人力调配ppt课件

1、Sept 2001Chris JarvisBS3403Human Resource ManagementScheduleLecturesCase study discussionCoursework 50%, Examination 50%On-line Forum/Bulletin BoardStudy guide and Learning Resourcescourse WWW-site sol.brunel.ac.uk/jarvis/degreemodules/bs3403/BOLAsol.brunel.ac.uk/jarvis/bola/personnel/Chris Jarvis:

2、HRM Theory and PracticeMG5012 Managing Human ResourcesModule TextsEssential (pre-season training)Maund L, 2001, Intro to HRM, Palgrave Beardwell I & Holden, 2000, HRM, Pitman FurtherCornelius, N (1999) HRM: a Managerial Perspective, International ThomsonLegge K, (1995), HRM: rhetorics and realities,

3、 MacMillan HRM: a mature discipline?Scientific/philosophical rigourCritical evaluationComplex synthesisAnalytical explanationTechnical applicationContextual understandingDescriptive knowledgeand categorisationScope of HRMWhat business activities? Who does them?Evolution of HRM/Personnel functionHR c

4、ontentjob and employee related service functionsHR contexts (STEEPLE)social, technological, economic, ethical, legal and environmentalHR AnalysisPlanning, Policy andImplementationStaffingRecruitmentPlacementRecordsLearning,Training, andEvaluatingRewardsandContractsOrganisationalculture &managementwo

5、rkforcerelationshipsHRM/Personnel ActivitiesThe organisation employs peopleMacro Meso Micro Meta issuesKaren Legge - Perspectives on HRM Rhetoric descriptive functional (policies, procedures, purposes, rules, regulative mechanisms)normative (values and commitments: managerial, libertarian, egalitari

6、an, ethical)critical evaluative (strength of theory, rhetoric and experience)descriptive behavioural (practice, experience and interpretation) Approaches, theoretical strength, control, philosophies & tension Brain of the Firm?Personnel/HRM at Board Levelnon-Exec DirectorsSales andMarketing Director

7、Finance Directorincl. IT Systemsand PayrollOperations andDistributionDirectorDirector of Human ResourcesManaging DirectorCompany SecretaryChairmanVariants for public sectorStaff? Systems?Functionalresponses to internal& external conditionsManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentG

8、eneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHea

9、lth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewards policy and change?Union bargaining and staffrepresentationContractsSocial/structural & legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesEmployment lawStrategy, external/

10、internal, policy, standards,service quality, organisational Learning and culturesa service to managementnot a third party, mediator between company & staffDisciplineCentral, functional HRM Services modelSTAGE 1Records and administrationRegulativeaccountabilityCompetitive AdvantageDevelopment of HRM/

11、PersonnelSTAGE 3STAGE 2Admin. Service ManagerContracts Service ManagerStrategic ManagerProblem-solving, power and innovationPersonnel administratorClerk of works: chores, reactive, little authority, difficult to prove success, cost not profit centreContracts manager & Architect deploy systems + inno

12、vate (Tyson & Fell 1986)Conformist innovator (contacts) professionalism - accepts “ends & adjusts “means service & innovation within prevailing norms. policies for effective staffing, admin services & consultancyDeviant innovator (architect) influence “ends -means relationships. gain acceptance for

13、different success criteria. strategic: empowerment, creativity, organisational culture(Legge 1978)Clerks & InnovatorsManagerial control: values and assumptionsEmploying people - unregulated master-servant relationshipModern, bureaucratic, efficient corporation - internal regulationDevelopment of HRM

14、/Personnel - 2Externally regulated bureaucratic, efficient corporationCompetitive, global, lean, high quality, high tech firmDispersed,networked, flexible, K-based organisationThe distributed organisationCentralised, corporate activities. Compare withRetail distributionThe short life organisationSof

15、tware house, consultancy and facilities managementEuropean or global firmThe academic organisationThe professional organisation (solicitors, accountants)The NHSLocal and central governmentThe knowledge-centred organisationWhy a separate, bolt on HRM/personnel servicing function?Bureaucratic system &

16、 maintenanceregulated environment to service transactions (staff firm). admin. burden. Routinisation, consistency, predictability.Strategic preparedness & developmentintelligence & expertise. anticipate staffing problems. Coordinate, reduce riskstrategic analysis, choice & implementation (global or

17、local) Support development & business prosperityStick to the knitting? = OutsourcingEach section manager as their own HR manager?ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices Manager

18、Management DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewards policy and ch

19、ange?Union bargaining and staffrepresentationContractsSocial/structural & legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesScope for Out-sourcing HRM ServicesEmployment lawStrategy, external/internal, policy, standards,service quality, organisational Learning and cu

20、lturesa service to managementnot a third party, mediator between company & staffOut-source ?Out-source ?DisciplineThe distributed, Knowledge-based organisationHR PlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYInternal&externallaboursupplyService and Innovationbusiness and population t

21、rendsThe right people, in the right place, at the right time, at the right cost and with the right frame of mind.Jobs, contracts, skills, organisational membershipPlanning objectives?Short-/long-termPIMs & Internet technologiesJobs filledCompetenciesReputationCostsFlexibilityHarmonyContribution & pe

22、rformanceAttractRecruitment Internal External: advertising sources costs methodsSelectThe right candidatefor the job:ValidityReliabilityUtility of :application processinterviews & testsassessment centresreference & security checksStaffingOrganizationalGoalsCompetence, training and learning1. Needs2.

