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第一页，编辑于星期二：二点 四十三分。Distinctive human resources are firms core competencies第1页/共22页第二页，编辑于星期二：二点 四十三分。nSHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that

2、 foster innovation and flexibility.nSHRM is the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals.nStrategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources (H

3、R) management is fully integrated with 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 Resourc

4、e Management第2页/共22页第三页，编辑于星期二：二点 四十三分。The 5-P ModelORGANIZATIONAL 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 objectivesE

5、XTERNAL CHARACTERISTICSSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIESINTERNAL CHARACTERISTICSLinking Strategic Business Needs & Strategic HRM Activities第3页/共22页第四页，编辑于星期二：二点 四十三分。Pepsi-Cola Internationals strategyBeing No. 1 by Creating Value through Leadership and Excellence.lThe fastest growinglT

6、he most committed to customer service and attuned to customer needsl The best operatorslThe best selling and marketing companylThe best people-oriented companyThe 5-P Model第4页/共22页第五页，编辑于星期二：二点 四十三分。PCIs strategic business objectiveslCommitted bottling organizationl Uncompromising dedication to qual

7、itylDevelopment of talented peoplelFocus on growthl Quality business plansThe 5-P Model第5页/共22页第六页，编辑于星期二：二点 四十三分。Human Resources PoliciesExpressed as shared values (guidelines)Human Resources PhilosophyExpressed in statements defining business values and cultureHuman Resources ProgramsArticulated a

8、s Human Resources StrategiesHuman Resources PracticesFor leadership, managerial, and operational rolesHuman 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 pro

9、gramsCoordinates efforts to facilitate change to address major people-related business issuesMotivates needed role behaviorsDefines how these activities are carried outThe 5-P ModelSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES第6页/共22页第七页，编辑于星期二：二点 四十三分。1. HUMAN RESOURCES PHILOSOPHYn This is a stat

10、ement of how the organization regards its human resources, what role the resources play in the overall success of the business, and how they are to be treated and managed.nInstead of using the terms HR philosophy or HR values to describe how human resources are regarded, treated, and managed, some o

11、rganizations use the term culture.The 5-P Model第7页/共22页第八页，编辑于星期二：二点 四十三分。A statement of the culture at PCILEADERSHIP IN PEOPLEWe will develop 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

12、right skills to be the best in the businesslBuilding career opportunitieslBuilding teamwork:With bottlers to ensure that we maintain strong partnershipsAmong area, division, and headquarters staff to ensure that we coordinate functional strengths to produce the best possible resultsAcross markets to

13、 ensure that we share the best practices throughout the enterprisel Helping people succeed by building an environment with:High integrityStrong and consistent valuesContinuous improvementThe 5-P Model: PHILOSOPHY第8页/共22页第九页，编辑于星期二：二点 四十三分。LEADERSHIP IN OUR BRANDSWe will achieve brand superiority by:

14、lDelivering the best products in the marketplace:The highest qualityThe best tastingThe most consistentl Communicating these benefits in a high-impact, persuasive and consistent mannerLEADERSHIP IN MARKETINGWe will build on our brand platforms by:l Creating new brand, channel, and package segments t

15、hat build the business:Faster off the markBetter ideasQuicker to create and take advantage of opportunitiesThe 5-P Model: A statement of the culture at PCI第9页/共22页第十页，编辑于星期二：二点 四十三分。LEADERSHIP IN OPERATIONSWe will build excellence in our own and bottler operations by:n Being the low-cost producern E

16、stablishing and maintaining a strong focus on customer services and sales management. These cornerstones will make us the best sales companynStandardizing operating systems to: Enhance our ability to provide the highest level of customer serviceDevelop an ability to measure and manage key parameters

17、 of the business in a consistent fashionProvide 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页第十一页，编辑于星期二：二点 四十三分。2. HUMAN RESOURCES POLICIESAll of these statements provide guidelines for action on people-related business issu

18、es 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页第十二页，编辑于星期二：二点 四十三分。HR policy can link values with a particular people-related business needl Values: high standards of personal pe

19、rformancel 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 of the business, or about an individuals performance, then the organization demands that yo

20、u raise the issue appropriately and discuss it maturely.The 5-P Model: POLICIES第12页/共22页第十三页，编辑于星期二：二点 四十三分。3. HUMAN RESOURCES PROGRAMSShaped by HR policies, HR programs represent coordinated HR efforts specifically intended to initiate, disseminate, and sustain strategic organizational change effor

21、ts necessitated by the strategic business needs.The 5-P Model第13页/共22页第十四页，编辑于星期二：二点 四十三分。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 the organization be able to cope with future challeng

22、es 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 level of commitment to the company?l Are there any

23、 potential constraints such as skill shortages or HR problems?The 5-P Model: PROGRAMS第14页/共22页第十五页，编辑于星期二：二点 四十三分。4. HUMAN RESOURCES PRACTICESLEADERSHIP ROLESvEstablishing directionv Aligning peoplev Motivating and inspiring individualsvCausing dramatic and useful changee.g. FPCLive by the basic val

24、ues 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 yourself as a leaderThe 5-P Model第

25、15页/共22页第十六页，编辑于星期二：二点 四十三分。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 successfullGive d

26、evelopmental 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 ROLESContent is far m

27、ore specific than for the other rolesThe 5-P Model: PRACTICES第16页/共22页第十七页，编辑于星期二：二点 四十三分。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页第十八页，编辑于星期二：二点 四十三分。Strategy - HR fit: Does it really matter?第18页/共22页第十九页，编辑于星期二：二点 四十三分。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 right HR practices.While s