国外著名HR咨询公司HRM培训ppt课件

1、Human Resource ManagementPART1.Personnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach to acquiring, developing, managing and gaining the comm

2、itment of the organisations key resource the people who work for it Armstrong 1991.Features of HRM Management focussed and top management drivenLine management role keyEmphasises strategic fit integration with business strategyCommitment orientedTwo perspectives hard and softInvolves strong cultures

3、 and values.Performance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goalsStrong emphasis on

4、 quality to customersRewards differentiated by skill, competence or performance Features of HRM.Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward.Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXT.Warwick Model content of the boxes

5、Outer context socio-economic, technical, politico-legal,competitiveInner context culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context objectives, product market, strategy and tacticsHRM context- role, definition, organisation, HR outputsHRM content HR f

6、lows, work systems, reward systems, employee relations.The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Pol

7、icy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well being.Guest ModelDefines four policy goals of HRMFurther development of the Harvard mod

8、elStrategic integration HRM into strategic plans, in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functional, adaptable structures, capability to innovate.Soft HRMStresses human aspectEmphasis on HRDParticip

9、ationMotivationCommitmentLeadershipHUMAN resource management.Hard HRMPeople as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE Management.Competence-Based HRMDefinitions:The skills, knowledge and experience that an individual brings to their role IDS 1997Bas

10、ic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982.Uk v. US definitionsUS - input oriented what the individual brings to

11、the jobUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performanceOne or both?.Levels of InfluenceStrategicFunctionalSystemsIndividual.Implications at Strategic LevelThe identification of core competencies of the organisation which confer sustaine

12、d competitive advantageOwned by more than one person and grow through use and experience therefore difficult to imitate.Implications for the Human Resource FunctionDevelop managerial competenceStrategic selection and staffingDevelop internal labour marketDesign jobs round capabilityDevelop individua

13、l competenceDevelop culture to foster innovationBuild learning organisationDevelop organisational learning mechanisms.Implications for Human Resource SystemsVertical integration link individual competence to the core competence of the organisationHorizontal integration provide a framework for the in

14、tegration of HR systems componentsVital player in the development of core competenciesCan be used to develop individual HR systems.Recruitment and SelectionBased on past behaviour as the most valid predictor of future behaviourBuilding the competence framework requires multiple information sourcesCo

15、mpetence specification should cover both technical and personal/interpersonal competencies.Develop interview questions that elicit examples of past behavioursIn assessment centres create tasks that require demonstrated competenciesUse competencies to select test instrumentsUse competencies to evalua

16、te candidate performanceRecruitment and Selection.AppraisalSet outcome and performance targets for each competenceOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcBelow standard performance can be used to generate development need

17、s.Can provide forum for the identification of new/changing competence requirementsCan provide forum for setting acquisition of competence time scalesProvides a clear and agreed framework for performance evaluation and discussionAppraisal.DevelopmentProvides a framework for individual training needsN

18、o transfer problems as competence can only be demonstrated by on the job behavioursDevelopment contributes directly to current performanceEncourages a broad based approach to development activities .Ensures line manager commitment to developmentOffers common language to all participants in the devel

19、opment processOffers transparent process to all stakeholdersFacilitates validation and evaluation of the development processDevelopment.RewardPromotes flexibilityPromotes a development focused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on

20、the basis of skills and flexibility rather than seniority.Can assist in addressing the technical/managerial divideOffers a route for the reward of knowledge workersCarries high face validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strat

21、egyReward.IntegrationVertical - integration with corporate strategyHorizontal - the internal integration of the components of an HR strategyIntra-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.Current

22、HRM Issues & DebatesResponding to increased competitionManaging international operationsRiding the waves of changeManaging the changing relationship with the workforceChanging legislative and regulatory frameworksBest practice versus best fit.HRM and Corporate Strategy.StrategyDiversity of viewpoint

23、sTwo dimensions of agreementDegree of planning: deliberate emergentOutcomes: profit maximisation range of outcomes (plural)Four key approaches (Whittington).Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcesses.Classical: Rational

24、Economic ManApplication of rational analysisSeparation of planning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit goals cascaded down the organisation.Classical and HRMHRM matching and downstreamTool of implementationHR policies and strategies geared to achievi

25、ng profit maximisationCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. .Evolutionary: Natural SelectionEmphasis on environmental fitProfit maximisation achieved by market competitionFit determined by chance ra

26、ther than strategySurvival by short term strategies aimed at current fitStrategy and illusion in unpredictable environment.Evolutionary law of the jungleHR key role in environmental scanningPolicies and strategies aimed at flexibility and adaptabilityMatching modelCritique markets more regulated tha

27、n jungle; by government, law, international agreementsConcept of flexibility important.Processual life is messyConcept of bounded rationalitySubjective interpretation of data therefore strategy flawed and incompleteWe take the first best option sufficingOrganisations as coalitions consensus by negot

28、iationMinimum adaptation for survival rather than proactive change spare capacity as bufferStrategy a comforting ritual.Processual and HRMHR policies evolving and reactiveSoft HRMOD, best practice and development of internal competencies importantCritique lacks vision; may not be able to respond qui

29、ckly enough to threats.Systemic: socially groundedMan makes decisions based on social factors not economic;Social networks define normsInternal context of firm influenced by social groups, interests, resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic

30、perspective includes national culture, family, gender, social groups Strategy must be sensitive to these.Systemic and HRHR policies and processes will have to reflect local cultureManagement style and strategies for motivation and commitment reflect local and national cultureCritique focuses on diff

