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HUMAN RESOURCES MANAGEMENT
The Importance of Human Resources in European

Quality Manaement

Cristian!"tefan CR#CIUN
$ecturer %h&' Christian Uni(ersity )&imitrie Cantemir*' +ucharest' Romania
E!mail, cristianstefancraciun-yahoo.com

A/stract

On European le(el' the in(ol(e0 human resources ha(e an important role in ensurin a
hih
competiti(eness of some orani1ations. The 2uality manaement is a fiel0 3ith a
spectacular
risin' 0ue to the /eneficial effect on the orani1ations.

Therefore' /ein familiar 3ith the typoloy an0 the specialists4 role in this fiel0 is (ery
rele(ant
for the research of the human resources importance on impro(in the orani1ations
acti(ities.
The human resources in(ol(e0 in this process are mainly the consultants in 2uality
manaement' 3hose s5ills an0 a/ilities o/6ecti(ely 0etermine the performance ro3th of
orani1ations ha(in calle0 for their support.

7ey3or0s, consultin' European mar5et' human resources' 2uality manaement'
ser(ices.

The typoloy an0 the role of specialists

The internationali1ation an0 European interation process for ensurin the free shipment
of
pro0ucts' ser(ices' people an0 capitals in(ol(es the institutionali1ation of some
0epartments
for certification of pro0ucts' manaement systems' ser(ices' persons etc.

The International an0 EU stan0ar0s' 0esine0 an0 0e(elope0 in an unitary conception
encompass the certification ser(ices in se(eral fiel0s such as, human health' o(ernment
ser(ices' tourism as 3ell as certification of personnel in(ol(e0 in 2uality manaement
acti(ities'
en(ironment an0 safety .

On European le(el 3e can tal5 a/out stratey an0 2uality policies 3here the European
system
of specialists4 2ualification is a lea0er. The European Orani1ation for Quality 8 EOQ 9
has its
o3n : harmoni1e0 scheme for the 2ualification an0 reistration of 2uality professionals .:

This harmoni1e0 scheme has its applications in positions such as, e;pert< 2uality
specialist'
2uality au0itor' manaer of en(ironmental systems' en(ironment au0itor' lea0er of TQM
8Total
Quality Manaement9' TQM assessor' manaer of health an0 la/or safety systems'
au0itor of
the a/o(e mentione0 systems etc.
International =ournal of Aca0emic Research in +usiness an0 Social Sciences
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Fe can mention as 3ell 5no3n orani1ations the national an0 European ones 0ealin
3ith
trainin an0 2ualification of personnel in 2uality manaement' en(ironmental
manaement' as
3ell as in la/or safety or health manaement.

Hence' the 2ualification an0< or speciali1ation courses in the fiel0s of 2uality an0 2uality
manaement' orani1e0 /y the consultin companies are loo5in for the follo3in
specialists4
6o/s such as, professional in 2uality manaement system' manaer of 2uality system'
au0itor of
2uality manaement system' 2uality assessor' hea0 of la/oratory' metroloy specialist'
e;ecuti(e technical manaer' pro6ects super(isor' technical e;pert.

%ersonnel certification is only for the 2uality au0it function an0 as a conse2uence there is
possi/le the creation of professional certification /o0y /ase0 on professional stan0ar0s.

The most common human resources in 2uality manaement are the consultants.

The customer enerally calls the consultin ser(ices of one or more persons for (arious
reasons'
such as lac5 of time' hiher costs to internally fi; the pro/lem an0 ! perhaps most
importantly G
for o/6ecti(e an0 0etache0 approach specific only to an outsi0er.

A consultant is consi0ere0 to /e a professional 3ho i(es a0(ice' in0icates 3ith an
accurate
precision or 0ra3s conclusions on matters relatin to his specialty' an0 3hose 3or5 has a
ma6or
impact on the counsele0 Orani1ation.

A consultant4s 3or5 rhythm is 2uite alert 0ue to a stron pro6ects ui0ance alternatin
perio0s
of intense 3or5 3ith short 0ea0lines an0 3ith other routine acti(ities such as, research
an0
0ocumentation.

Ta5in into account the connection /et3een the consultant4s le(el of e;perience an0 his
time
to complete the tas5s in one 0ay' 3e can estimate that the more e;perience he ains' the
more
acti(ities he 3ill 0o in a shorter perio0 an0 3ith a reater efficiency.

The consultin in0ustry an0 especially the companies speciali1e0 in offerin pure
strateic
a0(ice are famous for their hih le(el of 0ifficulty an0 comple;ity in the recruitment
process'
aimin at attractin an0 retainin in0i(i0uals capa/le to successfully cope 3ith 0aily
acti(ities
specific for a consultant 8 0ea0lines' hea(y 3or5loa0 ' specific 5no3le0e ' s5ills an0 so
on 9.

In this respect' there are use0 the tests an0 case stu0ies 3ith an increasinly fre2uency
an0
they are nothin /ut a 3ay of assurin the employer that a can0i0ate 3ill successfully
pass this
recruitment process an0 cope 3ith this 6o/ of consultant.

+esi0es the operational 3or5' /ein consultant means to communicate 3ith multiple
parties
such as, suppliers' pro6ect manaer an0 his team an0 so on9. Ho3e(er' a consultant must
o to
the client4s company hea02uarters to 0isco(er an0 correctly sol(e his pro/lems.
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Fhen a consultant 3ants to create a career as an in0epen0ent consultant he has to ta5e
into
account se(eral 0ecisi(e factors for success' 8 7intler @DDI9 such as,

@. The commitment

The commitment is the first inre0ient for success in this fiel0' an0 that is 3hy the future
consultant shoul0 in(est more for personal 0e(elopment /efore launchin on the mar5et.
The complete in(ol(ement in the consultant4s 0ecision to ma5e a career in the consultin
/usiness is a/solutely essential.

>. Jocus on consumers4 nee0s

The ser(ices pro(i0e0 /y the consultant are as important as the consumers4 actual nee0s.
Therefore' the in!0epth 5no3le0e of clients4 0esires 3ill ma5e a /i 0ifference in
ser(ices
2uality pro(i0e0 /y a /usiness consultant.

It is (ery easy for a consultant to focus on the pre(ious success an0 e;periences' /ut the
client
is not intereste0 in these 5in0s of e;periences unless they are 0irectly connecte0 3ith the
pro/lems he confronts 3ith at the respecti(e time.

A. The 0e(elopment of an in0i(i0ual offer

Jrom the outset of a /usiness meetin the consultant still has the opportunity to e;plain
his
customer 3hy the pro(i0e0 ser(ices shoul0 /e ta5en into account.

E. The 0esinin of a professional imae

Jirst' the consultants4 loo5' speech an0 /eha(ior are chec5e0. The first impression may
represent the first step in 0e(elopin a /usiness partnership.

Therefore' 3e pay careful attention to clothin' to (er/al an0 non!(er/al lanuae' to
promotional materials as 3ell as to the 2uality of offer presentation. All these may
0epen0 on
the fee the consultant 3ill et after an e(entual sinin of the contract.

K. The a(aila/ility of a financial reser(e

It is (ery important the allocation of some a0e2uate fun0s' for runnin a /usiness plan
accor0in to the consultant4s 3illinness

C. The settin up an0 the 0e(elopment of a clients4 0ata/ase

The consultin is a /usiness that in(ol(es people an0 the more the consultant comes in
contact
3ith them' the more the /usiness 3ill thri(e. If in the first year the success 3as entaile0
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num/er of consultant4s ac2uaintances as 3ell as /y their references' after this perio0' the
/usiness 0epen0s on the consultant4s a/ility to esta/lish ne3 contacts.

H. The promotion acti(ity

This part of acti(ity consists in a0(ertisin' such as pu/lishin articles in speciali1e0
maa1ines.

I. The concentration on results

The results are the main moti(ations for a customer 3hen he 0eci0es to call a speciali1e0
consultant.

The consultin has lately e(ol(e0 from pro(i0in professional a0(ice to focusin on
/enefits an0
results' meanin that the consultants 0eal 3ith sol(in the customers4 pro/lems.

+efore acceptin the tas5s of consultin' the specialist must i0entify the 0esire0 outcomes
3ith
his customer.

D. %ro(es pro(i0in

This consi0ers the 0eman0 of some clients4 statements rear0in the consultant4s
performance'
usin these statements for the 0iscussions 3ith a ne3 customer.

@?. The e;cee0in of clients4 e;pectations

This means that any acti(ity that a00s (alue an0 0oes not re2uire special efforts from the
consultant' uarantees a oo0 lon!lastin /usiness relationship 3ith the customer.

