国外著名HR咨询公司HRM培训最新课件

1、国外著名HR咨询公司HRM培训最新课件Human Resource ManagementPART1 中国培训师大联盟国外著名HR咨询公司HRM培训最新课件Personnel Management to Human Resource ManagementnRecognition of the need to take a more strategic approach to the management of peoplenBegan in the 1980s in the USAnUK followed quicklynConcept is a strategic approach to ac

2、quiring, developing, managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991国外著名HR咨询公司HRM培训最新课件Features of HRMn Management focussed and top management drivennLine management role keynEmphasises strategic fit integration with business strategynC

3、ommitment orientednTwo perspectives hard and softnInvolves strong cultures and values国外著名HR咨询公司HRM培训最新课件nPerformance orientednRequires adoption of a coherent approach to mutually supporting employment policies and practicesnEmployee relations organic rather than pluralisticnOrganising principles are

4、 organic and decentralisednFlexibility and team building important policy goalsnStrong emphasis on quality to customersnRewards differentiated by skill, competence or performance Features of HRM国外著名HR咨询公司HRM培训最新课件Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward国外著名HR咨询公司HR

5、M培训最新课件Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXT国外著名HR咨询公司HRM培训最新课件Warwick Model content of the boxesnOuter context socio-economic, technical, politico-legal,competitivenInner context culture, structure, politico-leadership, task-technology, busine

6、ss outputsnBusiness strategy context objectives, product market, strategy and tacticsnHRM context- role, definition, organisation, HR outputsnHRM content HR flows, work systems, reward systems, employee relations国外著名HR咨询公司HRM培训最新课件The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness

7、 strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetence

8、Cost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well being国外著名HR咨询公司HRM培训最新课件Guest ModelnDefines four policy goals of HRMnFurther development of the Harvard modelnStrategic integration HRM into strategic plans, in line decisions,within HR policiesnHigh com

9、mitment strong identification with companynHigh quality including management of peoplenFlexibility functional, adaptable structures, capability to innovate国外著名HR咨询公司HRM培训最新课件Soft HRMnStresses human aspectnEmphasis on HRDnParticipationnMotivationnCommitmentnLeadershipnHUMAN resource management国外著名HR咨

10、询公司HRM培训最新课件Hard HRMnPeople as a resourcenUsed dispassionatelynUsed in calculating rational mannernHead countnHuman RESOURCE Management国外著名HR咨询公司HRM培训最新课件Competence-Based HRMDefinitions:nThe skills, knowledge and experience that an individual brings to their role IDS 1997nBasic personal characterist

11、ics that are determining factors for acting successfully in a job or situation McClelland 1993nUnderlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982国外著名HR咨询公司HRM培训最新课件Uk v. US definitionsnUS - input oriented what the individual brings to the

12、jobnUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performancenOne or both?国外著名HR咨询公司HRM培训最新课件Levels of InfluencenStrategicnFunctionalnSystemsnIndividual国外著名HR咨询公司HRM培训最新课件Implications at Strategic LevelnThe identification of core competencies of

13、 the organisation which confer sustained competitive advantagenOwned by more than one person and grow through use and experience therefore difficult to imitate国外著名HR咨询公司HRM培训最新课件Implications for the Human Resource FunctionnDevelop managerial competencenStrategic selection and staffingnDevelop intern

14、al labour marketnDesign jobs round capabilitynDevelop individual competencenDevelop culture to foster innovationnBuild learning organisationnDevelop organisational learning mechanisms国外著名HR咨询公司HRM培训最新课件Implications for Human Resource SystemsnVertical integration link individual competence to the cor

15、e competence of the organisationnHorizontal integration provide a framework for the integration of HR systems componentsnVital player in the development of core competenciesnCan be used to develop individual HR systems国外著名HR咨询公司HRM培训最新课件Recruitment and SelectionnBased on past behaviour as the most v

16、alid predictor of future behaviournBuilding the competence framework requires multiple information sourcesnCompetence specification should cover both technical and personal/interpersonal competencies国外著名HR咨询公司HRM培训最新课件nDevelop interview questions that elicit examples of past behavioursnIn assessment

17、 centres create tasks that require demonstrated competenciesnUse competencies to select test instrumentsnUse competencies to evaluate candidate performanceRecruitment and Selection国外著名HR咨询公司HRM培训最新课件AppraisalnSet outcome and performance targets for each competencenOutcome levels and performance targ

18、ets can be graded if desired.e.g standard performance; above standard; excellent etcnBelow standard performance can be used to generate development needs国外著名HR咨询公司HRM培训最新课件nCan provide forum for the identification of new/changing competence requirementsnCan provide forum for setting acquisition of c

19、ompetence time scalesnProvides a clear and agreed framework for performance evaluation and discussionAppraisal国外著名HR咨询公司HRM培训最新课件DevelopmentnProvides a framework for individual training needsnNo transfer problems as competence can only be demonstrated by on the job behavioursnDevelopment contributes

