远卓人力资源模版库A Strategic Management Approach to Human Resource Management001

1、mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 1 mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 2 2 mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 3 lcan help operating managers focus on a set of relev

2、ant factors loffers a map that aids a person in seeing the whole picture or parts of the picture mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 4 diagnose prescribe implement evaluate diagnose prescribe implement evaluate acquiring human resources rewarding human res

3、ources developing human resources maintaining and protecting human resources socially responsible and ethical practices competitive, high quality products competitive, high quality services desirable end results mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 5 1. dia

4、gnosis2. prescription 4. evaluation3. implementation mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 6 lgovernment lrequirements lregulations llaws lthe union leconomic conditions ldomestic linternational lcompetitiveness lwork sector of the organization lprivate sect

5、or lpublic sector lthird sector lcomposition and diversity of the labor force lgeographic location of the organization mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 7 1.employment security 2.selectivity in recruiting 3.high wages 4.incentive pay 5.employee ownership

6、 6.information sharing 7.participation and empowerment 8.teams and job redesign 9.training as skill development 10.cross-utilization and cross training 11.symbolic egalitarianism mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 8 12.wage compression 13.promotion from w

7、ithin 14.long-term perspective 15.measurement of practices 16.overarching philosophy mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 9 (in thousands)levellevelchangepercent change group200020102000-20102000-2010 total (16 years & older)140,863157,72116,85812.0 men75,2

8、4782,2216,9749.3 women65,61675,5009,88415.2 white117,574128,04310,4708.9 black16,60320,0413,43820.7 asian6,6879,636294944.1 hispanic15,36820,9475,57936.3 mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 10 lstrategy lgoals lorganization culture lnature of the task (job

9、) lwork group lleaders style and experience mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 11 ldegree of knowledge and ability to use information technology ldegree of empowerment ldegree of physical exertion required ldegree of environmental unpleasantness lphysical

10、 location of work mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 12 ltime dimension of work lhuman interaction on the job ldegree of variety in the task ltask identity ltask differences and job design mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights

11、reserved. 2 - 13 strategic (long term) managerial (medium term) operational (short term) mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 14 levelemployee selection and placement rewards (pay and benefits) appraisaldevelopment strategic (long term) specify the characte

12、r- istics of people needed to run business over long term establish reward program that will be competitive with domestic and inter- national competitors determine the level type of perform- ance crucial for the growth of the firm plan development experiences for staff examine labor force trends est

13、ablish reward system that is linked to strategic goals develop equitable performance criteria plan development program with flexibil- ity necessary to adjust to change analyze immigration flows into the country link appraisal to accomplishment of long-term objectives mcgraw-hill/irwin 2004 the mcgra

14、w-hill companies, inc. all rights reserved. 2 - 15 levelemployee selection and placement rewards (pay and benefits) appraisaldevelopment managerial (medium term) make longitudinal validation of selection criteria set up five-year compensation pro- gression plan for individuals validate systems that

15、relate current conditions and future needs establish general management devel- opment program develop recruitment marketing plan set up cafeteria-type benefits menu establish assessment centers for development provide for organiza- tional development develop approach to build labor resource pool set

16、 up retirement packages encourage self- development mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 16 levelemployee selection and placement rewards (pay and benefits) appraisaldevelopment operational (short term) prepare staffing plansadminister wage and salary progr

17、am use annual or more frequent appraisal system use specific job-skill training prepare recruitment plans administer benefits packages use day-to-day performance review systems use on-the-job training review performance of workers daily use web-based training on a 24/7 basis mcgraw-hill/irwin 2004 t

18、he mcgraw-hill companies, inc. all rights reserved. 2 - 17 caliber of the workforce organizational restructuring and downsizing contingent workers technology diversity: building a competitive workforce mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 18 1.growth in kno

19、wledge needs 2.shift in human competencies 3.global market connection 4.business streamlining 5.rapid response 6.quicker innovation 7.quality improvement 8.industrial revolution mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 19 mcgraw-hill/irwin 2004 the mcgraw-hill

20、companies, inc. all rights reserved. 2 - 20 abilities of employees employees attitudes and preferences motivation of employees personality of employees mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rights reserved. 2 - 21 lorganizational effectiveness is critically influenced by human resource (hr) management practices lchanges in staffing, training, and compensation form an integral part of a coordinated change effort lhr management systems must be in alignment with other management systems mcgraw-hill/irwin 2004 the mcgraw-hill companies, inc. all rig