Consultin is the startin point to3ar0s a manaer position in a top company /ecause the
person 3ho 3or5e0 in consultin /efore' has an o(er(ie3 of the orani1ation 8systems'
processes' people9 an0 a mentality oriente0 to the 0epartment4s an0 company4s
profita/ility
an0 last /ut not least to the sharehol0ers4 0i(i0en0s' 3here there are leal companies' as
6oint
stoc5 companies.

Fhen an orani1ation uses a consultant4s ser(ices to implement the 2uality manaement
system' the orani1ation an0 the consultant must ensure that the 2uality manaement
system,

L meets the eneral tarets an0 the orani1ation4s nee0sM
L is effecti(e rear0in the costs to meet the customers4 an0 other sharehol0ers4 nee0sM
L 0oes not enerate e;cessi(e paper3or5 an0 0ocumenttation.

Moreo(er' the consultant must ensure that the top manaement of orani1ation is a3are
of,
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L The fact that the success of 2uality manaement system 0oes not 0epen0 only on the
consultant' /ut first an0 foremost on the top manaement in(ol(ement an0
commitmentM
L the nee0 to in(ol(e employees at all le(els to interate 2uality manaement system in
eneral operations of the orani1ationM
L The man0ate i(en to consultant to interact 3ith the manaement an0 employees of
orani1ation at all le(els rear0in the orani1ation4s processes assessmentM
L The opportunity to use the 2uality manaement system as an efficient manaement
instrument' e(en if the initial implementation met a contract or a mar5et 0eman0M
L The potential for the 2uality manaement system to pro(i0e a foun0ation for a stea0y
impro(ement of the company performanceM
L The a0(antaes of sol(in the nee0s an0 e;pectations of all the parties intereste0 in the
most a0(antaeous 3ay' usin the stan0ar0s ISO D???.

A consultant must ha(e the proper s5ills for the purpose of the pro(i0e0 consultin
ser(ice. The
consultants of the 2uality manaement system must pro(e the follo3in a/ilities in or0er
to,

L /e a/le to set concepts clearly connecte0 to manaement' to un0erstan0 the 3hole
mechanism of the orani1ation an0 accept the 2uality manaement principlesM
L usefully communicate 3ith the staff' at all le(els in or0er to acti(ely in(ol(e him in
carryin out the 2uality manaement systemM
L sho3 the company into the thorouh i0entification of the useful processes for his o3n
2uality manaement system an0 0efine the importance' se2uences an0 the
interconnection of these processesM
L help orani1ation to i0entify the necessary 0ocuments' oin to ensure the effecti(e
plannin' the functionin an0 control of processesM
L ui0e the orani1ation to3ar0s the implementation of the 2uality manaement system
in the approache0 processes' accor0in to its o3n culture' characteristics an0 specific
en(ironmentM
L assess the efficiency of the 2uality manaement system an0 stimulate the company to
scrutini1e the opportunities for their 0e(elopmentM
L promote the continuous 0e(elopment of the 2uality manaement system' assessin the
policy of 2uality' o/6ecti(es' systematic use of &emin cycle 8%&CA9M
L fin0 the staff4s trainin an0 e0ucation 0eman0sM
L /e a/le to o on maintainin the 2uality manaement system once the consultant
acti(ity fulfille0M
L support the orani1ation' 3hene(er necessary' in fin0in the connections /et3een the
2uality manaement system an0 other manaement systems 8en(ironment' health'
la/or safety9 an0 facilitate their interation.

The consultants must 5no3 the 2uality manaement principles' metho0oloies an0
techni2ues
such as, the processes 0e(elopment' statistical techni2ues' au0it techni2ues an0 metho0s'
2uality economy' techni2ues of team /uil0in' principles ela/oration' the map of
processes' International =ournal of Aca0emic Research in +usiness an0 Social Sciences
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3arnin techni2ues an0 instruments' pro/lems sol(in techni2ues' techni2ues of ratin
the
customers4 satisfaction' /rainstormin techni2ues.

On the other han0' accor0in to ISO D??@,>??I stan0ar0' the staff 3hose 3or5 influences
the
pro0ucts or ser(ices 2uality must /e competiti(e rear0in the accurate e0ucation'
trainin'
a/ilities an0 e;perience. The company must,

L 0etermine the a0e2uate s5ills for the staff 3hose 3or5 influences the pro0ucts an0
ser(ices 2ualityM
L train or enterprise other acti(ities to meet these nee0sM
L assess the efficiency of the enterprise0 acti(itiesM
L /e sure that its personnel is a3are of its acti(ities rele(ance an0 importance as 3ell as
of its contri/ution to the 2uality o/6ecti(es achie(ementM
L to 5eep proper recor0s of the tuition' trainin' a/ilities an0 e;perience.

Jor instance' 3ithin a /usiness consultancy company' the staff 3or5in in the 0epartment
of
2uality ensurin ser(ice has the follo3in lia/ilities,

L 0e(elops the 0ocuments for the 2uality insurance prorams' such as, the 2uality /oo5'
the specific 0ocuments an0 the company instructionsM
L controls an0 reports the results rear0in the implementation of the 2uality proram
ui0elinesM
L ela/orates an0 intro0uces the yearly au0it planM
L e;plains the 0eman0s of 2uality insurance from (ali0 co0es an0 ensures that these
0eman0s are comprise0 in the specific 0ocuments or the company4s instructionsM
L points out the issues rear0in the implementation of the 0eman0s stipulate0 in the
2uality insurance proram an0 recor0s the specific 0ata/aseM
L analyses all the specific 0ocuments an0 the main instructions in or0er to 5eep the
stan0ar0 frame' the compliance 3ith the statements in the 2uality insurance /oo5 an0
the re6ection of 0uplicates or contro(ersial informationM
L super(ises the company4s acti(ities to see 3hether the proce0ures are respecte0 an0 to
recor0 an0 report any /reach of them for correcti(e solutionsM
L other lia/ilities are stipulate0 in the specific 0ocuments an0 instructions of the
company.

The hea0 of the 2uality insurance ser(ice 0eals 3ith monitorin an0 assessin the
implementation of the 2uality insurance proram throuh the au0it an0 sur(eillance
proram
an0 ma5es a report for the CEO.

The 3ay the customers percei(e the ser(ices 2uality is hihly important for the
performance
an0 fame of the company. Hence' the 0e(elopment of the staff4s competences an0
con0ucts
represents the core of the ser(ices 2uality.
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References

