Exploring Study for Strategic Human Resource employment architecture:the Example of A Marine Company
2001
Chao, Pao-Chen
ABSTRACTAs the progress of information technology, the trend of globalization market and dramatic market competition, human resource can be the only source of sustaining a competitive advantage for organizations. It is not all employees who possess knowledge and skills of core resources for firms. It is the fundamental work for human resource management for firms to improve employment management of human resource. Given pressures for both efficiency and flexibility, in addition to the use of internal full-time employees, firms are use external workers, such as temporary employees, contract laborers, consultant etc. The fact highlights that human resource management can be divided to make or buy decisions. It would be more efficient employment to hire at employee's characteristic.The related academic is less and lack of a systematic framework for carrying for employment management. This study, develop a human resource architecture based transaction cost economics, human capital, resource-based view and the academic of Lepak & Snell (1999). The conclusions are: 1.When human resource are both valuable and unique, firms should internally develop human resource and would rely on a commitment-based human resource configuration. 2. When human resource is valuable but not unique, firms should acquire human resource from labor market and would rely on a market-based human resource configuration.3. When human resource is not valuable and unique, firms should use contractual human resource and would rely on a compliance-based human resource configuration.4. When human resource is unique but not valuable, firms should use alliance and would rely on a collaborative-based human resource configuration.
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