20、 directly to current performancenEncourages a broad based approach to development activities 国外著名HR咨询公司HRM培训最新课件nEnsures line manager commitment to developmentnOffers common language to all participants in the development processnOffers transparent process to all stakeholdersnFacilitates validation

21、and evaluation of the development processDevelopment国外著名HR咨询公司HRM培训最新课件RewardnPromotes flexibilitynPromotes a development focused culturenProvides opportunities for advancement via skillsnProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority国外著名

22、HR咨询公司HRM培训最新课件nCan assist in addressing the technical/managerial dividenOffers a route for the reward of knowledge workersnCarries high face validity and felt fair perceptionnVia core organisational competencies can link reward directly to organisational strategyReward国外著名HR咨询公司HRM培训最新课件Integration

23、nVertical - integration with corporate strategynHorizontal - the internal integration of the components of an HR strategynIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other国外著名HR咨询公司HRM培训最新课件Current

24、HRM Issues & DebatesnResponding to increased competitionnManaging international operationsnRiding the waves of changenManaging the changing relationship with the workforcenChanging legislative and regulatory frameworksnBest practice versus best fit国外著名HR咨询公司HRM培训最新课件HRM and Corporate Strategy国外著

25、名HR咨询公司HRM培训最新课件StrategynDiversity of viewpointsnTwo dimensions of agreementnDegree of planning: deliberate emergentnOutcomes: profit maximisation range of outcomes (plural)nFour key approaches (Whittington)国外著名HR咨询公司HRM培训最新课件Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentC

26、lassicalEvolutionary SystemicProcessualProcesses国外著名HR咨询公司HRM培训最新课件Classical: Rational Economic MannApplication of rational analysisnSeparation of planning from implementationnCommitment to profit maximisationnEmphasis on the long-termnExplicit goals cascaded down the organisation国外著名HR咨询公司HRM培训最新课件

27、Classical and HRMnHRM matching and downstreamnTool of implementationnHR policies and strategies geared to achieving profit maximisationnCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. 国外著名HR咨询公司HRM培训最新课件Evolu

28、tionary: Natural SelectionnEmphasis on environmental fitnProfit maximisation achieved by market competitionnFit determined by chance rather than strategynSurvival by short term strategies aimed at current fitnStrategy and illusion in unpredictable environment国外著名HR咨询公司HRM培训最新课件Evolutionary law of th

29、e junglenHR key role in environmental scanningnPolicies and strategies aimed at flexibility and adaptabilitynMatching modelnCritique markets more regulated than jungle; by government, law, international agreementsnConcept of flexibility important国外著名HR咨询公司HRM培训最新课件Processual life is messynConcept of

30、 bounded rationalitynSubjective interpretation of data therefore strategy flawed and incompletenWe take the first best option sufficingnOrganisations as coalitions consensus by negotiationnMinimum adaptation for survival rather than proactive change spare capacity as buffernStrategy a comforting rit

31、ual国外著名HR咨询公司HRM培训最新课件Processual and HRMnHR policies evolving and reactivenSoft HRMnOD, best practice and development of internal competencies importantnCritique lacks vision; may not be able to respond quickly enough to threats国外著名HR咨询公司HRM培训最新课件Systemic: socially groundednMan makes decisions based

32、 on social factors not economic;Social networks define normsnInternal context of firm influenced by social groups, interests, resources and micro-politicsnDifferent forms of organisation successful indifferent culturesnSystemic perspective includes national culture, family, gender, social groups nSt

33、rategy must be sensitive to these国外著名HR咨询公司HRM培训最新课件Systemic and HRnHR policies and processes will have to reflect local culturenManagement style and strategies for motivation and commitment reflect local and national culturenCritique focuses on difference at the expense of similarity and cross-cult

34、ural influences国外著名HR咨询公司HRM培训最新课件Resource-Based Theory of the FirmnPlaces HR at heart of strategynCompetitive advantage stems from strategic core competencies built up over timenRecognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning pr

35、ocess国外著名HR咨询公司HRM培训最新课件nEmphasises renewal aspect and dynamic capabilities of the organisationnCapacity of a firm to renew, adapt and augment its core competencies over timenSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with

36、employee involvement in strategy makingResource-Based Theory of the Firm国外著名HR咨询公司HRM培训最新课件Resource-Based Theory & HRMnBasis for human resource as competitive edgenHRM valued for generating strategic capability as well as supporting strategynHuman capital advantage gained through resourcing and

37、retentionnHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies国外著名HR咨询公司HRM培训最新课件Defining Strategic Core CompetenciesnINTEGRATED bundle of individual skillsn5-15 core competencies the normnA messy accumulation of learning includin

38、g tacit and explicit knowledge an activitynCore competence: delivers a fundamental customer benefit国外著名HR咨询公司HRM培训最新课件n- is not easily imitated by competitors- provides a gateway to new marketsnContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single pro

39、duct- exercised across the range of organisational activitiesDefining Strategic Core Competencies国外著名HR咨询公司HRM培训最新课件Role of HR in Managing Core CompetenciesnIdentifying core competencies linking them to individualsnBuilding core competencies learning and cross discipline communication国外著名HR咨询公司HRM培训

