清华大学人力资源管理教学讲义人力资源管理与企业战略PPT学习教案

1、会计学1清华大学人力资源管理教学讲义人力资清华大学人力资源管理教学讲义人力资源管理与企业战略源管理与企业战略Distinctive human resources are firms core competencies第1页/共22页n SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.n

2、SHRM is the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals.n Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources (HR) management is fully integrated w

3、ith the strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work.Strategic Human Resource Management第2页/共22页The 5-P ModelOR

4、GANIZATIONAL STRTEGYInitiates the process of identifying strategic business needs and provides specific qualities to themSTRTEGIC BUSINESS NEEDSExpressed in mission statements or vision statements and translate into strategic business objectivesEXTERNAL CHARACTERISTICSSTRATEGIC HUMAN RESOURCES MANAG

5、EMENT ACTIVITIESINTERNAL CHARACTERISTICSLinking Strategic Business Needs & Strategic HRM Activities第3页/共22页Pepsi-Cola Internationals strategyBeing No. 1 by Creating Value through Leadership and Excellence.l The fastest growingl The most committed to customer service and attuned to customer needs

6、l The best operatorsl The best selling and marketing companyl The best people-oriented companyThe 5-P Model第4页/共22页PCIs strategic business objectivesl Committed bottling organizationl Uncompromising dedication to qualityl Development of talented peoplel Focus on growthl Quality business plansThe 5-P

7、 Model第5页/共22页Human Resources PoliciesExpressed as shared values (guidelines)Human Resources PhilosophyExpressed in statements defining business values and cultureHuman Resources ProgramsArticulated as Human Resources StrategiesHuman Resources PracticesFor leadership, managerial, and operational rol

8、esHuman Resources ProcessesFor the formulation and implementation of other activitiesExpress how to treat and value peopleEstablishes guidelines for action on people-related business issues and HR programsCoordinates efforts to facilitate change to address major people-related business issuesMotivat

9、es needed role behaviorsDefines how these activities are carried outThe 5-P ModelSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES第6页/共22页1. HUMAN RESOURCES PHILOSOPHYn This is a statement of how the organization regards its human resources, what role the resources play in the overall success of the b

10、usiness, and how they are to be treated and managed.n Instead of using the terms HR philosophy or HR values to describe how human resources are regarded, treated, and managed, some organizations use the term culture.The 5-P Model第7页/共22页A statement of the culture at PCILEADERSHIP IN PEOPLEWe will de

11、velop an excellent organization focused on building the business by:l Empowering people to drive the business from the closest point to the marketl Developing the right skills to be the best in the businessl Building career opportunitiesl Building teamwork:With bottlers to ensure that we maintain st

12、rong partnershipsAmong area, division, and headquarters staff to ensure that we coordinate functional strengths to produce the best possible resultsAcross markets to ensure that we share the best practices throughout the enterprisel Helping people succeed by building an environment with:High integri

13、tyStrong and consistent valuesContinuous improvementThe 5-P Model: PHILOSOPHY第8页/共22页LEADERSHIP IN OUR BRANDSWe will achieve brand superiority by:l Delivering the best products in the marketplace:The highest qualityThe best tastingThe most consistentl Communicating these benefits in a high-impact, p

14、ersuasive and consistent mannerLEADERSHIP IN MARKETINGWe will build on our brand platforms by:l Creating new brand, channel, and package segments that build the business:Faster off the markBetter ideasQuicker to create and take advantage of opportunitiesThe 5-P Model: A statement of the culture at P

15、CI第9页/共22页LEADERSHIP IN OPERATIONSWe will build excellence in our own and bottler operations by:n Being the low-cost producern Establishing and maintaining a strong focus on customer services and sales management. These cornerstones will make us the best sales companyn Standardizing operating system

16、s to: Enhance our ability to provide the highest level of customer service Develop an ability to measure and manage key parameters of the business in a consistent fashion Provide a common set of practices and disciplines for the organizationThe 5-P Model : A statement of the culture at PCI第10页/共22页2

17、. HUMAN RESOURCES POLICIESAll of these statements provide guidelines for action on people-related business issues and for the development of HR programs and practices based on strategic needs. The term HR Policy, as used here, does not mean HR Policy Manual.The 5-P Model第11页/共22页HR policy can link v

18、alues with a particular people-related business needl Values: high standards of personal performancel Need: to develop communication skills that would foster such performance in a decentralized international environmentl HR policy: instant feedback. if you have a problem or an idea about any aspect

19、of the business, or about an individuals performance, then the organization demands that you raise the issue appropriately and discuss it maturely.The 5-P Model: POLICIES第12页/共22页3. HUMAN RESOURCES PROGRAMSShaped by HR policies, HR programs represent coordinated HR efforts specifically intended to i

20、nitiate, disseminate, and sustain strategic organizational change efforts necessitated by the strategic business needs.The 5-P Model第13页/共22页Generic questions help to identify the fundamental issues for programsl What is the nature of the corporate culture? Is it supportive of the business?l Will th

21、e organization be able to cope with future challenges in its current form?l What kind of people and how many will be required?l Are performance levels high enough to meet demands for increased profitability, innovation, higher productivity, better quality, and improved customer service?l What is the

22、 level of commitment to the company?l Are there any potential constraints such as skill shortages or HR problems?The 5-P Model: PROGRAMS第14页/共22页4. HUMAN RESOURCES PRACTICESLEADERSHIP ROLESv Establishing directionv Aligning peoplev Motivating and inspiring individualsv Causing dramatic and useful ch

23、angee.g. FPCLive by the basic values of the Forest Products CompanyDemonstrate honesty and ethical behavior in business transactionsShow a high degree if personal integrity in dealing with othersAvoid wasting time or resourcesStrive for continuous improvement in all you doDemonstrate confidence in y

24、ourself as a leaderThe 5-P Model第15页/共22页MANAGERIAL ROLESlMake sure that objectives are clearly understoodlLevel with people on what is not negotiablelGive appropriate orientation to people on new assignmentslDeal effectively with performance problemslGive people the information they need to be succ

25、essfullGive developmental performance feedback in a timely mannerlGive people the freedom they need to do their jobslGive co-workers the opportunity to try out their new ideaslEncourage appropriate collaboration on work assignmentslEncourage people to participate when appropriateOPERATIONAL ROLESCon

26、tent is far more specific than for the other rolesThe 5-P Model: PRACTICES第16页/共22页5. HUMAN RESOURCES PROCESSESThis area deals with how all the other HR activities are identified, formulated, and implemented.The 5-P Model第17页/共22页Strategy - HR fit: Does it really matter?第18页/共22页FIT: the effectiveness of any HR practice or set of practices for impacting firm performance depends upon the firms strategy, or conversely, the effectiveness of any strategy depends upon having the righ