人力资源管理(HRM)英文PPT.ppt 67页

李杨古生物学与地层学 Chapter2AStrategicManagementApproachtoHumanResourceManagement TakingaStrategicHRMApproachHRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany’soverallstrategy,mission,andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectives StrategicPlansThreetofiveyeartimelineAnnualmonitoring&modificationFitbetweenorgstrategy&HRMpolicies/programsRecruitment,selection,outsourcing,telecommuting,performanceevaluation,compensation AModeltoOrganizeHRMADRMGoalsofARDM:sociallyresponsible,ethicalpracticesAcquiringDevelopingRewardingMaintaining&Protecting AModeltoOrganizeHRMExternalInfluencesInternalInfluencesGovernmentrequirements,regulations,lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocationStrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader’sstyleandexperience AModeltoOrganizeHRMMatchingpeopleandactivitiesiseasiertoaccomplishwithadiagnosticapproachEmployeesarethebestqualifiedTheyperformjobsthatsuittheirneeds,skills,abilitiesSuccessofanyHRMactivity TakingaDiagnosticApproachtoHRMTheARDMmodelhasfourspecificstepsDiagnosisImplementationPrescriptionEvaluation TakingaDiagnosticApproachtoHRM=Sociallyresponsible,ethicalbehaviorsCompetitive,high-qualityproductsandservicesFocusonADRM+Environment AvailableresourcesHRMEnvironmentalInfluencesGuidelinesThelaborforceEconomicconditionsUnionprocedures,requirementsGovernmentlaws,regulationsCompetenciesInternalInfluencesExternalInfluences HRMisOneFunctionAmongManyProductionFinanceAccountingMarketingR&DHRM GovernmentLawandRegulationsGovernmentregulationdirectlyaffects:RecruitingSelectionEvaluationPromotion GovernmentLawandRegulationsEEO&HRrightslegislationindirectlyaffects:EmploymentplanningOrientationCareerplanningTrainingEmployeedevelopment GovernmentLawandRegulationsOtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex,age,disabilityCompensationregulationBenefitsregulationWorkers"compensationandsafetylawsLaborrelationslawsandregulationsPrivacylaws GovernmentLawandRegulationsGovernmentregulationhasincreasedsubstantiallyIn1940,theU.S.Dept.ofLaboradministered18regulatoryprogramsIn2004,itadministeredmorethan135Andthatisjustonegovernmentagency GovernmentLawandRegulationsEncouragessimplisticthinkingoncomplicatedissuesComplexityleadstoslowdecisionmakingLeadstocomplicatedlegalmaneuveringManyregulationsareoutdated,withlittlepurposeOverlap,contradictionamongregulatoryagenciesGovernmentregulationimpactsamanager’sjob TheUnionUnionImpactsWorkingconditionsWorkhoursGrievanceprocessesEmployeerightsFringebenefitsWagesandsalaries TheUnionUnionsarenolongerconcentratedinafewsectorsThefastest-growingsectorsarethepublicsectorandthethirdsectorUnionizedemployeesarenolongerjustblue-collarfactoryworkers EconomicConditionsTwoeconomicfactorsaffectHRMprograms:ProductivityTheworksectoroftheorganizationProductivityis:Abigpartofanation"seconomicconditionRepresentativeofanorganization’soverallefficiencyTheoutputofgoodsandservicesperunitofinput(resources)usedinaproductionprocess EconomicConditionsDetermineoutputcostsIsolatetheoutputsComparecurrent&previousyearMeasuringproductivityProductivitymeasuresarecrudeandsubjecttoshort-termerror,butovertimecanshowatrend EconomicConditionsSuggestedSolutionsforIncreasingProductivityPotentialNegativeImpactsOthersAirpollutionRadiationToxicwasteReducegovernmentcontrolsDevelopfavorableincometaxincentivesReindustrialize EconomicConditionsInfluenceproductivitythroughsoundHRMprogramsDiagnose,prescribe,implement,evaluateRecruitmentandselectionMotivationaltechniquesCompensationTraininganddevelopment TheWorkSectorofHRMPrivateSector60%Profit-orientedbusinessesPublicSector30%GovernmentThirdSector10%Museums,socialclubs,orchestras,schools,churches CompetitivenessOrganizationalcompetitiveness…substituteorganizationfornation,andemployeesforcitizensThedegreetowhichanationcan,underfreeandfairmarketconditions,producegoodsandservicesthatmeetthetestofinternationalmarketswhilesimultaneouslymaintainingorexpandingtherealincomesofitscitizens