40、最新课件Role of HR in Managing Core CompetenciesnUtilising core competencies developing management capability and forms of working that maximise deploymentnProtecting core competencies retention strategies, protection during major change, identifying owners of core competence国外著名HR咨询公司HRM培训最新课件COMPARATI

41、VE HUMAN RESOURCE MANAGEMENT国外著名HR咨询公司HRM培训最新课件Definitionsnhow things are done around here(Drennan, 1992)nOrganisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be

42、 manifested in its material arrangements and in the behaviour of its members.(Brown, 1995)国外著名HR咨询公司HRM培训最新课件Organisational Culture - DefinitionsnThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groups

43、nA set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in time国外著名HR咨询公司HRM培训最新课件Levels of CulturenCulture can be conceived as:- societal or national culture- corporate culture- homogenou

44、s or heterogeneous subculturesnTurner (1971) defined industrial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture国外著名HR咨询公司HRM培训最新课件Aspects of culturenArtifactsnLanguage jokes, jargon, storiesnBehaviour patterns

45、rituals, ceremonies,celebrationsnNorms of behaviournHistory nEthical codesnBasic assumptionsnBeliefs, values and attitudesnSymbols国外著名HR咨询公司HRM培训最新课件Models of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985国外著名

46、HR咨询公司HRM培训最新课件Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-co

47、nscious国外著名HR咨询公司HRM培训最新课件Common Organisation StoriesnCan employees break the rules?nIs the big boss human?nCan the little person rise to the top?nWill I get fired?nHow will the boss react to mistakes?nWill the organisation help me when I have to move?nHow will the organisation deal with obstacles?国

48、外著名HR咨询公司HRM培训最新课件CULTURE:Socialisation: learningpre-arrival: “preconception”metamorphosis: “absorb”securitycommitmentproductivityencounter: “provisional”(H&B 2002)国外著名HR咨询公司HRM培训最新课件Organisational Culture and the Life Cycle of the Firm nPhase 1 - Birth and Early GrowthnPurpose foster cohesion d

49、uring growthnNeed for change economic or successionnStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders国外著名HR咨询公司HRM培训最新课件Organisational Culture and the Life Cycle of the FirmnPhase 2 Organisational mid-lifenPurpose culture deeply embedded, may deve

50、lop sub-cultures nStrategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism 国外著名HR咨询公司HRM培训最新课件Organisational Culture and the Life Cycle of the FirmnPhase 3 organisational maturitynPurpose source of pride, resistantnStrategies coercive persuasion - tur

51、naround - recognition, destruction, re-birth国外著名HR咨询公司HRM培训最新课件Culture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLO国外著名HR咨询公司HRM培训最新课件Communication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value exper

52、tise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient 国外著名HR咨询公司HRM培训最新课件Hofstedes ModelnIndividualismnHigh power distancenMasculinitynHigh uncertainty avoidancenShort termismnCollectivismnLow power distancenFemininitynLow

53、uncertainty avoidancenLong termism国外著名HR咨询公司HRM培训最新课件HRM and Culture Change国外著名HR咨询公司HRM培训最新课件Layers of CulturenArtefacts physical objects, behaviour and processesnEspoused values those appearing publicly in mission statement, policies nUnderlying assumptions rarely articulated; may conflict with es

54、poused values and each other国外著名HR咨询公司HRM培训最新课件Culture ChangenWhy change? Environment changes:nBusiness mergers, technology, market nGovernment laws, H &S, diversity,nDemographic changes in the human resources available国外著名HR咨询公司HRM培训最新课件The Nature of ChangenExternally imposednTransformationalnG

55、lobalnHostilenLarge scalenLong termnStrategicnInternally imposednIncrementalnLocalnPositivenSmall scalenUrgentnOperational国外著名HR咨询公司HRM培训最新课件Introducing Culture ChangenCan be very difficultnCan be a long term processnIssues to be considered in choosingstrategy:- scale incremental or radical- Locus o

56、rganisation, unit, department- nature cognitive and behavioural- timescale国外著名HR咨询公司HRM培训最新课件Principles of Culture ChangenValues and assumptions define accepted and appropriate behavioursnIn successful organisations culture is aligned with strategynCulture change may be difficult if the culture is i

57、ncompatible with strategynCheck strategy before embarking on culture changenCan the changes required be achieved by other means国外著名HR咨询公司HRM培训最新课件nSenior management must understand the implications and be committednCulture change must pay attention to the opinion leadersnShould take into account the

58、 work systems, management style and HR policiesnNew messages reinforced and old ones eliminatednThe deeper the level of culture change the more difficult it will bePrinciples of Culture Change国外著名HR咨询公司HRM培训最新课件nMultiple and sub cultures will make culture change more difficultnBehavioural norms are

59、the easiest to change, deeper layers require a participative approachnTop down approaches are difficult to sustain over timenParticipative approaches are more successful but difficult to implement and time consumingPrinciples of Culture Change国外著名HR咨询公司HRM培训最新课件Approaches to Culture Change(Bate)STEP

60、 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORC