How does Lenovo effectively utilize organizational resources to build advantages? Satisfactory answer?

An organization's human resource management practices can be an important source of competitive advantage. As we will see, effective human resource management practices can improve a company's competitive advantage by creating cost leadership and product differentiation. Research shows that human resource management practices can have a rather strong impact on a company's competitive advantage. One study examined the human resource management practices and productivity levels of 968 companies across 35 industries. The quality of each company's set of human resource management practices was rated by the presence of talent attraction programs, employee complaint systems, formal performance appraisal systems, and worker participation in decision-making. The study revealed a strong link between the quality of HR management and productivity levels - companies that received high ratings for HR management significantly outperformed those that received low ratings. Specifically, a standard deviation in human resource management quality is translated into a productivity difference of 5. Essentially, this finding means that a company with an above-average score (e.g., the 86th percentile) outperforms the "average" company by 5 percentage points.

Similarly, a 1993 study found that organizations with sound human resource management practices (e.g., “companies that appropriately test and interview job applicants and evaluate the effectiveness of recruiting and selection procedures ”) had higher levels of annual profits, profit growth and overall performance than those with less robust practices. The potential impact of human resource management practices on competitive advantage was described by Stanford University professor Jeffery Pfeffer in his book "Competitive Advantage Through People" . Pfeiffer summarized 16 human resource management practices that can improve a company's competitive advantage.

16 human resource management practices that improve competitive advantage

1. Employment security: An employment guarantee that no employee will be fired due to lack of work. The organization provides a long-term commitment to its employees. This practice results in employee loyalty, commitment and willingness to go the extra mile for the benefit of the organization.

2. Selection during recruitment: Carefully select qualified employees in the correct way. A well-qualified employee is on average twice as productive as a less-qualified employee. Furthermore, by being selective in its hiring practices, the organization sends the message to applicants that they are joining an elite organization and that it has high expectations for employee performance.

3. High wages: wages higher than the wages required by the market (ie: higher than wages paid by competitors). Higher wages tend to attract more qualified applicants, make turnover less likely, and send a message that a company values ??its employees.

4. Attractive salary: Allow employees who have improved performance and profitability to share in subsidies. Employees view such a practice as both fair and equitable. If the benefits generated by employees' talents and efforts accrue to top management, people will view the situation as unfair, become discouraged, and abandon their efforts.

5. Employee ownership: Give employees the benefits of ownership in the organization by providing them with company stock shares and profit-sharing plans. If implemented properly, employee ownership can closely align the interests of employees with those of other shareholders. Such employees will likely hold a long-term belief in their organization, its strategies, and its investment policies.

6. Information sharing: Provide employees with information about operations, productivity, and profitability. Provide employees with the information basis to correctly evaluate how their own interests relate to the interests of the company, and therefore provide them with the information they need to do what they must do if they are to be successful.

7. Participation and empowerment: Encourage the decentralization of decision-making and expand workers’ participation and empowerment in controlling their own work processes.

Organizations should move from a hierarchical system of controlling and coordinating activities to a system in which lower-level employees are allowed to do those things that improve performance. Research has shown that engagement both increases employee satisfaction and increases productivity.

8. Team and work redesign: Use interdisciplinary teams to coordinate and monitor their own work. By setting norms about the appropriate quantity and quality of work, teams exert some strong influence on individuals. Positive outcomes from group influence are more likely to occur when there are rewards for group effort, when the group has some autonomy and control over the work environment, and when the group is taken seriously by the organization.

9. Training and skills development: Provide workers with the skills necessary to complete their jobs. Training not only ensures that employees and managers are competent at their jobs, but it also demonstrates a company's commitment to its employees.

10. Job rotation and cross-training: Training people to do several different jobs. Asking people to multitask can make work more interesting and provide managers with greater flexibility in scheduling. For example, it can replace an absent worker with a trained worker to perform those duties.

