英文文章副本.docx
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英文文章副本.docx
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英文文章副本
Canstrategichumanresourcemanagementenablegrossnationalhappiness?
DeborahBlackman
FacultyofBusinessandGovernment,ANZOGInstituteforGovernance,UniversityofCanberra,Bruce,Australia
JanineO’Flynn
CrawfordSchoolofEconomicsandGovernment,TheAustralianNationalUniversity,Canberra,Australia,andD.P.MishraRoyalInstituteofManagement,Thimphu,Bhutan
Abstract
Purpose–Thisisatheoreticalpaper,whichaimstoconsidertheroleofstrategichumanresourcemanagement(SHRM)inthedevelopmentof“grossnationalhappiness”(GNH)inBhutan.
Design/methodology/approach–Thepaperinitiallyexaminesthequestionofwhatisstrategiccapacitybuildinganditsimportancefordevelopingnations.ItthenconsidersthestoryofBhutanwheretheideaofGNHformsthedevelopmentphilosophyandapproachtoattainingthelong-termvisionsandgoalsforthecountry.DifferentmodelsandstructuresforSHRMinBhutanarediscussedinordertodeterminewhetheritcanbeappliedtoanationeffectivelyand,ifso,whetheritwillenabletheattainmentofGNHandtheperformancedesiredbythegovernment.
Findings–AlinkbetweenSHRMandtheachievementofBhutan’s2020visionisidentifiedas,ifBhutanistoachieveitsnationalcapacity,itmustidentifythecapabilitiesthatitneedsandthenthestrategiestosupportsuchdevelopments.AllfourofUlrich’sHRMtypeswillberequiredandthiswillneedcarefulmanagement,asthereisatendencytomovetowardsoneorotherwithinanorganization.Bhutanisgoingthroughaperiodofextensivechangeandthevalueswillbechanging.WhatisrecognizedhereisthatnotonlymusttheSHRMdevelopappropriatepeoplemanagementstrategies,itmustalsoacknowledgeitscrucialroleintherecognitionandmaintenanceofappropriatevaluesets.
Researchlimitations/implications–TheproposedframeworkiscurrentlylimitedtoatheoreticalapplicationforBhutanbecause,itisargued,thatanappropriatemodelofSHRMwillsupportthedesiredattainments,butthattodosothespecificvaluesofBhutanwillneedtobeidentifiedandintegratedintopolicydevelopment.
Practicalimplications–TheroleofSHRMinsupportingordrivingchangeisconsideredandapotentialframeworkforSHRMinBhutanisproposed.Thereispotentialtoapplytheseideasmorewidely.
Originality/value–ThispaperidentifiesaroleforSHRMintheattainmentofGNHforBhutan,whichisimportantinhelpingBhutantoachieveitsnationalcapability.
KeywordsQualityoflife,Humanresourcemanagement,Humanresourcestrategies,Bhutan
PapertypeResearchpaper
Strategiccapacitybuildinganddevelopingnations
Therehasbeendiscussiongloballyaboutcapacitybuildingbecauseitencompasses:
[...]thecountry’shuman,scientific,technological,organizational,institutionalandresourcecapabilities.Afundamentalgoalofcapacitybuildingistoenhancetheabilitytoevaluateandaddressthecrucialquestionsrelatedtopolicychoicesandmodesofimplementationamongdevelopmentoptions,basedonanunderstandingofenvironmentpotentialsandlimitsofneedsperceivedbythepeopleofthecountryconcerned(UNCED,1992).
Itshouldbestressedthatcapacitybuildingismorethanjusttrainingindividualsinmoreskillsorevenraisingthelevelsofeducationwithinanation.Theseideasmayhelp,buttheywillnotbesufficient.Increatinganenablingenvironmentitmustbesupportedbytheappropriatepolicy,legal,andorganizingframeworks;whichwillenablethelong-termrecognition,development,andutilizationofappositecapabilities.Capabilitiesaretheskillsnecessaryforanationoranorganizationtocoordinateresourceseffectivelytoachievespecificpurposes(Analoui,2007).Itisarguedthatforanationtobeabletorecognizeandexploitsuchcapabilities,therewillneedtobesystematicdevelopmentinarangeofareas:
HR,organizational,andinstitutional.Allofthesethreewillaffect,andbeaffectedby,themodelsofSHRMpresentwithinthesystems.
Miller,EisenstatandFootearguethat,tobeabletocreatecapabilities,anentityneedstobeabletodiscovertheirasymmetriesandcreatenewcapabilityconfigurations:
,asymmetriesare:
[...]skills,knowledge,processes,relationships,properties,oroutputsthatitsmotivatedcompetitorsareunlikelytoacquire[...]thesedonotcurrentlyproduceanyeconomicadvantagesbuthavepotentialtobetransformedintovaluableresourcesorcapabilities(Milleretal.Qtd.indeWitandMeyer,2005,p.337).
Moreover,Pabloetal.(2007)contendthatanorganization’sstrategycanbeachievedbyrecognizingthedynamiccapabilitiesthatwillbeneededandmanagingtoenhanceandsupportthem.Onthesurface,theseclaimsmaynotseemtobeappositetoanationbut,althoughitdoesnotnecessarilywishtoachieveacompetitiveadvantage,anationdoeswishtodevelopasustainableeconomyandforthisitmayneedtoeitherbecomecompetitiveagainstothernations,ordevelopon-goingstrategicalliances.Suchallianceswillneedanawarenessofasymmetriesanddynamiccapabilities,asthesewillenableanationtodetermine;first,whatstrengthsitneedstoacquirefromitspartneringcountriesand,second,whatithastoofferothers.