CrNciun' C. "t.' Manaementul calitNOii ser(iciilor 0e consultanON' Uni(ersitarN %u/lishin
House'
+ucharest' >?@>M
7intler' &.' A0ams' +.' In0epen0ent Consultin. Pour Comprehensi(e Gui0e to +uil0in
Pour O3n
Consultin +usiness' Street3ise %u/lication' A0ams Me0ia Corporation' A(on'
Massachusetts'
Unite0 States of America' @DDIM
Stanciu' I.' Manaementul calitNOii totale' E0iOia a II!a' %ro Uni(ersitaria %u/lishin
House'
+ucharest' >??HM
ISO D??@,>??I Stan0ar0 ! )Quality manaement systems !! Re2uirements*M
ISO D??E,>??D Stan0ar0 ! )Manain for the sustaine0 success of an orani1ation !! A
2uality
manaement approach*M
http,<<333.eo2.or 8Fe/ a00ress for European Orani1ation for QualityM
H mituri 0espre profesia 0e consul
Strategic human resources management in
government: Unresolved issues
The concept of strategic human resources management (SHRM) holds considerable promise
for improving government performance. However to reali!e this promise it is necessar" to
invest the concept with clear meaning. Unresolved issues regarding the meaning of SHRM and
its relevance to public managers are e#amined. $rguing that the value of the concept is
undermined b" t"ing it too closel" to strategic planning an e#panded %&pronged
understanding of SHRM is offered. The personnel office in addition to helping the agenc"
implement strategic initiatives also carries out an integrated personnel program guided b" a
coherent theor" about what it should be doing and wh".
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Headnote
The concept of strategic human resources management (SHRM) holds considerable promise
for improving government performance. However to reali!e this promise it is necessar" to
invest the concept with clear meaning. This article e#plores unresolved issues regarding the
meaning of SHRM and its relevance to public organi!ations. $rguing that the value of the
concept is undermined b" t"ing it too closel" to strategic planning the article offers an
e#panded two&pronged understanding of SHRM. The personnel office in addition to helping
the agenc" implement strategic initiatives also carries out an (ntegrated personnel program
guided b" a coherent theor" about what it should be doing and wh".
The concept of strategic human resources management (SHRM) is well established in business
literature.) (t refers to ongoing efforts to align an organi!ation*s personnel policies and
practices with its business strateg". The recent interest in SHRM reflects a growing awareness
that human resources are the +e" to success in both public and private organi!ations. ,et
despite this growing awareness the relevance of SHRM to public organi!ations is far from
clear. -overnment agencies rarel" operate in competitive mar+ets and thus do not develop
business strategies in the same sense that private organi!ations do. $nd because the"
function within larger s"stems of authorit" the" do not en.o" the same degree of autonom"
that private organi!ations do to alter their personnel policies or provide performance&based
incentives to emplo"ees. -iven these inherent differences SHRM cannot be transferred
successfull" from the private to the public sector without tailoring its design and
implementation to the uni/ue characteristics of public organi!ations.
$t present there remain man" unresolved issues about what modifications are re/uired and
the probabilities of their success. (f SHRM is to succeed in fundamentall" altering the role of
the personnel department and the practice of public personnel management greater clarit" is
re/uired regarding the concept of SHRM and how it is to be implemented in public
organi!ations. $ccordingl" this article e#amines unresolved issues regarding the relevance of
SHRM for government agencies and closes with an argument for an e#panded understanding
of what it means to manage human resources strategicall".
0rocedural and Structural 0rere/uisites: Unresolved (ssues
'igure ) presents a conceptual framewor+ representative of the +ind found in the business
literature. (t depicts SHRM as a process that merges strategic planning and human resource
management. Specificall" it views SHRM as a continuous process of determining mission&
related ob.ectives and aligning personnel policies and practices with those ob.ectives. The
personnel department pla"s a strategic role to the e#tent that its policies and practices
support accomplishment of the organi!ation*s ob.ectives. 1e" components include anal"!ing
the agenc"*s internal and e#ternal environments identif"ing the agenc"*s strategic ob.ectives
developing HR ob.ectives and strategies consistent with the agenc"*s goals (vertical
integration) and aligning HR policies and practices with each other (hori!ontal integration).
'or this conceptual understanding of SHRM to be implemented successfull" certain structural
and procedural re/uirements must be satisfied. These core re/uirements include the following:
). $n established strategic planning process.
%. (nvolvement of the HR director in the strategic planning process and full consideration of
the personnel&related implications of the strategic ob.ectives or initiatives under discussion.
2. $ clear statement written or unwritten of each agenc"*s mission and the strategic
ob.ectives to be achieved in pursuit of mission.
3. The vertical alignment of personnel policies and practices with an agenc"*s mission and
strategic ob.ectives and the hori!ontal integration of personnel policies and practices with
each other.
4. $ personnel office whose organi!ational role and structure are consistent with and
contribute to the attainment of the agenc"*s mission and strategic ob.ectives.
These prere/uisites capture what is re/uired to integrate strategic planning with human
resources management in a wa" that enhances organi!ational performance. Such an
integration is difficult to achieve for e#ample if there is no strategic planning process in
place no participation b" the personnel director and no subse/uent development of personnel
initiatives designed to support identified ob.ectives. These prere/uisites are e#plored below
along with unresolved issues about how to fulfill them in governmental settings.
$n 5stablished Strategic 0lanning 0rocess
The role of strategic planning is to provide agencies with a clear sense of direction b" clarif"ing
mission setting priorities and identif"ing goals and ob.ectives. 6$0$*s -uide for 5ffective
Strategic Management of Human Resources recommends a short and simple planning process
five to seven da"s in length which establishes five or si# +e" ob.ectives to be accomplished
during the ne#t few "ears.% $ short and simple process has the advantage of providing a clear
sense of direction to line and staff officials without becoming an overl" elaborate and
ultimatel" hollow planning e#ercise.
Most federal agencies engage in strategic planning because the" are re/uired to do so b" the
-overnment 0erformance and Results $ct of )772. The e#tent of its use among state and local
governments although somewhat less clear is indicated b" the results of two studies. 8f
those responding to a national surve" of state agencies conducted b" 9err" and :echsler ;<
percent said the" had strategic planning processes in place.2 Similarl" in a stud" of
municipalities with populations between %4<<< and )<<<<<< 0oister and Streib found that
;< percent had adopted strategic planning in at least one department or program area.3
These findings indicate that a large and growing number of state and local agencies are using
strategic planning as a basic wa" of doing business.
8ne unresolved issue is whether the goals of SHRM are best achieved through a single top&
down .urisdiction&wide strategic planning process or b" separate agenc"&level planning
processes. The business literature promotes strategic planning as a compan"&wide process in
which top e#ecutives identif" strategic ob.ectives for the entire organi!ation and managers
develop their operational plans accordingl". 9ut however appropriate this ma" be in the
private sector it is less so in the public sector. The essential tas+ of government agencies is to
e#ecute public law. 9ecause each agenc" has a uni/ue mission and set of mandates to carr"
out a single top&down strategic planning process is less appropriate for purposes of SHRM. $s
0oister and Streib observed in their stud" of municipal governments strategic planning ma"
be =more useful for ma.or organi!ational units with a unified sense of mission rather than a
highl" diversified and fragmented municipal .urisdiction as a whole.=4 :hile it is true that
states such as 8regon; and communities such as Roc+ Hill South >arolina? have engaged in
strategic planning such efforts are t"picall" short&& term e#ercises designed to resolve