11. Symbolic egalitarianism: Treating employees equally can be accomplished through actions such as eliminating the manager’s cafeteria and reserving parking spaces. Reducing the representation of social categories has the potential to reduce the idea of ??"us" versus "them" and provide a sense that everyone is working towards a common goal.

12. Wage "condensation": the extent to which salary differences among employees are reduced. When tasks require interdependence and coordination is required to complete work, salary concentration can lead to productivity improvements by reducing interpersonal competition and increasing cooperation.

13. Internal promotion: filling job vacancies by promoting employees from lower levels. Promotions increase training and skill development, provide employees with an incentive to "do well," and can provide a sense of fairness and justice in the workplace.

14. Long-term perspective: Organizations must understand that achieving competitive advantage through labor takes time and therefore requires a long-term perspective. In the short term, it may be more profitable to fire people than to maintain job security, and reducing training funding is a quick way to maintain short-term profits. However, once a competitive advantage is achieved through the use of these human resource management practices, that advantage is likely to be more substantial and lasting.

15. Measurement of practices: Organizations should measure aspects such as employee attitudes, success of programs and initiatives, and employee performance levels. Measurement can guide decision-making by indicating "what matters," and it can provide feedback to the company and its employees about what is happening relative to measurement standards. How well they performed.

16. Permeating philosophy: Let the fundamental management philosophy connect various individual practices into a cohesive whole.

The success of the practices listed in items 1 through 15 depends in part on developing a system of values ??and beliefs about the basis for success and how to manage people. For example, Advanced Micro Devices (AMD)'s company's through-philosophy is "continuous rapid improvement, empowerment, boundaryless organization, high expectations and technical excellence."

(2) The connection between strategic human resource management practices and organizational competitive advantage

The effective connection between human resource management and organizational strategy is the core of strategic human resource management. Deepening the understanding of strategic human resource management will help the connection between all aspects of human resource management and the connection between human resource management and corporate strategy. An important driving force behind strategic human resource management is the trend of economic globalization. When an enterprise is in the globalization stage, the enterprise's strategy is based on the integration of all resources, skills and knowledge of different business units around the world, and on the flow of resources in the global corporate network. Globalizing enterprises plan their operations on a global scale, carry out research and development activities on a global scale, and conduct various business activities on a global scale.

First of all, it helps to establish strategic requirements or strategic standards for all aspects of human resource management functions. This process actually includes all aspects of human resources management, such as organization and job design, demand analysis, recruitment and selection, training and development, performance appraisal, salary and incentive management, etc., all of which have put forward corresponding standards and requirements. For example, organization and job design are generally understood to be related to strategy as “structure follows strategy.” In fact, by analyzing the process of human resources supporting strategy, we can gain a deeper understanding. The overall strategic planning of the enterprise designs the process of value production, and thus also designs the business processes corresponding to value realization. Organizations and positions must adapt to business processes. If the organization and positions are improperly designed and separate business processes, it will inevitably lead to inefficiency in value production. This is very obvious in industries where processes have a prominent role. For example, in a listed real estate company in Beijing, no one except the general manager is responsible for the entire project operation. There is a lack of effective coordination between various functional departments, which fragments the process and lengthens the project cycle. , the fundamental reason for the rising cost is the lack of institutional arrangements such as a project team, or the lack of a key coordination position. Similarly, when the strategic direction is determined, still taking real estate companies as an example, such as strengthening early planning capabilities and accumulating relevant intellectual and knowledge resources, then the corresponding recruitment and training in human resource management should focus on the introduction and introduction of relevant talents. Diffusion and development of knowledge. In other aspects, the guiding role of strategy is very obvious.

Secondly, and more importantly, with the help of such process analysis, we can strengthen the connection between various management functions and strengthen the connection between human resource management and strategy. For some companies with relatively sound and standardized human resource management, there are various specialists, such as compensation specialists, under the personnel manager or even the vice president of personnel. As you can imagine, for those group companies with tens of thousands of employees and intertwined subordinate companies or departments, the work of each specialist is not easy, and it is very easy to get bogged down in specific affairs. Such process/process thinking strengthens their sensitivity to the coordination of all aspects of human resource management, helping them to look beyond daily affairs and maintain attention to the overall corporate strategy and human resource management, which is critical to the long-term development of the company. It is undoubtedly very critical.

