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1、 专业英语课程论文 题 目: Human resource management and competitive advantage: An application of resource-based view in the shipping industry 姓 名: 学 院 经济管理学院 专 业:人力资源管理 教 师:孙 学 号:20091332034 2012年5月 25 日CatalogueAbstract .3Introduction .4Body.41. Resource-based view and strategic human resource management .42.
2、 Application of resource-based view in shipping and crew management.63. Results from the field survey.84. Managing humanresources in shipping: an integrated framework.10Conclusion11Reference.12Acknowledgements.13Human resource management and competitive advantage: An application of resource-based vi
3、ew in the shipping industryHaixiao Yu(俞海啸)20091332034,May 2012 Nanjing University of Information Science and technology, School of Economics and Management, Department of Human Resource Management, Completed 24 May 2012. AbstractThe resource-based view (RBV) of the firm has been established as one o
4、f the main approaches to strategy formulation for the development of sustainable competitive advantage. Moreover, humanresource management can be conceptualised as a source of competitiveness. This paper proposes that RBV could contribute to the confrontation of the hindrances that shipping companie
5、s face in the management of their human resources, and to the formation of sustainable competitive advantage. The paper analyses the findings of a field study, regarding the different humanresource and crew managementpractices that are applied by Greek-owned shipping companies. Finally, based on the
6、 RBV of the firm, it proposes an integrated framework for managing humanresources in the shipping industry in a way that could lead to the formation of sustainable competitive advantage.KeywordsCompetitive advantage; Human resources ; Resource based view; Shipping1. IntroductionOne of the basic goal
7、s for companies operating in the shipping industry has always been the ability to produce low-cost services. The highly competitive business environment of this industry, along with the international regulations and other institutional arrangements, keeps affecting till today the companies strategie
8、s to operational cost reduction. Considering the fact that manning expenses represent almost 50% of the operational, and that it is presumed as the most flexible , one could understand why shipping companies seek to employ low-cost seamen. Especially nowadays that the global maritime labour market o
9、ffers a variety of officers and ratings, the quest for cheap labour seems to be easyin terms of quantity, but also riskyin terms of quality. While this variety should be considered as strength seeing from ahumanresourcemanagement (HRM) view, in many cases in practice, it is treated more as a hindran
10、ce. Factors that contribute to it, apart from the companies strategic approach with respect to theirhumanresources (HR), are various structural characteristics of the shipping sector, which will be discussed later on.This paper proposes that the resource-based view (RBV) could contribute to the conf
11、rontation of several hindrances that shipping companies face in the management of their HR, and to the formation of sustainablecompetitive advantage. The paper analyses the findings of a field study, and compares the different approaches that shipping companies apply with regard to the management of
12、 their personnel. The contribution of RBV and HRM in the achievement of competitive advantage are introduced in Section 2, where references to shipping companies HR are also made. The structural characteristics of the shipping industry and maritime labour market, are further examined in Section 3. S
13、ection 4 presents the methodology, discusses the results and gives the basic outcomes of the field survey. Section 5 proposes an integrated framework for managing HR in the shipping industry, in a way that could lead to the formation of sustainablecompetitive advantage. 2. Resource-based view and st
14、rategic human resource managementResource-based view (RBV), initially introduced by Wernerfelt , realises the firm as a bundle of resourcesand capabilities that combined develop competencies. Resources and capabilities constitute the base for the formation of sustainable competitive advantage. Resou
15、rces can be classified : physical capitalresources (including plants, equipment, finance), organisational capital resources (e.g. organisational structure, control systems, HR systems) and human capital resources (skills, judgment and intelligence of employees). Capabilities can be defined as the sk
16、ills a firm needs to take full advantage of its assets. Without such capabilities, assets are of little value. Competencies can be defined as “a set of observable performance dimensions, including individual knowledge, skills, attitudes, and behaviours, as well as collective team, process, and organ
17、isational capabilities that are linked to high performance, and provide the organisation with sustainable competitive advantage”. Literature on strategic HRM accentuates the importance of firms HR, in the way that they can lead to the creation of sustainable competitive advantage . Nowadays, people
18、are perceived as an indispensable and inextricable part of a company; an element that requires proper management, in order to comprise a profitable investment and to offer competitive advantage. Regarding shipping, crews can contribute to cost reduction through their low level of wages, their knowle
19、dge and performance, or their commitment to the goals of the firm; all these can lead to cost savings in the ships maintenance or reduction of ships off hires.RBV is based on four basic tenets, which constitute the VRIO model: value (V), rareness (R), imitability (I), organisation support (O). Barne
20、y considers that a company holds a competitive advantage, when it displays a competitive superiority, based on some distinctive and enviable competence or capability, which rivals cannot possess or imitate. Companies should seek for tracking and exploiting their HR valuable and rare characteristics,
21、 and try to align the companys aims with the employees personal needs and expectations. For example, not all seafarers hold initiative, creativity, seamanship; and even if they do, these characteristics cannot be manifested and become fully worthy, unless the working environment motivates them. Both
22、 valuable and rare characteristics contribute to short-term competitiveness, because eventually, they can be imitated by competitors. What is important for a company is to seek for developing such characteristics to its HR, which could not easily be imitated by the competitors. For example, trust, l
23、oyalty and adoption of “companys identity” by Greek seafarers have contributed to the competitiveness of Greek shipping companies. Every company should develop systems that will allow “humanresource characteristics to bear the fruit of their potential advantage” . The existence of HRM systems makes
24、the competitive advantage of the firm sustainable . 3. Application of resource-based view in shipping and crew managementIn the shipping industry, corporate activities take place in a business-to-business level. Shipping services are produced in order to satisfy the derived demand for the transport
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