战略人力资源管理(英文版)ppt课件

1、McGraw-Hill/IrwinCopyright 2021 by The McGraw-Hill Companies, Inc. All rights reserved.Chapter 1Introduction to Human Resource Managementand the EnvironmentIntroductionHRM is charged with programs concerned with peopleGetting every manager involvedEffective use of peopleAchieving individual & organi

2、zational goalsHRM ActivitiesEEO complianceHR planningTraining, developmentJob analysisLabor relationsPerformance evaluation, compensationSafety, health, wellnessRecruitment, selection, motivation, orientationHRM OrientationActionPeopleFutureGlobalA Brief History of HRMMasons, carpenters, leather wor

3、kers, other craftspeopleEnglishGuildsChanging work conditions and social patternsIndustrialRevolutionScientific management, welfare work, industrial psychologyWorld WarsA Brief History of HRMScienceHarmonyMaximum outputCooperationScientificManagement(Frederick Taylor)A Brief History of HRMThe worker

4、Industrial PsychologyIndividual differencesMaximum well beingA Brief History of HRMPersonnel departments were created to deal with:Drastic changes in technologyOrganizational growthThe rise of unionsGovernment interventionEmployee-management conflictA Brief History of HRMThe Hawthorne studies (1924

5、to 1933):Determine the effect of illumination on workers and outputPointed out the importance of socialinteraction on output and satisfactionUntil the 1960s, the personnel function was concerned only with blue-collar employeesFiling, housekeeping, social worker, firefighter, diffuser of union troubl

6、eStrategic Importance of HRMToday, HRM plays a major role in:Clarifying the firms human resource problemsDeveloping solutions for themStrategic HRM differs from traditional HRMTraditional arrangements responsibility for managing human resources lies with specialists Strategic approach people managem

7、ent rests with anyone who is in direct contact with workers or line managersStrategic Importance of HRMTraditional HRMStrategic HRMResponsibility for human resourcesSpecialistsLine managersObjectiveBetter performanceImproved understanding and use of human assetsRole of HRMRespond to needsLead, inspi

8、re, understandTime focusShort-term resultsShort, intermediate, long termControlRules, policies, position powerFlexible, based on human resourcesCultureBureaucratic, top-down, centralizationOpen, participative, empowermentMajor emphasisFollowing the rulesDeveloping peopleAccountabilityCost centersInv

9、estment in human assetsStrategic Importance of HRMFor years, HRM was not linked to corporate profitOrganizations focused on current performanceHR managers did not have a strategic perspectiveExecutives categorized HRM in a traditional mannerIt was hard to develop metrics for HRM activitiesRecognizin

10、g the importance of people made HRM a major player in developing strategic plansHRM strategies must reflect the organizations strategy regarding people, profit, and effectivenessStrategic Importance of HRMAssess/interpret costs and benefits of HRM issuesUse realistic, challenging, specific, and mean

11、ingful goals in planning modelsKey Concepts to ApplyAnalyze/solve problems from a profit-oriented point of viewPrepare reports on HRM solutions to problemsTrain HR staff to emphasize importance of profitsStrategic Importance of HRMMeasuredEvaluatedCommunicatedHRM actions, language, performanceStrate

12、gic Importance of HRMHRM accountability resulted from:Concerns about productivityOrganizational downsizing and redesignIncreasingly diverse workforceCompetitive need to use all organizational resourcesStrategic Importance of HRMDirectionManagersEffectivenessThe workThe firmEmployeesToneHRM and Organ

13、izational EffectivenessFor a firm to survive and prosper, reasonable goals must be achieved in:PerformanceLegal complianceEmployee satisfactionAbsenteeismTurnoverTraining effectiveness and ROIGrievance ratesAccident ratesHRM and Organizational EffectivenessMeasure of EffectivenessReachinggoalsUsinge

14、mployeesefficientlyInflux/retention of goodemployeesMission and strategyCompany structureHRMHRM and Organizational EffectivenessThe people who do the workand create the ideas allow the organization to surviveHRM and Organizational EffectivenessCoping With ChangeGrowing global competitionRapidly expa

15、nding technologiesDemand for individual, team, organizational competenciesFaster cycle timesIncreasing legal and compliance scrutinyHigher customer expectationsMechanized, routine work now knowledge-basedHRM and Organizational EffectivenessEmployees + Good Management = $Profitability gainsHigher sto

16、ck pricesCompany survivalObjectives of the HRM FunctionHelp the organization reach goalsEmploy workforce skills/abilities efficientlyIncrease satisfaction, self-actualization, quality of work lifeCommunicate HRM policies to all employeesMaintain ethical policies, socially responsible behaviorManage

