人力资源-第一课-简易版本(ppt文档)课件

1、Copyright 2011 Pearson Education, Inc. publishing as Prentice HallCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall12WHERE WE ARE NOWCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall13Explain what human resource management is and how it relates to the management pro

2、cess.Show with examples why human resource management is important to all managers.Illustrate the human resources responsibilities of line and staff (HR) managers.Briefly discuss and illustrate each of the important trends influencing human resource management.List and briefly describe important tre

3、nds in human resource management.Define and give an example of evidence-based human resource management.Outline the plan of this book.LEARNING OUTCOMESCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall14Human Resource Management at WorkWhat Is Human Resource Management (HRM)?The proc

4、ess of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.OrganizationPeople with formally assigned roles who work together to achieve the organizations goals.ManagerThe person responsible for accomplishing

5、 the organizations goals, and who does so by managing the efforts of the organizations people.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall15The Management ProcessPlanningOrganizingLeadingStaffingControllingCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall16Huma

6、n Resource Management ProcessesAcquisitionTrainingAppraisalCompensationLabor RelationsHealth and SafetyFairnessHuman Resource Management (HRM)Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall17Personnel Aspects of a Managers JobConducting job analyses Planning labor needs and recrui

7、ting job candidatesSelecting job candidatesOrienting and training new employeesManaging wages and salariesProviding incentives and benefitsAppraising performanceCommunicating Training and developing managersBuilding employee commitmentCopyright 2011 Pearson Education, Inc. publishing as Prentice Hal

8、l18Personnel MistakesHire the wrong person for the jobExperience high turnoverHave your people not doing their bestWaste time with useless interviewsHave your firm in court because of discriminatory actionsHave your firm cited by OSHA for unsafe practicesHave some employees think their salaries are

9、unfair and inequitable relative to others in the organizationAllow a lack of training to undermine your departments effectivenessCommit any unfair labor practicesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall19Basic HR ConceptsThe bottom line of managing:Getting resultsHR creates

10、 value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall110

11、Line and Staff Aspects of HRMLine ManagerIs authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organizations tasks.Staff ManagerAssists and advises line managers.Has functional authority to coordinate personnel activities and enforce organizat

12、ion policies.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall111Line Managers HRM ResponsibilitiesPlacing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each p

13、ersonGaining creative cooperation and developing smooth working relationshipsInterpreting the firms policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining department moraleProtecting employees health and physical conditionCopyright 2011 Pearson

14、Education, Inc. publishing as Prentice Hall112Human Resource Managers DutiesLine FunctionLine AuthorityImplied AuthorityStaff FunctionsStaff AuthorityInnovator/AdvocacyFunctions ofHR ManagersCoordinative FunctionFunctional AuthorityCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall11

15、3FIGURE 11Human Resources Organization Chart for a Large OrganizationCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall114FIGURE 12Human Resources Organization Chart for a Small CompanyCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall115Human Resource SpecialtiesRecr

16、uiterEEO coordinatorLabor relations specialistTraining specialistJob analystCompensation managerHuman Resource SpecialtiesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall116New Approaches to Organizing HRTransactional HR groupCorporate HR groupEmbeddedHR unitNew HR Services GroupsC

17、enters of ExpertiseCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall117Trends Shaping Human Resource ManagementGlobalization and Competition TrendsTechnological TrendsIndebtedness (“Leverage”) and DeregulationTrends in the Nature of WorkWorkforce and Demographic TrendsEconomic Chall

18、enges and TrendsTrends in HR ManagementCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall118FIGURE 14Trends Shaping Human Resource ManagementCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall119FIGURE 15Employment Exodus: Percent of employers who said they planned as

19、of 2008 to offshore a number of these jobsCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall120Trends in the Nature of WorkHigh-Tech JobsService JobsChanges in How We WorkKnowledge Work and Human CapitalCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall121TABLE 11Demo

20、graphic Groups as a Percent of the Workforce, 19862016Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall122Workforce and Demographic TrendsDemographic TrendsGeneration “Y”RetireesNontraditional WorkersTrends Affecting Human ResourcesCopyright 2011 Pearson Education, Inc. publishing a

21、s Prentice Hall123FIGURE 16Gross National Product (GNP)Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall124FIGURE 17Case-Shiller Home Price IndexesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall125Important Trends in HRMThe New HR ManagersHigh-Performance Work Sys

22、temsStrategic HRMEvidence-Based HRMManaging EthicsHR CertificationHuman Resource Management TrendsCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall126Meeting Todays HRM ChallengesFocus more on “big picture” (strategic) issuesFind new ways to provide transactional servicesThe New Hum

23、an Resource ManagersAcquire broader business knowledge and new HRM proficienciesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall127TABLE 12Some Technological Applications to Support HRTechnology How Used by HR Application service providers (ASPs) and technology outsourcing ASPs pro

24、vide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computersWeb portals Employers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to updat

25、e their personal information Streaming desktop video Used, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet- and network-monitoring software Used to track employees Internet and e-mail activities or to moni

26、tor their performance Electronic signatures Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used, for instance, to eliminate paper checks and to facilitate payments to employees and supp

27、liers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees skills with the firms projected strategic needs Copyright 2011 Pearson Education, Inc. publishi

28、ng as Prentice Hall128FIGURE 18Effects CFOs Believe Human Capital Has on Business OutcomesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall129High-Performance Work SystemsIncrease productivity and performance by:Recruiting, screening and hiring more effectivelyProviding more and bet

29、ter trainingPaying higher wagesProviding a safer work environmentLinking pay to performanceCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall130Evidence-Based HRMActual measurementsExistingdataProviding Evidence for HRM Decision MakingResearch studiesCopyright 2011 Pearson Education,

30、 Inc. publishing as Prentice Hall131Managing EthicsEthicsStandards that someone uses to decide what his or her conduct should beHRM-related Ethical IssuesWorkplace safetySecurity of employee recordsEmployee theftAffirmative actionComparable workEmployee privacy rightsCopyright 2011 Pearson Education

31、, Inc. publishing as Prentice Hall132HR CertificationHR is becoming more professionalized.Society for Human Resource Management (SHRM)SHRMs Human Resource Certification Institute (HRCI)SPHR (Senior Professional in HR) certificateGPHR (Global Professional in HR) certificatePHR (Professional in HR) certificateCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall133The Plan of This Book: Basic ThemesHRM is the responsibility of every manager.The workforce is becoming increasingly diverse