23、 Design and implementation3. Evaluationbusiness needs?what training needs?training objectives & learning outcomesknow-how & learningcriteria for evaluationwhat methodstraining policylearning processesresources & materialsschedulingdelivery & learning supportAssess outcomes against criteriaWhat outco

24、mes?What criteria?Rewards and equity issuesExternal equityretention & distributionpay survey & benchmarking key jobsoccupational class & transfer valuesInternal equityJob evaluation:MethodsIndividual equity (acceptance & motivation)Direct: pay rises (seniority& performance) broad banding skill-based

25、 pay gain sharingIndirect: benefits and trappings of membershipPerformance AppraisalDescribe proceduresValues and assumptionsEvaluate theory/practiceDescribe behavioursdefine expectationsfor performanceExchange, bargaining and the lawContracts - rights and obligationsFairness and justice - unfair di

26、smissalLiberty, ownership and property - redundancy and TUPERight to work eligibilityDiscrimination and equal opportunityUnion recognition, membership and activitiesNegotiation of wage-work bargainEmployee surviellanceGlobal adaptation and frameworksTransactions in internal and external labour marke

27、tsservices to support staff employmentpersonnel records & documentationrecruitment & selectioncontracts of employmentreward systemsstaff training & developmentunions & collective bargaining welfare servicesequal opportunities policiescommunications & cultureDescriptive-Functional perspectivePurposes

28、, policies, rules, procedures & competencies of personnel & HRM practice. Prescriptions & guidelines:Very practicalMembership +Boundary managementPay-offs in Employer-Employee Relationship Task structure - work within policy, procedure & technical constraints. Jobs, work arrangementsKnowledge & skil

29、l - employer wants know-how, competence, experience. Employee wants to be put to good use & be developedPsychological - mgt & co-workers want committed, loyal, motivated staff. Individual wants satisfactionEfficiency/rewards - employer wants performance & quality output. Employee wants equity, felt-

30、fair rewards & opportunityEthical - values & commitments in right/wrong behaviour(after Mumford 1972)Normative perspective Culture & values: explicit & implicit assumptions: hire-fire, caring,“tough love, profit maximisation, power, TQM, competitiveness.Horse-power contracts vs. “you for your own sa

31、ke perform-reward orientation“people are our greatest asset if. minimum costteams, participation, empowerment, quality, creativity e.g. McGregor Theory X & Yunitary vs. pluralistic frameworks & TUsflexible, lean firm & learning organisationHRM credibility gapDirty Harry. Big hat - no cattle. Other?L

32、ine mgr & staff disappointment with HRM people.Personnels status vs. the control of HRM systems Rag bag of incidental techniques. Little cohesion.Personnel cul-de-sac? Filing clerk, social worker. Welfare & fire-fighter images.“Im Steve from Personnel. I can help. Distant, out of touch, react to eve

33、nts or passiveDefend status quo - existing policyNot risk takers + insufficiently business orientedLittle influence over power-brokers“Managers confused, stereotyped perception of a personnel service. They agree that.personnel. exists to provide a service to “the line who must decide what this. shou

34、ld be but when. asked about what ideal service they needed.many. were at a loss to suggest anything other than routines.Ambiguities & tensions in rhetoric & delivery of hard & soft HRM under market capitalism.Legge 1978Critical-Evaluative perspectiveTalk and the social construction of realityIs HRM

35、theory robust or built on weak foundations?primary driver of strategy?greatest assets = funds + products + brands?staff & HRM people are costs. Down-size & out-source! language of power - justifications & mystifications. HRM policies/practices control & direct performancespower imbalance - NOT betwe

36、en equal partners. external politico-legal interventionemployers under competition want invisible-hand not welfare intervention.normative, inclusive view neglects countervailing forcesemployees as stakeholders - what stake & contract?Critical-Evaluative Perspective - 2Compare actual behaviour with n

37、ormative rhetoric? Say vs. Do.Actual behaviour & experience of parties. The dramatic metaphor: actor, “Face, role demands, choices & constraints. On-stage, back stage, off stageWhat do “they actually do-feel-assume-accomplishpolitical world, pragmatism, egoism vs. idealism & altruismstrategic?operational staffing?client-server relationships & alliances - individuals/