Strategy 1. Single product

2. Single product (vertically in­tegrated)

3. Growth by ac­quisition (holding com­pany) of un­related businesses

4. Related diversi­fication of product lines through inter­nal growth and acquisi­tion

5. Multiple pro­ducts in multi­ple countries

Structure

Functional

Functional

Separate, self-con­tained businesses

Multidivisonal

Global organization (geographic center and world-wide)

Human Resource Management

Selection

Appraisal

Functionally orient­ed: subjective cri­teria used

Functionally orient­ed: standardized criteria used

Functionally orient­ed, but varies from business to business in terms of how systematic

Functionally and generalist orient­ed: systematic cri­teria used

Functionally and generalists orient­ed: systematic cri­teria used

Subjective: measure via personal con­tact

Impersonal: based on cost and pro­ductivity data

Impersonal: based on return on in­vestment and profitability

Impersonal based on return on in­vestment, produc­tivity, and subjective assess­ment of contribu­tion to company

Impersonal: based on multiple goals such as return on investment, profit

tailored to product

and country

Rewards

Unsystematic and allocated in a pa­ternalistic manner

Related to perform­ance and produc­tivity

Formula-based and includes return on investment and profitability

Large bonuses based on profitability and subjective as­sessment of con­tribution to overall company

Bonuses: based on multiple planned goals with moder­ate top manage­ment discretion

Development

Unsystematic, large­ly job experiences: single function fo­cus

Functional specialists with some gener­alists: largely job rotation

Cross functional but not cross-business

Cross functional, cross divisional, and cross corpo­rate/divisional: formal

Cross divisional and cross subsidiary to corporate: formal and systematic

Abb. 5: Abstimmung strategischer Personalfunktionen mit Strategietyp und Organisationsstruktur

Konzeptionen des Strategischen Personalmanagements

> N)