31、erence at the expense of similarity and cross-cultural influences.Resource-Based Theory of the FirmPlaces HR at heart of strategyCompetitive advantage stems from strategic core competencies built up over timeRecognises importance of leadership in building top team; fostering creativity and innovatio

32、n; facilitate the learning process.Emphasises renewal aspect and dynamic capabilities of the organisationCapacity of a firm to renew, adapt and augment its core competencies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadersh

33、ip with employee involvement in strategy makingResource-Based Theory of the Firm.Resource-Based Theory & HRMBasis for human resource as competitive edgeHRM valued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing and retentionHuman pr

34、ocess advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies.Defining Strategic Core CompetenciesINTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and explicit knowledge an activ

35、ityCore competence: delivers a fundamental customer benefit.- is not easily imitated by competitors- provides a gateway to new marketsContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across the range of organisational activitie

36、sDefining Strategic Core Competencies.Role of HR in Managing Core CompetenciesIdentifying core competencies linking them to individualsBuilding core competencies learning and cross discipline communication.Role of HR in Managing Core CompetenciesUtilising core competencies developing management capa

37、bility and forms of working that maximise deploymentProtecting core competencies retention strategies, protection during major change, identifying owners of core competence.COMPARATIVE HUMAN RESOURCE MANAGEMENT.Definitionshow things are done around here(Drennan, 1992)Organisational culture refers to

38、 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 manifested in its material arrangements and in the behaviour of its members.(Brown, 1995).Organisational Culture - DefinitionsThe pattern

39、 of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsA 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 particu

40、lar point in time.Levels of CultureCulture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesTurner (1971) defined industrial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempt

41、s to manipulate culture.Aspects of cultureArtifactsLanguage jokes, jargon, storiesBehaviour patterns rituals, ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs, values and attitudesSymbols.Models of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost

42、superficial manifestations of cultureDeepest level of cultureSchein, 1985.Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “

43、ought to be; norm-basedTaken for grantedInvisiblePre-conscious.Common Organisation StoriesCan employees break the rules?Is the big boss human?Can the little person rise to the top?Will I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the orga

44、nisation deal with obstacles?.CULTURE:Socialisation: learningpre-arrival: “preconceptionmetamorphosis: “absorbsecuritycommitmentproductivityencounter: “provisional(H&B 2002).Organisational Culture and the Life Cycle of the Firm Phase 1 - Birth and Early GrowthPurpose foster cohesion during growthNee

45、d for change economic or successionStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders.Organisational Culture and the Life Cycle of the FirmPhase 2 Organisational mid-lifePurpose culture deeply embedded, may develop sub-cultures Strategies planned c

46、hange and OD - technological seduction - scandal, explosion of myths - incrementalism .Organisational Culture and the Life Cycle of the FirmPhase 3 organisational maturityPurpose source of pride, resistantStrategies coercive persuasion - turnaround - recognition, destruction, re-birth.Culture in org

47、anisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLO.Communication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, r

48、itual Negotiation efficient .Hofstedes ModelIndividualismHigh power distanceMasculinityHigh uncertainty avoidanceShort termismCollectivismLow power distanceFemininityLow uncertainty avoidanceLong termism.HRM and Culture Change.Layers of CultureArtefacts physical objects, behaviour and processesEspou

49、sed values those appearing publicly in mission statement, policies Underlying assumptions rarely articulated; may conflict with espoused values and each other.Culture ChangeWhy change? Environment changes:Business mergers, technology, market Government laws, H &S, diversity,Demographic changes in th

50、e human resources available.The Nature of ChangeExternally imposedTransformationalGlobalHostileLarge scaleLong termStrategicInternally imposedIncrementalLocalPositiveSmall scaleUrgentOperational.Introducing Culture ChangeCan be very difficultCan be a long term processIssues to be considered in choos

51、ingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature cognitive and behavioural- timescale.Principles of Culture ChangeValues and assumptions define accepted and appropriate behavioursIn successful organisations culture is aligned with strategyCulture change may be

52、 difficult if the culture is incompatible with strategyCheck strategy before embarking on culture changeCan the changes required be achieved by other means.Senior management must understand the implications and be committedCulture change must pay attention to the opinion leadersShould take into acco

53、unt the work systems, management style and HR policiesNew messages reinforced and old ones eliminatedThe deeper the level of culture change the more difficult it will bePrinciples of Culture Change.Multiple and sub cultures will make culture change more difficultBehavioural norms are the easiest to

54、change, deeper layers require a participative approachTop down approaches are difficult to sustain over timeParticipative approaches are more successful but difficult to implement and time consumingPrinciples of Culture Change.Approaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of

55、 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 TAS

56、KFORCEWORK TEAM CULTURES.STEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcom

57、es byRESULTS TRACKINGApproaches to Culture Change(Bate).STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.Approaches to Culture Change(Bate).Why People Resist Culture ChangeSelective perceptionHabitSecurityEconomicStatus and es

58、teem.Multi-cultural OrganisationsA culture that fosters and values diversityPluralism as an acculturation processFull structural integrationFull integration of informal networksAbsence of institutionalised cultural biasMinimum of inter-group conflict due to proactive management of diversity.Changing

59、 CultureCultureExit those who reject new culture Enter & socialise new staff communicationbehaviour changeExamining andJustifying Behaviour change= intervention point.Business Process Re-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment.Rational Planning ApproachFeedbackEnvironmenta

60、l development loopProbleminitialisedDefine theproblemEvaluationphaseImplementsolutionMonitor/evaluate.Socio-Technical ApproachesCore JobCriticalPersonal andDimensionsPsychological WorkStatesOutcomeSkill varietyExperiencedHighTask identity meaningfulness intrinsicTask significance at work motivation