.urisdiction&wide problems or polic" issues rather than institutionali!ed processes designed to
enhance agenc" performance. 5nhanced performance is the purpose that SHRM is intended to
serve. 9ecause each agenc" has a uni/ue mission and set of mandates SHRM logicall"
re/uires agenc"&level strategic planning processes guided b" legislative intent as well as the
chief e#ecutive*s polic" or political agenda. The subse/uent integration of agenc" plans into a
.urisdiction&wide strategic plan is not re/uired for purposes of SHRM.
$ second unresolved issue is whether SHRM re/uires a particular +ind of strategic planning to
deliver on its promise of enhanced organi!ational performance. Strategic planning ma" be
practiced in a variet" of wa"s.@ (t ma" be e#ternall"&oriented bringing together a diverse
range of sta+eholders to resolve issues of mutual concern or internall"&oriented bringing
together a cross&functional team of agenc" officials to set internal priorities and ob.ectives. (t
ma" be mandated from above for purposes of accountabilit" or adopted voluntaril" b" an
agenc" to establish a clear sense of direction. (t ma" comprise a temporar" problem&specific
process that ends when the immediate problem has been resolved or an ongoing
institutionali!ed process for goal setting and issues management. Aastl" it ma" follow the
Harvard polic" model and call for e#tensive anal"sis of the agenc"*s internal and e#ternal
environments or it ma" avoid length" anal"ses opting instead for simple goal&setting
e#ercises.7 0rocess characteristics are important because the" affect how seriousl" strategic
planning is ta+en b" agenc" staff its perceived value as a management tool and how much it
ultimatel" contributes to organi!ational performance.
$dvocates of SHRM tend to assume an institutionali!ed internall"&oriented strategic planning
process adopted b" agencies to clarif" their missions set priorities and decide upon strategic
ob.ectives. There are however two contrasting approaches in current use. Aittle attention has
been given to which of these is best suited to SHRM. The performance management approach
which is t"picall" mandated b" law or e#ecutive order aims to ensure accountabilit". Under
this approach strategic ob.ectives are stated in terms of desired results such as a ten percent
increase in the number of criminal cases closed successfull" and appropriate performance
measures are identified to trac+ success in achieving identified ob.ectives. $lthough touted as
an important governmental reform b" members of the managing&for&results movement)< this
approach relies upon several problematic assumptions. $mong these are that agencies do not
and will not pursue meaningful results on their own initiative that rational planning models
are appropriate for use in the public sector that agencies can in fact translate their missions
into measurable outcomes and that agencies should be rewarded and sanctioned according to
their degree of success in achieving their stated ob.ectives. Bespite the difficulties inherent in
this approach it has been mandated for use in the federal government as well as in man"
states. 9" contrast the issues management approach is underta+en voluntaril" to address
emerging issues internal or e#ternal to the agenc" that are li+el" to affect its abilit" to carr"
out its mission.)) (ts primar" purpose is adaptabilit" rather than accountabilit". Under this
approach strategic ob.ectives are stated in terms of the actions re/uired to achieve a desired
future state. $lthough the planning process is sometimes institutionali!ed and ongoing in
man" cases it is underta+en on a limited basis to address emerging areas of concern.
5#amples of the latter include a federal agenc" see+ing to maintain program /ualit" in the
face of budget cuts a suburban school district wishing to e#plore educational reform
initiatives and a public librar" struggling to maintain emplo"ee morale as demand for its
services continue to rise.)% The issues management approach tends to emphasi!e political
rationalit" (doing what is politicall" acceptable to powerful sta+eholders) over formal
rationalit" (utili!ing ob.ective criteria and cost&benefit calculations to determine how best to
attain agenc" goals). 1e" sta+eholders are often brought together to negotiate an agreement
about what to do and how. This approach also tends to be more pragmatic than ideological
reflecting the assumption that strategic planning is a valuable management tool for ad.usting
an organi!ation to its e#ternal environment and +eeping it focused on desired future states.
$lthough trac+ing success with /uantitative measures is not e#cluded under this approach
emphasis is placed on addressing issues affecting the agenc"*s abilit" to carr" out its mission
rather than managing performance through the use of outcome measures.
$lthough this issue remains unresolved it is possible to cite three reasons wh" the
performance managementapproach is less suited to the purposes of SHRM. 'irst its
underl"ing assumptions are difficult to satisf" in practice potentiall" leaving participants
frustrated and undermining their commitment to the process. $s 9r"son and Roering have
cautioned =a strategic planning s"stem characteri!ed b" substantial comprehensiveness
formal rationalit" in decision ma+ing and tight control will wor+ onl" in an organi!ation that
has a clear missionC clear goals and ob.ectivesC centrali!ed authorit"C clear performance
indicatorsC and information about actual performance available at reasonable cost. 'ew public&
sector organi!ations & or functions or communities & operate under such conditions.=)2
Second performance management s"stems are usuall" mandated from above and monitored
b" budget and planning offices. The problems associated with mandating strategic planning for
purposes of control are well established.)3 Such s"stems tend to create an underl"ing air of
distrust which undermines commitment to the process. The" tend to s+ew goal statements
choice of performance measures and actual behaviors towards those results that are easiest
to achieve whether or not the" trul" enhance organi!ational performance. Third the model of
SHRM presented in 'igure ) calls for the alignment of personnel policies and practices with
strategic initiatives designed to help the agenc" adapt to or cope with internal and e#ternal
pressures. (t does not call for their alignment with performance measures as such. Managing
issues and measuring program results ma" be complementar" processes but planning for
action and planning for control are two ver" different things. (n the final anal"sis more
research is re/uired to determine whether the issues management approach is best suited to
the purposes of SHRM or alternativel" whether it is possible to integrate the two approaches
successfull".
(nvolvement of the 0ersonnel Birector in Strategic 0lanning
SHRM as conceptuali!ed in 'igure ) re/uires more than an established strategic planning
process. (t also re/uires the full involvement of the personnel director in that process. This is
necessar" to ensure that the strategic initiatives under discussion are evaluated in terms of
their implications for human resources. :hen a new program initiative is under consideration
for e#ample the personnel director can offer an anal"sis of the gap between current human
resources capabilities and pro.ected needs. Similarl" if an agenc" wishes to adopt a
customer&service orientation the personnel director can e#plain the difficulties inherent in
changing an organi!ation*s culture and the +inds of training and incentives re/uired to
accomplish it successfull". (nvolvement b" the personnel director is also necessar" so that the
personnel staff can obtain a better and more complete understanding of the agenc"*s mission
and the issues confronting line managers.
$lthough e#amples of strategic partnerships are increasingl" heralded in professional .ournals
and atmanagement conferences man" .urisdictions still do not include human
resource professionals in strategic deliberations. $n unresolved issue here is how to forge such
a partnership. Traditionall" agenc" e#ecutives have tended to view the personnel office as a
staff agenc" performing relativel" routine functions and occup"ing a relativel" low status in
the organi!ational scheme of things. >onse/uentl" the" have not been inclined to involve
personnel directors in strategic deliberations. $t the same time man" personnel directors have
been slow to insist upon a strategic role because their professional training has not prepared
them to perform such a role. Training in personnel management tends to emphasi!e the
administration of personnel s"stems rather than general management or organi!ational