Theprocedurewithanasymmetryistoconsiderwhatsetsonecountryapartfromanotherinitsmostfundamentalterms,asitisfromthesethatdistinctivecapabilitiescanbedeveloped.Capabilityconfigurationsare“systemsofreinforcingelementsincorporatingcorecapabilitiesandtheorganisationaldesigninfrastructuresinwhichtheyareembeddedandthatrenew,adapt,andsupportthesecapabilities”(Milleretal.Qtd.indeWitandMeyer,2005,p.337;seealsoPabloetal.,2007).Asymmetrieswillbedevelopedintocapabilitiesbyspecificallydevelopingstructuresanddesignswhichmaximisethe“virtuouscycle”ofenhancement,bywhichismeantthatchainsofinfluencewilldevelopwhenoneasymmetry-basedcapabilityhasagoodoutcomewhichpromotesanothernewcapabilitytoemerge.IntermsofSHRMasasupportingstructureforsuchdevelopments,itcanbeseenthatwhereeffectiveHRdevelopmentleadstogreaterlevelsofsharedknowledge,thiswillenableinnovationwhichwillleadtogreatersustainability.Inthiscase,theprocedurewillbetorecognizethattheasymmetrymaybethattheeducationprocessesaredevelopingnationalsskilledinaparticularareaandthiscanthenbeexploited;forexample,thecaseoftechnologicaladvancesandeducationinBangalore,India,whichhasledtomajordevelopmentsintheinformationsystemsinfrastructureandproductsinthisareaforaglobalmarket.Forthispaper,thequestioniswhatasymmetries,capacity,andcapabilitiescanBhutanbeseentohaveasthesourceforasustainablefuture,andwhetherisitpossibleforthecountrytomanagecapabilitydevelopmentinaproactiveway.
Bhutan:
itsvision,GNH,andSHRM
In1999,Bhutanreleased“AVisionforPeace,ProsperityandHappiness”(BhutanPlanningCommission,1999).Inthis,theoverarchinggoalforBhutanisidentifiedas“theneedtoensurethefutureindependence,sovereigntyandsecurityofournationstate”(BhutanPlanningCommission,1999,part2,p.7).Toachievethis,theguidingprinciplesareseentobe:
identity,unityandharmony,stability,self-reliance,sustainability,andflexibility.Tosupportallofthese,acentraldevelopmentconceptisoutlined:
themaximisationofGNH.WepositthattheideasthatunderpinGNH,andleadtoitsadoption,arearecognitionoftheasymmetriesofBhutanandthatitacknowledgestheunusualwaythatBhutanhasdevelopedandemergedfromtheirspecificsetofvalues,beliefs,andpotentialcapabilities.
ThediscussionofGNHemergedasaresultoftheclaimbytheBhutanesekingthat“GrossNationalHappinessismoreimportantthatGrossNationalProduct”(Thinley,1998)andthatthisshouldbecometheBhutanesenationalvision.ThisdistinctivenationalaspirationmarksamajordifferenceinapproachtodevelopmentinBhutanasitisarguedthatGNHwilldrivetheeconomy,nottheotherwayaround.
Thathappinessisanelementofalleconomiesisnotinquestion;forexample,FreyandStutzer(2002,p.171)arguethat“Theextenttowhichpeoplearehappyorunhappyisanessentialqualityoftheeconomyorsociety.Thestateoftheeconomystronglyaffectspeople’shappiness”.Graham(2005)reflectsthatthereisahistoryofhappinessineconomicsthatwaslostinmorerecenttimes;thatoriginallyutilityhadawiderrangingscope,whichrecognizedintrinsicrewardaswellaseconomicgain.However,thosewhodiscusstheeconomicsofhappinessarguethathappinesswillnotreplaceincome-basedmeasuresofwelfare,butinsteadshouldcomplementthemwithbroadermeasuresofwell-being(FreyandStutzer,2002;Graham,2005).
Bhutanrejectsthis,arguingthatthementalityofthepeoplewillbeaffectedbyamuchwiderrangeofissuesthanmerelytheeconomy;theeconomywillbecomeanindicatorofGNH,nottheotherwayaround(DIT,2008).ThishasinterestingparallelswithsomeoftheaspectsofSHRM,wherethelevelsofelementssuchasjobsatisfaction(YoonandThye,2002;Loveman,1998)andaffectivecommitment(AllenandMeyer,1990)areconsideredtobeindicatorsoftheabilityoftheorganizationtoinfluenceandimproveperformance.Theargumentisthataseriesofvariableswillenableanorganizationtoincreaseitscapacityandvalue,butonlywhentheworkerattitudesandbehaviorsareaffectedinanappropriateway(Haileyetal.,2005).Thequestionis,whichHRpracticeswillimpactupontheorganizationinanappropriatewaysoastopreservecurrentlyappropriateasymmetriesordevelopnewones.Inthispaper,wearguethatsuchaque
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