| Author: | Fu, Ping-hong |
| Title: | Strategic human resources management : what it means to the personnel directors in Hong Kong |
| Degree: | M.B.A. |
| Year: | 1993 |
| Subject: | Personnel management Personnel directors -- Hong Kong -- Attitudes Hong Kong Polytechnic -- Dissertations |
| Department: | Department of Management |
| Pages: | viii, 102 leaves : ill. ; 30 cm |
| Language: | English |
| Abstract: | There have been in recent years a lot of discussions and debates in the United Kingdom and United States regarding the modern role of human resources management, particularly strategic human resources management. Writers such as Professor David Guest, Michael Armstrong, Manuel London and others have expressed differing views regarding the distinction between personnel management and human resources management. However, these debates did not seem to have a very prominent impact among the personnel professionals in Hong Kong. The purpose of this research project is thus to seek to explore the strategic role(s) of human resources professionals in Hong Kong. First of all, it is necessary to find out how human resources professionals in Hong Kong react to this theoretical contention, how it has affected professionalism in the field of personnel management in the territory. Are they making any response to this debate, and have they actually taken any action to cope with changes in the business environment, in terms of the planning and development of human resources? Have they been successful in matching their human resources policies/strategies with the overall business strategies? To what extent can their human resources strategies help and influence the business strategies of their organizations in Hong Kong? Top-level human resources professionals of major corporations in Hong Kong were interviewed to solicit their views on the distinction between personnel management and human resources management. They were asked to give their views on, and to express how they see the strategic role of human resources management. The respondents in the interviews were all heads of the human resources functions in their organizations. They should be directly responsible to the chief executive officer or managing director, and they should have sole responsibility for the formulation, implementation and control of human resources policies and strategies within their own organizations. They were also asked to comment on the portfolio theory of strategic human resources management, and to express their reactions to Manuel London's observations about the frustrations and barriers generally experienced by human resources professionals. Finally, based on the readings and interviews, I then tried to develop my own interactive model of strategic human resources management in this research report to take into account the significant factors involved in the actual formulation and implementation of human resources strategy. |
| Rights: | All rights reserved |
| Access: | restricted access |
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|---|---|---|---|---|
| b1150979x.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.9 MB | Adobe PDF | View/Open |
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