development.
$ >lear Statement of Strategic 8b.ectives
Strategic goals and ob.ectives +e" products of the planning process are often stated in a
written plan. This plan provides a useful guide to the personnel office as it see+s to align
e#isting policies and practices with strategic ob.ectives. $ written plan is not however an
essential re/uirement of SHRM. $s noted in 6$0$*s -uide for 5ffective
Strategic Management of Human Resources =the absence of a written plan developed at the
agenc" level does not mean that SHRM cannot e#ist. The HR office can develop its own plan
for lin+ing its goals to the agenc"*s goals or the staff can be reminded of the need to factor
the agenc"*s strategic goals into its dail" operations.=)4 'or purposes of SHRM all that is
re/uired is that members of the personnel staff +now and understand the agenc"*s strategic
ob.ectives so that the" can contribute to their attainment.
$lthough this re/uirement appears straight forward enough most discussions of strategic
planning fail to define what the term strateg" or strategic ob.ective means in a public conte#t.
(n private sector firms practicing SHRM a business strateg" is designed to give them a
competitive edge over other firms in their industr". The" have three basic strategies from
which to choose.); The innovation strateg" involves developing a uni/ue product or service
or concentrating on a specific mar+et nicheC the /ualit" enhancement strateg" involves
offering products or services that are superior in /ualit"C and the cost reduction strateg"
involves reducing costs so that the firm can offer goods and services at the lowest possible
price. 'irms ma" also e#plore different growth strategies such as those involving mergers and
diversification. 8nce business strategies are selected specific ob.ectives are identified and the
tas+ of aligning personnel policies and practices begins.
9ecause public agencies are embedded in authorit" networ+s rather than economic mar+ets
what it means to select a =business strateg"= is much less clear. $s :echsler and 9ac+off have
noted the =strategies of public organi!ations unli+e business strategies are produced in
response to a variet" of competing signals that emanate not from mar+ets but from comple#
political economic legal and organi!ational structures processes and relationships.=)?
:hereas business e#ecutives are relativel" unconstrained in ma+ing strategic decisions the
constraints encountered b" public administrators often cause them to ma+e strategic choices
other than those the" believe are best suited to mission attainment. 'actors influencing choice
of strateg" include the political goals of elected officials demands of powerful sta+eholders
.udicial mandates budgetar" constraints the organi!ation*s capacities and resources and its
relationships with other organi!ations. $gencies are more li+el" to engage in strategic planning
and more li+el" to succeed in implementing their intended ob.ectives when the" possess
internal capacit" for performance (ade/uate funding personnel and managements"stems) a
supportive political environment and a wea+ or divided e#ternal influence field. >onversel"
strategies tend to be shaped b" e#ternal demands rather than internal intentions when an
agenc" e#periences a hostile environment and low internal capacit".
$n agenc"*s strateg" ma" be understood as the basic pattern reflected in its polic" decisions
and actions. :echsler and 9ac+off*s anal"sis of state agencies in 8hio revealed three basic
patterns. Bevelopmental strategies involve actions ta+en to enhance the agenc"*s resources
status influence and capacit" for future action presumabl" as it relates to mission
attainment. Bevelopmental strategies are often products of a formal planning process in which
strategists and planners deliberatel" see+ to develop capacit" so as to maintain internal
control and enhance organi!ational performance. 0olitical strategies involve actions ta+en
either to balance competing sta+eholder demands or to reward supporters of the
administration b" moving the agenc" in specific polic" or programmatic directions. 'or
e#ample control over internal operations ma" be tightened in order to further a specific
political agenda. Such strategies are adopted where political and partisan pressures are high.
0rotective strategies involve actions designed to accommodate e#ternal pressures or appease
e#ternal sta+eholders while maintaining the organi!ational status /uo. (t is a reactive strateg"
more or less forced on an agenc" b" an overtl" hostile environment and wea+ internal capacit"
for strategic action. (t is a pattern that is highl" frustrating for agenc" staff.
Steeped in the rationalistic assumptions of planning theor" discussions of SHRM tend to
envision agencies pursuing developmental capacit"&building strategies rather than political or
protective strategies. (n practice however a developmental strateg" re/uires widel" shared
ob.ectives the capacit" to plan and carr" out strategic initiatives e#tensive discretion
ade/uate resources and relativel" wea+ or divided e#ternal forces & conditions which often
cannot be satisfied. $lthough 9ac+off and :echsler do not address issues relating to SHRM
their anal"sis strongl" suggests that SHRM ma" loo+ ver" different in agencies engaged in
political or protective strategies. Rather than helping an agenc" develop its capacit" for
mission attainment the personnel office ma" be as+ed for e#ample to help the agenc"
secure the political lo"alt" of career civil servants recruit and reward based on partisan or
political criteria or tighten control over emplo"ee performance. (n short although the concept
of SHRM with its emphasis on lin+ing means and ends strongl" implies an institutionali!ed
process utili!ed b" agencies pursuing a developmental strateg" it must be +ept in mind that
agenc" performance can be defined in terms of political and protective ob.ectives as well and
that SHRM as it is generall" understood ma" be undermined or derailed as a result.
$lignment of HR 0olicies and 0ractices with Strategic 8b.ectives
$lthough their mandates are set b" e#ternal actors agencies still must interpret their
mandates clarif" their missions and see+ agreement among +e" sta+eholders regarding how
their missions will be carried out. Statements of strategic ob.ectives written or unwritten
emerge from these decision processes. The core re/uirement of SHRM is the alignment of
personnel policies and practices with the agenc"*s strategic ob.ectives. $lthough man"
e#amples of alignment have been reported in the literature no classification s"stem has "et
been proposed to capture how alignment is accomplished. (n general the reported e#amples
tend to fall into one or more of the following categories:
). $dapting to environmental change. This categor" includes actions ta+en b" the personnel
office in response to e#ternal events or trends such as budget cuts tight labor mar+ets
changing demographic characteristics of wor+ers and new technologies. Buring a period of
retrenchment for e#ample the personnel office can help managers communicate to staff
members the reasons behind staff cutbac+s and how the" will be accomplished develop and
introduce an earl" retirement incentive program counsel those who must be laid off about
alternative .ob opportunities provide stress management programs for those an#ious about
their .obs or struggling to cope with increased wor+loads and e#plore the use of temporar" or
contract emplo"ees to ease wor+load burdens. $daptive responses of this +ind ma" or ma"
not be guided b" a formal statement of agenc" ob.ectives.
%. 9uilding human capacit" to support strategic initiatives. Human resources planning is a
traditional personnel function. (t involves forecasting future staffing needs and ta+ing steps to
recruit new emplo"ees or train e#isting emplo"ees to meet the forecasted demands. :hat is
uni/ue in the conte#t of SHRM is anal"sis of the gap between current and re/uired capacit" for
each new strategic initiative. (f an agenc" has decided to serve a new clientele group e#pand
services into new areas or ta+e on an entirel" new program the personnel office can pla" a
strategic role b" recruiting new emplo"ees with the re/uisite s+ills or enhancing the s+ills of
e#isting personnel through training and development.
2. >hanging organi!ational culture. Man" public organi!ations have followed their private
sector counterparts b" reinventing and reengineering themselves. Ma.or reform initiatives
often re/uire new organi!ational cultures cultures driven b" different values and re/uiring
different behaviors. $dopting a =customer&service= orientation for e#ample has become a