17、change to the mutual advantage of individuals, groups, the enterprise, and the publicHRM Contributions to EffectivenessProvide trained, motivated employeesProviding Trained, Motivated WorkersReward good resultsDont reward non-performanceMake goals clearMeasure results clearly, fairly Provide the rig

18、ht people at the right time Increasing Job SatisfactionThis job is matches my skills perfectlyThe company treats me equitablyI find this job very fulfillingDissatisfied workers can produce as much as satisfied workers, but they quit and are absent more often, and produce lower-quality workObjectives

19、 of the HRM FunctionMeaningfultasksWork workinghoursJob safetyGood physicalsurroundsFreedom andautonomyManagementstyleQuality of Work LifeObjectives of the HRM FunctionCommunicating HRM policies to all employees:HRM policies, programs, and procedures must be communicated fully and effectively They m

20、ust be represented to outsidersTop-level managers must understand what HRM can offerEthical & Socially Responsible BehaviorShow by example that HRM activities are fair, truthful, honorableDo not discriminateProtect the basic rights of employeesApply to all HRM activitiesTrends and ChangesTelecommuti

21、ngOutsourcing HRMFamily medical leaveChild careSpouse relocation assistancePay for skillsBenefit cost-sharingUnion-management negotiationNew lifestyles, aging populationUrgency & Fast Cycle TimesNew products and servicesCustomer ServiceTraining and educationIncreased EmphasisObjectives of the HRM Fu

22、nctionShorter cycle times mean less time to:Train, educate, and assign managersSolve sexual harassment complaintsRecruit and select talented peopleImprove the firms imageLearning provides a framework for decreasing cycle timeLearning FrameworkCulture that rewards learningEmphasis on working efficien

23、tly, quicklyKey Learning AreasLeadership behaviorsQuicker, more flexible decision makingEmpowermentObjectives of the HRM FunctionNew TechnologyCompetitionCauses of urgent, faster management behaviorsNew opportunitiesWho Performs HRM ActivitiesTwo groups normally perform HRM activities:HR manager-spe

24、cialistsOperating managersThe effectiveness of the human resource declines more quickly than all other resourcesAn investment in people effects organizational effectiveness more than money, materials, or equipmentHRM ActivitiesMeetingsPhone callsProblem solvingTrainingOperating ManagersHRM Specialis

25、tRecruitingSelectionCompensationHR departments typicallyfound in companies with200+ employeesScheduling workOutsourcingDownsizingRapid growth or decline of businessRestructuringGlobalizationIncreased competitionContributors to HRM outsourcingOutsourcingSome executives assume that outsourcing can:Red

26、uce costsImprove flexibilityPermit the hiring of specialized expertiseThere is little empirical support for these assumptionsInteraction of Operating & HR ManagersPromotionTransfer or terminationWorking conditionsDisciplineHRM Specialists(staff)Joint-decision ConflictOperatingManagers(line)Employmen

27、t planningInteraction of Operating & HR ManagersRewardsOrganizational planningLabor relationsEmployee authority over jobHRM Specialists(staff)Different ViewpointsOperatingManagers(line)Interaction of Operating & HR ManagersDemographyTechnologyGlobalizationSweepingbusinesschangesForcesimpactingrolesH

28、RM as Company PoliceInflexibleOver-attentive to detailInteraction of Operating & HR ManagersUnderstand all aspects of the businessBecome strategic partner with line managersAnalyze every activity and prove its valueSeek out operating managersHelp managers avoid problemsHR specialists are encouraged

29、toBe flexible and open to ideas of othersInteraction of Operating & HR ManagersEvaluate use & satisfaction among other departmentsEducate everyone about HRM servicesAscertain company needs for its competenceHave HRM strategic plans build on firms strengthsHR must be proactive, integral part ofmanage

30、ment and strategic planningDevelop competitive advantage over other firmsDeveloping a Competitive AdvantageThese must become so important and effective that every unit in the firm knows they are needed for success: The compensation system Training opportunitiesDiversity management programs HRMs Plac

31、e in ManagementTo educate others about the HR implications of decisions, HR executives must understandInvestmentsAdvertisingMarketingProductionITR&DHR Department OperationsAverageHR DeptLess than 150 peoplePersonnelRatio Average = 1 specialist per 100 employeesLess for construction, retailagricultur

32、e, wholesale, servicesMore for public utilities, durablegoods manufacturing, banking,Insurance, governmentHRM StrategyHRM StrategyOrganizations internal strengths/weaknessesChanges in the environmentAnticipated actions of competitorsBasis for Resource AllocationClarifying Meaningful HRM ObjectivesMore specificStrategy: The plan that integrates major objectivesObjectives: Goals that are specific and measurablePolicies: Decision making guidesProcedures/rules: Specific directions for