Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Department of Management | en_US |
| dc.creator | Fu, Ping-hong | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/2235 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | Strategic human resources management : what it means to the personnel directors in Hong Kong | en_US |
| dcterms.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. | en_US |
| dcterms.extent | viii, 102 leaves : ill. ; 30 cm | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 1993 | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.educationalLevel | M.B.A. | en_US |
| dcterms.LCSH | Personnel management | en_US |
| dcterms.LCSH | Personnel directors -- Hong Kong -- Attitudes | en_US |
| dcterms.LCSH | Hong Kong Polytechnic -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b1150979x.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.9 MB | Adobe PDF | View/Open |
Copyright Undertaking
As a bona fide Library user, I declare that:
- I will abide by the rules and legal ordinances governing copyright regarding the use of the Database.
- I will use the Database for the purpose of my research or private study only and not for circulation or further reproduction or any other purpose.
- I agree to indemnify and hold the University harmless from and against any loss, damage, cost, liability or expenses arising from copyright infringement or unauthorized usage.
By downloading any item(s) listed above, you acknowledge that you have read and understood the copyright undertaking as stated above, and agree to be bound by all of its terms.
Please use this identifier to cite or link to this item:
https://theses.lib.polyu.edu.hk/handle/200/2235