(3) Human resource management practices and sustainable competitive advantage

In the future market competition, only by building a strategic human resources management system can the enterprise realize its current status. Talented people are transformed into the source of enhancing the core competitive advantage of enterprises. The most important thing in reconstructing the company's new system of strategic human resources management is to regard human resources as an important strategic resource of the company, effectively manage the company's existing human resources in accordance with the requirements of the company's strategy, and use this to build the company's strategic human resources. Resource management system. The starting point and destination of strategic human resource management is to build the company's future core competitiveness. The core lies in how to cultivate and train a team of employees with core competitiveness from the company's existing human resources stock. The biggest difference between strategic human resource management and traditional human resource management is that the human resource management department can directly participate in the strategic decision-making of the organization. Under the premise of a clear organizational strategy, it can coordinate and cooperate with other departments to jointly realize the organizational strategy. Target.

Strategic human resource management has a wide range of functions, specifically involving corporate competition assessment, corporate organizational planning and design, organizational culture construction, job position analysis, personnel recruitment and deployment, training and career development, employee evaluation and performance Assessment. Twelve aspects of compensation system, welfare, labor force management, human capital control, and labor relations. The four basic core functions of human resource management, namely - enterprise competition assessment, enterprise organization planning and design, job position determination and analysis, and salary system, serve as the most basic functions in the actual operation of enterprises to establish strategic human resource management systems. , the most critical core role. In view of the complexity of the above human resources process, that is, the management of human resources is difficult to imitate, so the competitive advantage of enterprises built through human resources is more durable than the advantages obtained through other means.

He later joined forces with four others to form Standard Oil. At that time, the development of the oil industry depended entirely on the transportation of oil. To this end, he reached a long-term agreement with the railway transportation system: Standard Oil would ensure that the railway transportation system would transport oil and other products in large quantities on a regular basis. Due to the large freight volume of guaranteed oil, the rail transportation system will give Standard Oil the best price. His experience is: "If you want to rise in the chaotic competition, the only way is to cooperate with competitors or merge them. If you blindly kill each other with competitors, all the same kind will perish in the cruel competition." ."

ABC's global mission is to "strive to become the world's best oil company, make sound investments and provide generous returns for shareholders." The company's definition of "best" is not the largest, but the best profitability. To obtain the best profitability, you must operate at low cost and with high efficiency in all business areas. . On the basis of establishing the mission statement, the company formulated a clear education and training mission: "Build a world-class education and training system that accelerates the development of business skills and knowledge dissemination required by the company." The management of each company said: People It is the most important factor in an enterprise and the company's most valuable resource. However, in practice this is often forgotten or given the least importance in decision-making. ABC Company pays attention to the training of managers that other companies cannot match. A reporter from the New York Times once said: "ABC Company often says that the company's competitive advantage is human resources, and other companies also say the same, but ABC Company really does it. No company can compare with ABC Company in cultivating new managers." The company clearly states its emphasis on employee training and development in its business principles. One of the company's business goals is "Excellent People: The company's strategic, organizational and operational success depends on the company's employees." The company is committed to hiring high-quality talent from wherever possible and providing equal opportunity in all human resources areas, including hiring, job assignments, training opportunities, transfers and promotions." With McDonald's restaurants around the world. Just like the stores operate completely according to a unified model, ABC company branches around the world operate completely in accordance with the principles of the headquarters and share the same mission and goals.

In China, each organizational structure of ABC Company implements business and trains and develops talents in accordance with the principles of the headquarters, without any deviation. Such strict copying requires a strict internal control system to be maintained. The company has an extremely high-standard internal control system and has set up a dedicated expert team to conduct inspections and audits on various departments and organizations of each branch from time to time to check the previous Whether there is any deviation from the company's principles and regulations in the operation, and whether there are loopholes and flaws in the existing operation.