common strategic ob.ective in both the private and public sectors. The personnel office can
help develop a shared commitment to service /ualit" and customer satisfaction through its
emplo"ee orientation sessions and training programs. (t can also redesign performance
appraisal and incentive s"stems so that emplo"ees are rewarded for emphasi!ing /ualit" and
customer service. The personnel office can underta+e similar efforts in agencies see+ing to
move from a process&oriented to a results&oriented culture.)@
3. 0reparing emplo"ees for change. Staff members often resist the implementation of ma.or
reforms because of implicit or e#plicit threats to personal securit". Thus in addition to ta+ing
steps to develop a new organi!ational culture the personnel office can also ta+e steps to
prepare emplo"ees for impending changes. (t can for e#ample encourage managers to
involve emplo"ees in the design and implementation of the new program or reform initiative
help communicate the purposes behind the changes and the benefits to be derived from them
and provide additional training opportunities so that staff members are prepared to function
successfull" under the new order.
4. Supporting a specific =business strateg".= This categor" which overlaps with the preceding
ones is distinguished b" the selection of a specific business strateg" for success. Man" of the
e#amples of alignment in the business literature envision this +ind of situation. :hen Marriott
for e#ample decided to gain a competitive advantage b" being =the emplo"er of choice= the
personnel office altered its policies and practices so as to attract and retain the ver" best
wor+ers available.)7 $nother business strateg" is to become =a high commitment=
organi!ation. (n this instance the personnel office is charged with altering its policies and
practices to encourage emplo"ee development and empowerment. (ndeed some advocates
tend to e/uate SHRM with the adoption of =progressive= policies designed to boost emplo"ee
commitment and performance.%< The common denominator in these business strategies is the
belief that human resources are the +e" to organi!ational success.
These five +inds of actions are underta+en to achieve vertical integration. Dertical integration
is a measure of how well personnel policies and practices individuall" and collectivel"
contribute to organi!ational ob.ectives. $s indicated in 'igure ) hori!ontal integration is
important as well. This is a measure of how well personnel policies mesh with each other in
contributing to organi!ational ob.ectives. The goal is to develop an integrated personnel
program in which policies and practices in one functional area do not wor+ at cross purposes
with those in other areas.
>hanging the Role and Structure of the 0ersonnel 8ffice
The first four re/uirements of SHRM cannot be satisfied unless the personnel office
fundamentall" alters the wa" it does business. $n unresolved issue is how to do so. $dvocates
of SHRM have offered several recommendations in this regard. 'irst the personnel office must
develop the capacit" it needs to support strategic initiatives. This means it must develop staff
e#pertise in .ob design organi!ational development change management emplo"ee
motivation and human resource theor". The personnel staff must also develop +nowledge of
general management agenc" mission and the specific personnel problems facing managers.
:hether this strategic role should be assigned to a special unit within the personnel office or
should be e#pected of all personnel staff remains an unanswered /uestion. 9ecause the
strategic and operational roles of the personnel office are contradictor" in man" respects
performing both roles in an integrated fashion will remain an ongoing challenge.
Second the traditional control orientation must be superseded b" a service orientation. The
re/uired line&staff partnership cannot be forged as long as the personnel office is perceived b"
agenc" managers as an enforcer of rules and a source of suffocating red tape. $ccording to
SHRM advocates a service orientation can be established b" assigning primar" responsibilit"
for human resource management to managers and creating service teams comprised of
personnel generalists to assist managers in achieving mission&related ob.ectives.%) Under this
proposal personnel generalists are to perform a service&oriented role both when administering
personnel s"stems such as classification and pa" and when consulting with managers about
specific personnel problems or ob.ectives. $dopting a service orientation does not re/uire that
the personnel office abdicate its responsibilit" for safeguarding merit emplo"ee rights and
e/ual emplo"ment opportunit". Rather it means carr"ing out this responsibilit" as legal
counselors rather than police officers. (f the personnel office is to contribute more directl" to
an agenc"*s mission shifts in role orientation are important. 'or SHRM to be implemented
successfull" according to 6$0$ =the HR staff must believe that their mission is helping the
agenc" accomplish its mission b" assisting supervisors in managing their human resources.=%%
Aastl" man" advocates of SHRM believe that highl" centrali!ed personnel s"stems must be
decentrali!ed and deregulated. 0err" and Mesch argue for e#ample that the implementation
of SHRM is incompatible with highl" centrali!ed personnel s"stems.%2 0ossessing uni/ue
missions and mandates and facing uni/ue situations agencies must be able to tailor their
personnel policies and practices to their strategic needs. >entrali!ed personnel s"stems den"
them the fle#ibilit" the" need. Structural reforms ma" include reducing the number of
centrali!ed personnel regulations to the bare minimum needed to enforce statutor"
re/uirements devolving responsibilit" for classification and applicant screening to the agenc"
and bureau level and delegating polic" ma+ing authorit" downwards so that agencies can
establish personnel policies suited to their individual needs. $dvocates of structural reform
believe that certain positive effects will follow including greater fle#ibilit" and timeliness in
personnel decision ma+ing and improved line&staff relations.
(n fact however decentrali!ation and deregulation ma" not be a prere/uisite for the
successful implementation of SHRM. Structural reform efforts tend to encounter serious
obstacles and create new problems. 'or e#ample devolution of authorit" means that agenc"
personnel must be trained to handle personnel transactions formerl" handled b" a central
personnel office and new wa"s must be found to coordinate the efforts of all line and staff
officials engaged in performing the personnel management function. Some of these obstacles
ma" prove insurmountable creating additional redundancies and waste and further
undermining agenc" performance. 'rom the perspective of SHRM structural reform ma" not
be necessar" as long as each agenc" has sufficient authorit" and fle#ibilit" to align its
personnel policies and practices with its strategic ob.ectives. This too remains an unresolved
issue.
$n 5#panded Understanding of SHRM
:hat it means to manage human resources strategicall" can be understood in more than one
wa". The difficult" with the understanding discussed above is that it lac+s an integrated and
sustained focus on the organi!ation*s human resources. 9ecause it is closel" tied to the
practice of strategic planning it envisions the personnel office ta+ing onl" those actions
necessar" to support a specific strategic ob.ective. (n this instance the role of the personnel
office ma" be strategic but it is also somewhat ad hoc and reactive. (n actualit" there is much
the personnel office can do to advance an agenc"*s strategic interests other than or in
addition to supporting the initiatives that emerge from a strategic planning process.
$n alternative understanding of what it means to manage human resources strategicall" has
been suggested b" 5ugene Mc-regor.%3 The role of the personnel office according to this
understanding is to help =manage strategic resources strategicall".= (t begins from the
premise that man" if not most government .obs are +nowledge&intensive involving the
creation of +nowledge or the creation of =smart products= through the application of =trained
intelligence.= :here this is the case the intellectual capital stored within the wor+ers becomes
the critical resource for the organi!ation and must therefore be viewed as a strategic resource.
Managing this strategic resource strategicall" involves determining essential +nowledge s+ills
and abilitiesC improving recruitment and selection methodsC developing the capacities of all
emplo"ees so that the agenc" can respond to an" opportunit" or threat appearing on the