OrganizationalCompetitivenessHoweffectivelydoweproducetheproduct?Howgoodareourservicesorgoods?Canworkershandlenewtechnology?Cantheproductioncostsbelowered?Dowehaveenoughworkersforglobalproductionlevels?Willworkingharderandfasterincreaseturnover,absenteeism,anddefects? CompetitivenessDealingeffectivelywithemployees,customers,suppliers,competitorsHavingasuperiormarketplacepositionrelativetocompetitorsHowHRMactivitiesareimplementedandmodifiedcanprovidetheseadvantagesCompetitiveAdvantageSustainableCompetitiveAdvantage CompetitivenessActivitiesthatenhance/sustaincompetitiveadvantageEmploymentsecuritySelectiverecruitingHighwagesIncentivepayEmployeeownershipInformationsharingParticipation,empowermentTeamsandjobredesignTraining(skilldevelopment)SymbolicegalitarianismPromotionfromwithinMeasurementofpracticesCross-utilization,cross-trainingWagecompressionLong-termperspectiveOverarchingphilosophy CompetitivenessCompetitorscanadoptand/orimproveonsuccessfulHRMactivitiesAfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied,butimitationofanentirecultureandsystemofHRMisdifficult Composition&DiversityofLaborForceIn2004,146+millionAmericanswereintheworkforceNotinthemilitaryEmployedoractivelyseekingwork16yearsorolder WomenintheWorkforceIn2007,about48%ofU.S.workforcewasfemaleA280%increasesince1947TheystillfaceworkplacediscriminationMosthaveprofessionaljobs MinoritiesintheWorkforceThemostrecentimmigrantgroupstakethelowest-leveljobsFewHispanics,African-Americans,orNativeAmericanshavehigh-status,high-payingjobsMinoritieslivedintheU.S.longbeforeimmigrantsarrivedThesituationforracialðnicminoritiesissimilartothatforwomen FactsAboutOlderEmployeesWorkers45+havenomoreaccidentsthanyoungeronesUntilage55,absenteeismratesarethesameorlowerOlderemployeesarejustaseffectiveasyoungeronesInsurancepremiumsarehigher,makingthemmorecostlytoemployWithagingcomesalossofsomefaculties EmploymentProjectionDentalhygienistsSoftwareengineers,applicationsPhysicaltherapistassistantsPhysicianassistantsNetworksystems/datacommunicationsanalystsHomehealthaidesFastestGrowingOccupations2004-2014 GeographicLocationofOrganizationThelocationoftheorganizationimpactshiringpracticesandHRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal-politicalfactorsEconomicsInter-culturaltraining InternalInfluencesonHRMProgramsCorporatestrategyCorporategoalsCompanyCultureThenatureofthetasksWorkgroupsLeaderstyle/experience StrategyWhatkeyexecutiveshopetoaccomplishinthelongrunConcernedwithcompetitionandaligningtheresourcesofthefirmLong-termsuccesslinkedtohelpingemployeesachievework-lifebalance GoalsEffectivenessproblemsIfprofitstakeprecedence,HRMgoalsreceivelittleattentionMostdepartmentshavesimilargoalsDifferencesarisefromtheimportanceplacedongoalsGoalsdifferwithinandamongdepartments GoalsDiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilarities GoalsWisconsinPowerandLight’sapproachtodiversitytrainingFormadiversitysteeringteamCreateadiversitytrainingteamSelecttrainingprojectmanagerCompleteculturalauditDesigntrainingprogramImplementandevaluatethetraining OrganizationalCultureHowemployeesandcustomersaretreatedHowbusinessisconductedDegreeofloyaltyexpressedbyemployeesAutonomyorfreedomindepartmentsorofficesSystemofsharedmeaningheldbyorganizationmembers OrganizationCultureImpactsexpectationsNoone“best”cultureProvidesbenchmarkforperformancestandardsImpactsbehavior,productivityPerceptionsofcultureheldbyemployees NatureoftheTaskHRMistheeffectivematchingofthenatureofthetask(job)withthenatureoftheemployee JobFactorsthatAttract/RepelWorkersEnvironmentalpleasantnessJobdesignPhysicallocationTaskidentityTaskvarietyTimedimensionHumaninteractionDegreeofempowermentPhysicalexertionDegreeofknowledgePhysicalexertion WorkGroupConsiderthemselvesagroupWorkinter-dependentlyInteractcontinuouslyOftenworknexttoeachotherTwoormorepeople EffectiveWorkGroupsEffectiveWorkGroupsFullmemberparticipationClearlydefinedgoalsAdequateresourcesMembersfurnishsuggestionsleadingtogoalachievementStablemembershipSupportsorganizationgoalsFewinnumber(7to14)WorkcloselytogetherHavesimilarbackgroundsDependonthegrouptosatisfytheirneedsSupportmanagementFunctionasateamEffectiveGroupMembers WorkGroupChangingagroup’snormsandbehaviorManager’sleadershipRewardsanddisciplineMembertransfers