获取竞争优势人力资源管理

1、获取竞争优势人力资源管理 1人力资源管理导论人力资源管理导论 Introduction to Human Resource Management 本章问题： l 什么是人力资源管理以及它在企业管理中的作用？Explain what human resource management is and the role it plays in the management process? l 传统的人事管理如何发展到现代人力资源管理？ Compare the traditional personnel management and the modern human resource managem

2、ent. l 人力资源管理如何赢得竞争优势？ How to gain the competitive advantage through HRM?1.1 人是企业最宝贵的资源人是企业最宝贵的资源Human Being Is the Most Important Resource in the World企业的资源包括：n人n财，物，时间， 技术，信息n软，活，感性，能动n硬，死，理性，被动1.2 Definition l 人力资源：企业内外具有劳动能力人的总和。Human resources the summation of manpower, including internal and e

3、xternal labor forces of the company.l 人力资源管理是指影响企业员工态度，行为和工作绩效的各种政策，实践和制度。Human resource management The policies, practices and systems one needs to impact the aspects of employees, including their manners, behaviors and performances. 2 The Trend of HR Management 2.1 The early years 经验管理阶段经验管理阶段(ind

4、ustrial revolution) The advent of machine power, mass production, and efficient transportation needs a formal theory to guide managers to running their organizations.2.2 classical management古典管理理论（古典管理理论（1900s）lFayol Functions theoryincludingplanning,organizing,commanding,coordinating,controlling.lW

5、eberBureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipslTalor Principles of scientific management.Fourprinciplesofmanagement:developmentascienceforeachelementofanindividualswork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrai

6、n,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofas

7、sumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.2.3 Hawthorne Studies 霍桑实验霍桑实验(1927-1932)Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidedn

8、ewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.4 the human relations movement 人际关系运动人际关系运动(1960s1970s)nMaslow, H u m a n i s t i c Psychologist. nHierarchy of human needs: nphysiological.nsafety nSocialnesteemnself-actualizatio

9、n2.5 Behavior Science Theories 行为科学行为科学(1960s1970s)nA group of psychologists and sociologists who relied on the scientific method for the study of organizational behavior.nVroom, Herzberg, nleadership, employee motivation, job design, conflict, organization design. 2.6 Organizational Culture 企业文化企业文

10、化(1980s) nA system of shared meaning within an organization that determines, in large d e g r e e , h o w employees act. n7s: structure , strategy, skill, staff, style, systems, shared values. 2.7 Recent Trends and Issues 当代趋势（当代趋势（1990s） l workforce diversity(劳动力多元化), employees in organizations are

11、 heterogeneous in terms of gender, race, ethnicity, or other characteristics. l Total quality management（全面质量管理） a philosophy of management that is driven by customer needs and expectations l Re-engineering（企业流程再造）. A radical redesign of all or part of a companys work processes to improve productivi

12、ty and financial performance. lBimodalworkforce（双峰劳动力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.lDownsizing（下岗裁员）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.lContingentworkers（弹性工人）.Part-time,temporaryorfreela

13、nceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodontwantafulltimeposition3.从传统的人事管理到现代从传统的人事管理到现代 人力资源管理人力资源管理 The evolution from traditional personnel to modern human resource management3.1 影响变迁的因素影响变迁的因素 the factors impact

14、ing the transitions l environment: development of high-tech, global economy, the emergence of a service economy, demographic trends, competitiveness in the markets, political legal change, human rights etc.l people : better education, self-expectation, white collar, treaty union movement4. Strategic

15、 Function Of Human Resource Managementn4.1 企业战略企业战略 business strategyn4.2 人力资源战略功能人力资源战略功能 function of HR strategies 迎接三大挑战迎接三大挑战three competitive challenges(1) 全球化globalization“world-is in-my-market” strategy, how to capture a piece of the global marketplace.lMultinationalcorporation(MNC)多国公司Compan

16、iesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.Transnationalcorporation(TNC).跨国公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,g

17、lobalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.UNILEVER CROSS-CULTURAL TRAINING TRAINING GOALS understanding of Chinese circumstances, culture and markets ; finding a good march between Unilevers products and the style of Chinese consumers and markets. TRAINING PROGRAM s

18、tep 2. A lecture about cross-cultural adaptability step3. Visit a Chinese culture market street (food, cloth, arts, crafts, writings etc.) step4. Talk with Chinese residents step5. Discuss in groups cultural characteristics of China lThe European Union（欧盟（欧盟）.ThesigningoftheMasstrichtTreatyinFebruar

19、y1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUis

20、thelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,computers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.lNorth Ame

21、rican Free Trade Agreement（北美自由贸易区）（北美自由贸易区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmen

22、tandincreasinglivingstandardsforallthreecountries.lAsia Pacific Economic Cooperation（亚太经济贸易区）（亚太经济贸易区）(2) 高绩效工作系统high-performance work system The work system that combines social system and techniques system together in the enterprises.l New technology are increasing clerical functions such as techn

23、ical, managerial, professional functions. Job , organization structure will be redesigned. New incentive and compensation plans, new job descriptions written, new employee selection, evaluation and new programs will be instituted.l Increased competition and shorter product life cycles are creating t

24、he need for more flexible, adaptable companies.Aa Team work A workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmustperform,themembers

25、willneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.lJob enlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltaskstoanemployeeinorder

26、tomakehisjobmorevariedandinteresting.Job enrichment:changefiguresofajobotherthancompensation,(3)满足相关群体的需求SatisfytheneedsoftherelatedgroupsStockholdersConsumersEmployees-qualityofworklife(QWL)5. Coordination of human resource management and business strategiesn5.1 cooperative line and staff human res

27、ource management Department supervision (Line) Personnel (staff) Recruit-ingAnd Hiring Prepare outlining specific qualifications of employees for specific positions. Interview and selection Conduct skilled interviews Make decision of hiring Written jobdescription Make plan of advance position. Devel

28、op potential candidates Refer best candidates to supervisorTrain and develop-ment Instruct and train new employees Suggestion about train Provide information about total quality management and work teamPlanning training programs Give suggestion of HR Develop employee job performance tool Keep comple

29、te record of personnel Make career plan Compen-sation Provide information of position and its values Decide the wage level Appraisal performanceParticipate the planning of financial incentives, benefits and services Carry out the performance appraisal Job Investigation of salary level Suggestion abo

30、ut pay plans Discussion subsidize and benefits with line managers Supervise insurance pay LaborRelation Establish day to day relationship of respect and trust with union officialsConsistently apply labor contract terms Smooth workers complain wayTake part in wage bargaining with HR managers Advise supervisors and find out the facts on grievancesDiagnose the questions and labor difficultiesInvestigation for wage bargaining Train line managers