hori!onC and fostering emplo"ee commitment so that human capital is not lost to other
emplo"ers. (n short this alternative understanding envisions a personnel office pursuing an
ongoing integrated program for enhancing organi!ational performance b" ac/uiring
developing and managing human resources strategicall".
:ith these observations in mind it is possible to suggest an e#panded two&pronged approach
to SHRM in which the personnel office in addition to helping the agenc" implement strategic
initiatives also carries out an integrated personnel program guided b" a coherent theor" or
philosoph" about what it means to managehuman resources strategicall". $ theor" or
philosoph" of this +ind specifies how human resources must be treated how much mone"
must be invested in developing human capital the +ind of culture and wor+ climate that must
be established and the specific attitudes and behaviors that must be elicited if the agenc" is
to achieve its vision of success. That personnel offices are rarel" guided b" such a theor" has
been cited as the primar" reason for their low institutional standing.%4 (f the personnel office
succeeds in developing such a theor" in consultation with agenc" officials and legislative
bodies the ne#t step is to identif" and implement appropriate human resource strategies.
Si# human resource strategies are identified in 'igure %. $lthough these strategies are neither
e#haustive nor mutuall" e#clusive the" nonetheless serve to illustrate the connections
between values and vision desired outcomes and the programmatic means b" which to
reali!e them.
The cost&containment strateg" tends in practice to serve as a default strateg". $lthough it is
antithetical to Mc-regor*s understanding of what it means to manage
strategic resources strategicall" it is often the strateg" of choice among elected officials
concerned with holding the line on labor costs and budget increases. :here there is no agreed
upon vision of success nor an" theor" regarding the strategic importance of human
resources to agenc" performance other strategies tend to receive little attention. However
the convergence of several factors in recent "ears including tighter labor mar+ets a growing
proportion of high&s+ill and +nowledge&intensive .obs a better educated wor+force with
heightened growth needs and political pressures to improve government performance has
turned attention to alternative strategies. The performancemanagement strateg" for
e#ample has been adopted in .urisdictions where the values and assumptions of the
managing&for&results movement have gained swa".%; Similarl" because most government
emplo"ees are +nowledge wor+ers who can sell their intellectual capital on the open mar+et
man" agencies are turning to a combination of the investment involvement and retention
strategies to attract develop and retain the human resources the" need to provide +nowledge
intensive services in an ever changing environment. The investment strateg" in particular
reflects a growing awareness that human competence is the engine behind the creation of
value.%?
The strategies or combination of strategies chosen if an" depends on situational factors such
as the nature of the wor+ performed b" agenc" staff the agenc"*s capacit" for pursuing
e#cellence and the priorities of its leaders. 0olitical and practical factors often divert attention
from developing a human resource philosoph" or e#pending funds to put it into practice.
(ndeed as Mc-regor has noted =in the minds of man" a case&hardened practitioner the idea
of strategic public&sector human resource management ma" well be an o#"moron.=%@ 9ut if
the prospects for implementing SHRM in the public sector are uncertain the concept itself
represents a valuable goal toward which to strive.
>onclusion
The concept of SHRM as outlined above calls upon the personnel office to adopt a strategic
role in addition to its operational roles as rule enforcer and guardian of the integrit" of
personnel s"stems. 'or the personnel staff adopting a strategic role means being more
responsive to agenc" goals b" acting as consultants and service providers to line managersC
supporting the attainment of the agenc"*s strategic ob.ectivesC and carr"ing out an integrated
philosoph"&driven personnel program. $lthough the concept of SHRM is steeped in
problematic rationalistic assumptions it nonetheless holds considerable promise for
enhancing government performance. (ts success depends on whether the personnel office can
integrate its strategic and operational roles successfull" and whether it can satisf" the norms
of political and formal rationalit" simultaneousl". Too much is at sta+e for this potentiall"
valuable concept to become a label for "et another failed management initiative.
Footnote
6otes
Footnote
). Tich" 6oel M. >harles E. 'ombrun and Mar" $nne Bevanna =Strategic Human Resource
Management= Sloan Management Review %2 (:inter )7@%): 3?&;)C >"nthia $. Aengnic+&Hall
and Mar+ A. Aengnic+&Hall =Strategic Human Resources Management: $ Review of the
Aiterature and a 0roposed T"polog"= $cadem" ofManagement Review )2 (Eul" )7@@): 343&
3?<C Randall Schuler =Strategic Human Resource Management and (ndustrial
Relations= Human Relations 3% (6o. % )7@7):)4?&)@3.
%. 6ational $cadem" of 0ublic $dministration (6$0$) $ -uide for 5ffective
Strategic Management of Human Resources (:ashington B.>.: 6$0$ )77;).
Footnote
2 9err" 'rances Sto+es and 9arton :echsler =State $gencies* 5#perience with Strategic
0lanning: 'indings from a 6ational Surve"= 0ublic $dministration Review 44 (MarchF$pril
)774): )47&);@.
3. 0ointer Theodore H. and -regor" Streib =Management Tools in Municipal -overnment:
Trends over the 0ast Becade= 0ublic $dministration Review 37 (Ma"FEune )7@7): %3<&%3@.
4. 0ointer and Streib =Management Tools= %33.
Footnote
;. 1issler -erald R. 1armen 6. 'ore :illow S. Eacobson :illiam 0 1ittredge and Scott A.
Stewart =State Strategic 0lanning: Suggestions from the 8regon 5#perience= 0ublic
$dministration Review 4@ (Eul"F$ugust )77@): 242&247.
?. :heeland >raig M. =>it"wide Strategic 0lanning: $n 5valuation of Roc+ Hill*s 5mpowering
Dision= 0ublic $dministration Review 42 (Eanuar"F'ebruar" )772): ;4&?%.
@. 9r"son Eohn M. Strategic 0lanning for 0ublic and 6onprofit 8rgani!ations: $ -uide to
Strengthening and Sustaining 8rgani!ational $chievement (San 'rancisco: Eosse"&9ass
)774).
7. 9r"son Eohn M. and :illiam B. Roering =$ppl"ing 0rivate&Sector Strategic 0lanning in the
0ublic Sector= Eournal of the $merican 0lanning $ssociation 42 (:inter )7@?): 7&%%.
Footnote
)<. 8sborne Bavid and Ted -aebler Reinventing -overnment (Reading M$: $ddison&:esle"
)77%).
)). 9r"son Strategic 0lanningC 0aul >. 6utt and Robert : 9ac+off Strategic Management of
0ublic and Third Sector 8rgani!ations (San 'rancisco: Eosse"&9ass )77%).
)%. 9r"son Strategic 0lanning.
Footnote
)2. 9r"son and Roering =$ppl"ing 0rivate&Sector Strategic 0lanning= )4.
)3. Mint!berg Henr" The Rise and 'all of Strategic 0lanning (6ew ,or+: 'ree 0ress )773).
)4. 6$0$ $ -uide for 5ffective Strategic Management of Human Resources )?.
Footnote
);. 0orter Michael 5. >ompetitive Strateg": Techni/ues for $nal"!ing (ndustries and
>ompetitors (6ew ,or+: 'ree 0ress )7@<)C Schuler =Strategic Human Resource
Management and (ndustrial Relations.=
)?. :echsler 9arton and Robert : 9ac+off =The B"namics of Strateg" in 0ublic
8rgani!ations= Eournal of the $merican 0lanning $ssociation 42 (:inter )7@?): 23&32.
is. 0opovich Mar+ -. (ed.) >reating High&0erformance -overnment 8rgani!ations (San
'rancisco: Eosse"&9ass )77@).
Footnote
)7. Ulrich Bave =Strategic and Human Resource 0lanning: Ain+ing >ustomers and
5mplo"ees= Human Resource 0lanning )4 (Eune )77%): 3?G.
%<. 6$0$ $ -uide for 5ffective Strategic Management of Human Resources.
%). 0err" Eames A. and Bebra E. Mesch =Strategic Human Resource Management= in 0ublic
0ersonnelManagement: >urrent >oncerns 'uture >hallenges edited b" >arol"n 9an and
6orma M. Riccucci (6ew ,or+: Aongman )77?) %)&23.
%%& 6$0$ $ -uide for 5ffective Strategic Management of Human Resources 42.
Footnote
%2. 0err" and Mesch =Strategic Human Resource Management.=
%3. Mc-regor 5ugene 9. Strategic Management of Human 1nowledge S+ills and $bilities
(San 'rancisco: Eosse"&9ass )77)).
%4 >hristensen Ralph =:here is HRH= Human Resource Management 2; (Spring )77?): @)&
@3.
%;. Aawler 5dward 5. Strategic 0a": $ligning 8rgani!ational Strategies and 0a" S"stems
(San 'rancisco: Eosse"9ass )77<)C 0opovich >reating High&0erformance -overnment
8rgani!ations.
Footnote
%? >hristensen =:here is HRH=C Aee B"er and -erald : Holder *$ Strategic 0erspective
of Human Resource Management= in Human Resource Management: 5volving Roles and
Responsibilities edited b" Aee B"er (:ashington B. >.: 9ureau of 6ational $ffairs )7@@): )&