Leader’sStyleandExperienceTheexperience/leadershipstyleoftheoperatingmanagerdirectlyaffectsHRMactivitiesOrchestratingtheskills,experiences,personalities,andmotivesofindividualsFacilitatinginteractionwithinworkgroupsProvidingdirection,encouragement,andauthoritytoevokedesiredbehaviorsReinforcingdesirablebehavior StrategicHRM:AKeytoSuccessStrategic(longterm)RewardsManagerial(mediumterm)Operational(shortterm)HRMStrategyLevelsAppraisalsDevelopmentEmployeeselection/placementHRMActivities StrategicHRM:AKeytoSuccessStrategicHRMplanningLeadstogrowth,profits,businesssurvivalExpandsawarenessofpossibilitiesIdentifiesstrengthsandweaknessesRevealsopportunitiesPointstotheneedtoevaluatetheimpactofinternalandexternalforces StrategicHRM:AKeytoSuccessMatchingStrategicplansEmployeecharacteristicsCompetitiveproductsandservicesHRMactivities= StrategicHRMInvolvedinallaspectsoforganization’soperationMakeseverydaycontributionsComprehensiveprogramsAdaptivetoorganization’scultureResponsivetoemployeeneedsOptimizesemployeeskills,talents,creativityResponsivetoglobalchallenges StrategicHRM:AKeytoSuccessGlobalmarketconnectionGrowingknowledgeneedsShiftinhumancompetenciesQuickerinnovationBusinessstreamliningRapidresponseTechnologyTrendsQualityimprovementIndustrialrevolution BuildingaCooperativeWorkforceAlmosthalftheworkforceisfemaleSlowergrowthinnumberofCaucasianworkersWhitemalesnolongerdominateworkforceBabyboomersarestayinginworkforcelongerChangesinU.S.WorkforceGenXisvyingwithBoomersforjobsMoreHispanic,Asian,olderworkers BuildingaCooperativeWorkforceMoreemphasison…ChildandeldercareDiversityunderstanding,trainingFair,ethical,promptissuehandlingRecruiting/developingskilledlabor RestructuringandDownsizingHalfofdownsizedfirmsendupwithasmanyworkersDownsizinginmanufacturingisnotnewPositivelycorrelatedtoforeigncompetitionEncouragesfirmstoreducetheircostsProfitsincreaseintheshort-run,butnotproductivityLeadstolowercompensation/wageswithinthefirmFactsAboutDownsizing RestructuringandDownsizingRestructuringChangingthereportingandauthorityrelationshipswithinafirmDownsizingAreductioninacompany’sworkforceCanresultinstress-relatedhealthproblems ContingentWorkersTemporaryParttimeContractLeasedHighestgrowthrate…homehealthcare;medicalassistants;computerhardware,datacommunication,andsoftware People&theHRMDiagnosticFrameworkAbilitiesAttitudes,preferencesStylesIntellectualcapacitiesWayofdoingjobs AbilitiesofEmployeesAbilities/SkillsMechanicalMotorcoordinationMentalCreativeAbilitiesresultingfromgeneticfactorscanrarelybechanged EmployeeAttitudesandPreferencesPreferenceEvaluatinganobject,idea,orpersoninapositiveornegativewayAttitudeCharacteristic,long-lastingwayofthinking,feeling,andbehavingObject,idea,person,orgroup WorkTheamountofenergydirectedtowardworkisdirectlylinkedtotheamountdirectedtofamily,interpersonalrelations,andrecreationAllowsexpressionofbothaggressiveandpleasure-seekingdrivesOffersjustificationforexistenceAwaytochannelenergyProvidesincomeAwaytoachieveself-esteem,self-worth MotivationAsetofattitudesthatpredisposesapersontoactinaspecific,goal-directedwayAninnerstatethatenergizes,channels,andsustainsbehaviortoachievegoalsWorkmotivationchannelsaperson"sbehaviortowardworkandawayfromrecreationorotherareasoflifeThemotivationtoworkchangesasotherlifeactivitieschange MotivationManagerswhodeterminetheworkmotivationsofemployeesmakebetterHRMdecisionsWork-orientedemployeesareusuallymotivatedbyincentivecompensationsystemsThosemotivatedtodoabetterjobbenefitfromperformanceevaluationtechniques Personality:HowOneThinks&Behaves PersonalityofEmployeesChoicesInternalinclinationsEnvironmentalinfluencesEmployeesarebothrationalandintuitiveTheyactinresponseto… HRMDesirableEndResultsGoalsofHumanResourceProcessesSociallyresponsible,ethicalpracticesCompetitive,high-qualityproductsCompetitive,high-qualityservices CommentstoReflectOnOrganizationaleffectivenessiscriticallyinfluencedbyHRmanagementpracticesImprovementsinproductivity,quality,andcustomersatisfactiontypicallydependonchangesinmultiplemanagementsystemsChangesinstaffing,training,andcompensationareintegraltoacoordinatedchangeeffortHRmanagementsystemsdrivebehavior;theymustalignwithothermanagementsystemsTheHRdepartmentmustbeacentralplayerinacompany"scompetitiveefforts