (HR) strategies and corporate tactics. One of the links is the portfolio theory that represents market growth rate as a function against relative market share while adapting HR strategies and policies based on changing conditions. Another link is the value chain that promotes service quality, innovation, responsiveness, and defines positions for specific businesses. The link also treats human resources as a critical factor in determining business competition on an ongoing basis. The themes that focus on linkages between corporate and HR strategies are complexity, identity, emergence, turbulence, ownership and structure. They address difficulties associated with HR and corporate strategies using HR management frameworks and field research approaches.

Legislative Bodies, Human Resources, Management Dynamics NEC, Business planning, Management techniques, Strategic planning (Business)

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Effective retrenchment: human resource implications

Article Abstract:

Failure to include human resources management in the course of corporate retrenchment activity represents a short-sighted business perspective. Personnel managers seeking to convince senior management of the value of dealing effectively with the human resources element of retrenchment should address the following issues: the importance of corporate survival, the threat of resistance, the possibility of a damaged reputation, the need for corporate culture and consistency, the threat of law suits, the suspect nature of conventional wisdom, corporate social responsibility, the possibility of a beneficial outcome, and implications for the future. The human resources manager should learn: the nature of the problem, how to identify the opposition, what the alternatives are, and what options are available.

Plant shutdowns, Industrial management

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Core and peripheral employees in a seasonal firm

Article Abstract:

The relationship between labor flexibility and the fluctuating product patterns of a seasonal industry was examined. Data obtained from a Dutch sugar refining plant were used to study the division of workers into a core group of skilled workers and a temporary group of peripheral workers as a means of achieving labor flexibility. This mode of labor organization was found to be a deliberate strategy. The deliberate choice of creating a core workforce was observed to increase labor costs thereby creating a powerful incentive to economize through the hiring of a peripheral workforce.

Economic aspects, Skilled labor, Seasonal employees

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