3;.
%@& Mc-regor Strategic Management 22.
AuthorAffiliation
$uthor
Eonathan Tomp+ins
Bepartment of 0olitical Science
The Universit" of Montana
Modes of engagement: migration self&initiated
e#patriation and career development
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entrepreneurship NcWNWa `R_OMUO W_ UJKT dNcKf Q W[XR_U`RSUU KXW NWaNMQK__WXW b_U^_WXW
JRXRÙ_R U `RbdcbU _KNbWTYbW P[dXUf:
Mahmoud: j...k O c[WNUT W _Rde_\f [RaWMRf j...k _W O QNbW[K WNdhKNMQUT MK JWU cWc\MbU
a\T `RaTWbU[WQR_ _R aR[YK[\ WMaW[R bWMW[\] c[KPWMQ[RMUT JK_O U` cWTdeRLhUf MRbUf
cWTW^K_U] uRbUJ Wa[R`WJ O c[KPcWeKT UJKMY JWL _K`RQUNUJWNMY U [KmUMY WM[RaWMRMY Q
[RaWMK WM_WNUTNO b JWK] c[KP\PdhK] c[WgKNNUU j...k uRbUJ Wa[R`WJ O U`Wa[KT U NW`PRT
JWL NWaNMQK__dL `R_OMWNMY PTO NKaO U PTO JWUf NTd^RhUf U PKTRLhUf MRb UàKXRO
PUNb[UJU_RSUU QNKf QUPWQ UTU P[dXUf aR[YK[WQ.
5ntrepreneurship QW`JW^_WNMU a\TU _K QNKXPR QW`JW^_\K _KJKPTK__W PTO deRNM_UbWQ
c[Ua\QRLhUf Q r[R_SUL. ZK[Q\K W_U WaO`R_\ a\TU c[UWa[KNMU RPJU_UNM[RMUQ_\K
NR_bSUW_U[WQR_UO bRb _Rc[UJK[ [RaWMR cW`QWTOKM U c[U`_R_UK (bWXPR QW`JW^_\]) Uf
c[KP\PdhUf c[WgKNNUW_RTY_\f bQRTUgUbRSU]. lMW[\K W_U WaO`R_\ a\TU
RbbdJdTU[WQRMY Wa[R`WQR_UK c[WgKNNUW_RTR Wc\M U WadeK_UK Q aU`_KNK W_U Q\a[RTU.
u[KMYU W_U _d^PRTUNY Q PK_YXRf U NWWMQKMNMQdLhUf NWSURTY_\f bW_MRbMRf. p Q[KJK_KJ
)2 deRNM_UbWQ a\T Q NWNMWO_UU RbbdJdTU[WQRMY [KNd[N\ U cWT_WNMYL `RPK]NMQdLM Q
entrepreneurship NcWNWaK. K[MK^ _R j%@k Ma"rhofer . *s (%<<3) cW_OMUO bR[YK[\
NMWTUSR VMW c[KPTRXRKM MK _KbWMW[\K NcWNWa\ `R_OMUO bRb _Rc[UJK[ entrepreneurship Q
VMWJ NTdeRK JW^KM MWTYbW a\MY QW`JW^_W c[U _KbWMW[\f Q[KJK_Rf. sRc[UJK[
entrepreneurship M[KadKJ\] eMW deRNM_UbU dc[RQTOLM `RbW__\JU aR[YK[RJU (_Rc[
c[UWa[KMRLM [RaWMd cW`QWTOKM) RbbdJdTU[dLM bR[YK[d NMWTUSR U c[KPc[UOMUK Q _WQWJ
aU`_KNK. iMWM M[U&mRXR c[WSKNN NPKTR__\K UJ NcWNWa_\ [R`QK[_dMY Uf NMWTUSd bR[YK[\ Q
dc[RQTOLhK] aR[YK[RJU b Uf bR[YK[K [R`QUMUK Q r[R_SUU.
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=8pt c[WUNfWPUM bWXPR migrants NWcWNMRQTOLMNO N c[KcOMNMQUOJU bWMW[\] MWTbRLM Uf
PK]NMQWQRMY Q_K Q\fWPOhUf NM[dbMd[. ZW N[RQ_K_UL N =M[R_NgW[JRSUK]= U
=entrepreneurship= NcWNWaRJU =opt entails PTO U_PUQUPddJR NJ\NT NdaoKbMUQ_W] U
WaoKbMUQ_W] _KdPReU b [R`[RaWMbK ^KTRMKTY_W] bR[YK[\ UNfWPR. pKJY deRNM_UbWQ
NWWahUTU eMW `RbW__\K U aR[YK[\ PUNb[UJU_RSUU NPKTR__\K UJ c[U_UJRLM =opt NcWNWa
`R_OMUO Q dc[RQTOLhKJ aR[YK[RJU b Uf bR[YK[K [R`QUMUK. pTdeR] Hiba UTTLNM[U[dKM VMd
NUMdRSUL. Hiba %7&TKM_OO ^K_hU_R bWMW[\] ÛTR Q r[R_SUU Q MKeK_UK )) XWPWQ. l
r[R_SUU W_R c[KNTKPWQRTR KK PKTWQWK U`deK_UK U [RaWMRTW PTO PQdf XWPR. ZWNTK W_R
UJKTR KK QMW[WXW JTRPK_SR W_R [KmUTR WMTWÛMY KK bR[YK[d PTO MWXW eMWa\ `RaWMUMYNO
W KK NKJYK. sKPRQ_W W_R [KmUTR _WNUMY Muslim hi.ab.
Hiba a\ cWTLaUT [RaWMRMY N_WQRC WP_RbW W_R edQNMQdKM eMW [RaWMWPRMKTU _K c[UJdM KK
U`&`R KK Q\aW[R WPK^P\. x_R [KmUTR b opt bRb W_R edQNMQWQRTR eMW g[R_Sd`NbUK
[RaWMWPRMKTU _R]JdM KK:
Hiba: j...k O NJWM[L eMW PR^K KNTU `RbW_ c[KPWf[R_OKM X[R^PR_ QNKf VMUf TLPK] Q
WahKNMQK c[WMUQ _RN tR^K QW`JW^_W MQW[KS cWTUMUbU bWMW[\] PKTRLM
`RbW_WPRMKTYNMQW x_U PKTRLM `RbW_\ eMW W_U _K dQR^RLM jpJKLMNOk. jwWXPR Nc[WNUTR
KNTU W_R _KPRQ_W c[WNUTR W [RaWMRf Q r[R_SUUk j...k W[WmW _KM O _K WcRNRLNY
NPKTRMY MRb
iMW QR^_WK dcWJO_dMY MKf deRNM_UbWQ U_WXPR c[U_OTW =opt NcWNWa `R_OMUO cK[KP MKJ bRb
cK[KPQUXRMY b entrepreneurship NcWNWad. WPU_ c[UJK[ a\T (mane bMW d _KK NK[KPU_R&
)74<s. x_R widow U UJKKM WPU_ [KaK_bR. ZK[KP MKJ bRb dK`^RMY PTO r[R_SUU (mane
`ROQTOTR eMW W_R UJKTR NQOÙ N elitist milieu Q vUQR_K bWMW[\] a\T cWTK`K_ PTO _KK
bR[YK[R [R`QUMUK. sRc[UJK[ W_R N_ReRTR c[UKfRTR Q r[R_SUL c[KNTKPWQRMY
Wa[R`WQR_UK Q MKf_UbK Q U`QKNM_WJ d_UQK[NUMKMK. sKcWfWÛ] _R aWTYmU_NMQW
deRNM_UbWQ elitist [KcdMRSUO KK mbWT\ PRTR K] mR_N cWbR Q[KJK__\] eMWa\ UNc\MRMY
aTKNMOhdL bR[YK[d Q r[R_SUU. wWXPR (mane a\T _R`_ReK_ bRb XK_K[RTY_\] PU[KbMW[
W_R edQNMQWQRTR eMW a\MY ^K_hU_W] `RM[dP_UTR PTO _KK daKPUMY NWQKM PU[KbMW[WQ
bWJcR_UU KK NMUTO dc[RQTK_UO. x_R cWVMWJd aK`[WcWM_RO. x_R [KmUTR b =opt bWXPR W_R
edQNMQWQRTR eMW W_R JWXTR aWTYmK _K PRTY_K]mRO KK bR[YK[R U`&`R [WPR&WN_WQR__RO
PUNb[UJU_RSUO d _KK [RaWMR. lNbW[K cWNTK bWMW[WXW W_R opted PTO entrepreneurship U
NW`PR__RO KK NWaNMQK__RO bW_NdTYMU[dLhRONO bWJcR_UO:
(mane: j...k O UJKT QW`JW^_WNMY c[WPQUXRLhK]NO Q JWKJ bR[YK[K j...k c[K^PK eKJ PK_Y O
NMRT XK_K[RTY_\J PU[KbMW[WJ bWJcR_UU R `RMKJ M[dP_WNMK] _ReRTNO j...k l r[R_SUU
_KNJWM[O _R aKNKPd _R NQWaWPK UJKKMNO c[WaTKJR PUNb[UJU_RSUU j...k J\ _K c[U_UJRKJ
^K_hU_d c[U c[KÙPK_MNMQK NWQKMR PU[KbMW[WQ. iMW WNMRKMNO c[WaTKJR Q
c[WgKNNUW_RTY_WJ NKbMW[K j...k iMW WeK_Y g[R_Sd`NbWK VMW _K NSKcTOKMNO b JWUJ
c[WUNfW^PK_UOJ sW VMW WPU_RbWQW PTO QNKf ^K_hU_ j...k bWXPR J\ PWNMUXRKJ _KbWMW[WXW
d[WQ_O WMQKMNMQK__WNMU J\ Q\_d^PK_\ PRKJ cOMY Q[KJK_ aWTKK dNUTUO j...k iMW Jd^NbW]
chauvinist mtistics cWbR` VMW: N VbQUQRTK_M_\JU bQRTUgUbRSUOJU VMW _K MW ^K j...k
UJKLMNO SUbT\ MRb KNTU VMW NMR_WQUMNO `Rb[\M\] O dNMR_RQTUQRL JWL NWaNMQK__dL
[RaWMd QUP\ PKOMKTY_WNMU.
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[R`QUMUK. IJKTR dNcKf Q elitist g[R_Sd`NbWJ d_UQK[NUMKMK W_R UJKTR PWNMdc b
QW`JW^_WNMOJ bR[YK[\ aWTKK eKJ P[dXUK migrants. uKJ _K JK_KK bWXPR NWcWNMRQTK__\] b
aR[YK[RJ [WPR W_R [KmUTR b opt. lNbW[K cWNTK bWMW[WXW W_R [KmUTR b c[KPc[UOMUL Q
_WQWJ aU`_KNK. iMWM cK[KfWP JK^Pd =opt U =entrepreneurship= cWbR`\QRKM _d^PRLMNO Q
MWJ eMWa\ cWPMQK[PUMY Uf interconnectedness. iMW M[KadKM [RNcWTRXRLM bR^P\] U` eKM\[K
=NcWNWaR `R_OMUO= Q WNWaWJ UNMW[UeKNbWJ JWJK_MK Û`_U JK^Pd_R[WP_W JWaUTY_WXW
c[WgKNNUW_RTR.
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MWXW eMWa\ R_RTUÙ[WQRMY NM[RMKXUU JK^Pd_R[WP_W JWaUTY_\f c[WgKNNUW_RTWQ Q
dc[RQTOLhUf aR[YK[RJU b Uf bR[YK[K [R`QUMUK. pMRMYO [R`[RaWMRTR c[UJK_K_UK
bW_SKcSUU =NcWNWaWQ `R_OMUO= (j)4k Buberle" . %<<;C j23k Richardson%<<7). KM\[K
NcWNWaR c[KPTRXRTNO Q [RJbRf vUQR_SR Q r[R_SUU. iMWM a\TU: [KJW_M M[R_NgW[JRSUO
entrepreneurship U opt. yWTYmU_NMQW interviewees UNcWTY`WQRTW M[R_NgW[JRSUL ()4
deRNM_UbWQ) U entrepreneurship ()2 deRNM_UbWQ) Q c\MRLhUfNO eMWa\ NdJKMY _K[RQK_NMQR.
lWNKJY interviewees Q\a[RT cWPPK[^RMY VMU _K[RQK_NMQR U cWc\MRMYNO cWTdeUMY NRJ\] WM
_Uf. uWTYbW NKJY deRNM_UbWQ Q\a[RT b =opt U [KmUT PK]NMQWQRMY Q_K NdhKNMQdLhUf
NM[dbMd[. iMWM eKM\[K NcWNWaR [RJbU JWXdM a\MY UNcWTY`WQR_\ Q [RJbRf adPdhKXW
dc[RQTK_UO QKPdM _Rde_\K UNNTKPWQR_UO cW_OMY bR[YK[\ JK^Pd_R[WP_W JWaUTY_\f
[RaWeUf. iMWM c[KPTW^K__\] eKM\[K NcWNWaR a\TU cWbR`R_\ eMWa\ interlin+ed. sRc[UJK[
VMW a\TW c[WPKJW_NM[U[WQR_W bRb (mane transited U` =opt b =entrepreneurship= NcWNWad.
iMW interconnectedness M[KadKM UNNTKPWQRMKTO [RNcWTWÛMY bR^P\] U` eKM\[K =NcWNWaR
`R_OMUO= Q NcKSUgUeKNbWJ UNMW[UeKNbWJ JWJK_MK Û`_U JK^Pd_R[WP_W JWaUTY_WXW
c[WgKNNUW_RTR.
lMW[RO SKTY VMW] NMRMYU PWT^_R TdemK cW_OMY c[U[WPd bR[YK[ eMW VM_UeKNbWK
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bR[YK[\ c[WgKNNUW_RTWQ U` NM[R_ [R`[RaWMbU WNMRLMNO cWP&UNNTKPWQR__W]. lMW[W]
ethnicit" _K RP[KNdKMNO Q VMW] TUMK[RMd[K. pJWM[KMY _R scholarl" JK^Pd_R[WP_WK
dc[RQTK_UK [RaWMRLM Q bReKNMQK c[KJdhKNMQK__W cW[W^PK__WXW =aKT\JU= TLPYJU (j2)k
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UNNTKPWQR__\J Q [RJbRf JK^Pd_R[WP_W JWaUTY_\f c[WgKNNUW_RTWQ. u[KMYO VMR
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bWTTKbMUQ_\f U W[XR_U`RSUW__\f bW_MKbNMRf Q r[R_SUU. u[U c[WJK^dMbR indentified Q
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VM_UeKNbUf JK_YmU_NMQR doubl" a\TU _RbR`R_\: N_ReRTR U`&`R Uf VM_UeKNbWXW
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6!" -
>onflicts between 9iodiversit" >onservation and Human
$ctivities in the >entral and 5astern 5uropean >ountries
,oung EulietteC Richards >aspianC 'ischer $n+e C Halada Aubos C 1ull
TiiuC et al. A.Gio 2;.? (6ov %<<?): 434&4<.
Headnote
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UNNTKPWQRMKTU U dc[RQTK_UK practitioners cWMWJd eMW Q VMW] MWebK _K MWTYbW JWXTW
NPKTRMY J\ _K `_RKJ WMQKM _R tKTRKM VMW PKTRKJ TLaWK [R`TUeUKH lWc[WN _W J\ _K
UJKKJ RPKbQRM_\K JKMWPWTWXUeKNbUK JKMWP\ PR^K Wa[RJTOMY QWc[WN\. l MW Q[KJO bRb
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WaNd^PK_UK ON_W eMW J_WXW JK_KP^K[WQ U NTd^RhUf NeUMRLM eMW >( U dc[RQTK_UK
U`JK_OKM VMW engenders PKTRMY cWTWÛMKTY_WK [R`TUeUK. pTKPdLhU] mRX PWT^K_ _R]MU
cdMU b PWbdJK_Md VMU U`JK_K_UO.
>onflicts between 9iodiversit" >onservation and Human
$ctivities in the >entral and 5astern 5uropean >ountries
,oung EulietteC Richards >aspianC 'ischer $n+e C Halada Aubos C 1ull
TiiuC et al. A.Gio 2;.? (6ov %<<?): 434&4<.
eadnote
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HUMAN RESOURCES MANAGEMENT

The Importance of Human Resources in European

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