知识员工雇佣管理模式研究--基于SHRM的分析

本文从战略人力资源管理的视角,综合运用知识资本理论和战略管理理论熏以知识员工异质性为研究的逻辑起点,根据知识员工所拥有知识的战略价值及企业专用性这两个维度,把知识员工分为先锋型、工兵型、卫士型和盟友型等四种类型,然后较深入地分析了各类知识员工的特点,并在此基础上提出了差异化雇佣管理模式。文章最后还就差异化雇佣管理所带来的问题进行了研究,一方面丰富了雇佣关系管理理论的内容,另一方面也为中国的知识型和高科技企业在实践中分层分类雇佣管理知识员工提供了理论依据。     

Management Modes of Employment Relationship under a Changing and Reforming Circumstance in China： a Competitive Advantage Perspective

Since the 1990s, organizational environments in China have taken an unprecedented, unrelenting and largely unpredictable change, competitive advantage has increasingly depended on core employees, conventional and rigid employment modes have been confronted with a serious challenge. In contrast to pervious work in employment relationship, this paper explores how to achieve and maintain sustainable competitive advantage through differential management of employees in a business climate characterized by increasingly fierce competition and diverse human resources. On the assumption that human capital is idiosyncratic and according to a two dimensional matrix of strategic value and firm-specificity of human capital, the paper establishes a binary matrix model and develops a classification of four types of workers： firm-specific core employees, generic key employees, generic ancillary employees, and idiosyncratic allied employees. Each is viewed as playing a different strategic role in organization and should be developed and supported by different employment modes： commitment management based on skill, productivity management based on job, compliance management based on short-term contact, and collaboration management based on alliance, in order to facilitate employment relationship management in congruence with other HR practices and enterprise strategy for winning sustainable competitive advantage.