QIG always believe that “People are the only element with the inherent power to generate value. All the other variables offer nothing but inert potential. By their nature, they add nothing, and they cannot add anything until some human being leverages that potential by putting it into play.” (Jan Fitz-enz).
Following above notion, QIG looks at its HRM as an important part of its corporate strategies. Obviously, QIG knows that employees are the core of the corporation, and its fortune comes from assembling different talent together through corresponding with doing different parts to generate value and achieve shareholder’s expectation. Furthermore, the framework of the corporate HRS would present QIG’s HRM conception: “loyalists as superior, Capables as a core, Workers as a base, Intellectuals as an auxiliary” (QIG www).
According to QIG’s corporate strategies, it has adopted many feasible HRM activities. First, as physical Intensive Corporation, QIG needs a great deal of employees. And metallurgy industry is a specific field in need of majority of specialized employees in different posts. 1) QIG employs some authoritative officials deal with executive positions, which builds a very close relationship for QIG to communicate with government.
2) QIG employs a member of line managers or engineers from state owned corporations to consolidate its operational strategy, whilst, to concentrate on training some well-performed staffs in order to shift the line managers who is at old age.3) Some particular posts which can not recruit enough employees, QIG pays employees to train or go to future education. 4) QIG has invested in their family members for the consolidation of family’s dominant position of management.
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Its three family members have been sent to three foreign countries for further education. 5) QIG built an electronic registration system which is used to monitor staffs’ day-to-day performance of attendance. 6) The new employees usually have 3 months training term.
Best Practice, Best Fit and Comparison After clarifying QIG’s corporate strategy and HRS considering with its HRM activities, it might be know that QIG has represented its Best Practice and Best Fit in the different parts of strategy level. First, the understanding of “Best Practice” and “Best Fit” is necessary, the Best Practice as Mick Marchington & Adrian Wilkinson defined “Best Practice” might be considered as “the idea that a particular bundle of HR practices has the potential to contribute to improved attitude and behaviours, lowerlevels of absenteeism and labour turnover, and high levels of productivity, quality andservice, ultimately generating higher organizational performance and profitability”(2002:177).Comparing with the Best Fit model which defined ” ‘Best-fit’ models are based on the proposition that different types of HRS are suitable for different types of business conditions. The best-fit approach claims that there is a link between HRS and competitive advantage. Organizations need to identify the HR strategies, which ‘fit’ their enterprises in terms of their product markets, labour markets, size, structure, strategies and other factors.
What is ‘right’ for organization is not appropriate for others.” (Stephen Pillbeam & Marjorie Corbridge 2002:58).As a result, it is easy to link ‘Best Practice and Best Fit’ to QIG’s HRS. For instance, the allowance is judged by staffs’ attendance which get from the electronic registration system, this approach not only offer a fair judgment on staff’s remuneration, but can also assess staff’s work performance. There is another circumstance, QIG makes the different offer for distinction of the staffs’ position, this approach would satisfy the staff’s needs of status, as a result, the staff’s enterprise would be stimulated.In a private corporation, the staff’s position might be distinguished more clearly according to their contribution, also recruitment and sack is more flexible. Because private corporations are considered less about social obligation than state corporations are.
Consequently, a conclusion would be drawn that QIG attempt to adopt the proper application of ‘Best Practice’ and ‘Best Fit’ into its HRS, ensure that QIG obtains a sustainable nature resource and HR.Conclusion and SuggestionsBased on discussion above, it might be known QIG struggles its HRM to impact the most processes on HRS. QIG, a complete family owned corporation, has reach at an adoring achievement. It is a miraculous achievement that assembled 1500 people’s knowledge and competence to carry out the expectations for a single stakeholder.
According to QIG’s corporate strategies and its corporation structure, it is possible to make an improvement on its HRS.First, in its corporate-level strategy, it is necessary to absorb a number of experts to involve in its board. In common, in family corporations, the significant decisions are probably made by family members. As a reason, it would leads to wrong strategy. It just likes Johnson Gerry & Kevan Scholes declared: “People are at the heart of strategy.
The knowledge and experience of people can be the key factors enabling the success of strategic. But people are at the heart of strategy. They can also hinder the successful adoption of new strategies too”(2002:477).
Second, in its business unit strategy, it is considered with that QIG is an industrial manufacture, but it also presents both buyer and supply status in market. QIG not only need the high skill workers, qualified line managers, but the experienced marketing consultants or analysts are also needed. Because by the next strategy carry out, its capacity will be dramatically increased, the recourse as well. Nowadays, the information resources of demand and supply chain play a very important role.
If QIG could invest in improving its IS, it would squeeze the supply chain and help it predict market efficiently, because QIG produces industrial resource which the price very relies on international market. But this suggestion would be a challenge for its HR.Finally, in its operational strategy, although QIG performs many ‘Best Practice’ and ‘Best Fit’ in its HRM, it would be some limitations on its HR approaches. First and foremost, it should be emphasized that QIG is a family corporation. The HRS would perform less on ‘soft’ side, which is also often underplayed by other organizations. As a reason, it seems necessary for QIG to pay extra attentions on concerning with staffs’ or collective behavior, ensuring to have an appropriate relationship with employees.
Notes: there are two state power stations in Ningxia province, Qingtongxia hydroelectric power station and Qingtongxia carbon electric power station.
