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李杨古生物学与地层学李杨古生物学与地层学Chapter2AStrategicManagementApproachtoHumanResourceManagementChapter2AStrategicManagemenTakingaStrategicHRMApproachHRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany’soverallstrategy,mission,andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectivesTakingaStrategicHRMApproacStrategicPlansThreetofiveyeartimelineAnnualmonitoring&modificationFitbetweenorgstrategy&HRMpolicies/programsRecruitment,selection,
outsourcing,telecommuting,
performanceevaluation,compensationStrategicPlansThreetofiveyAModeltoOrganizeHRMADRMGoalsofARDM:sociallyresponsible,ethicalpracticesAcquiringDevelopingRewardingMaintaining
&ProtectingAModeltoOrganizeHRMADRMGoaAModeltoOrganizeHRMExternal
InfluencesInternalInfluencesGovernmentrequirements,regulations,lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocationStrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader’sstyleandexperienceAModeltoOrganizeHRMExternaAModeltoOrganizeHRMMatchingpeopleandactivitiesiseasiertoaccomplishwithadiagnosticapproachEmployeesarethebestqualifiedTheyperformjobsthatsuit
theirneeds,skills,abilitiesSuccessofanyHRMactivityAModeltoOrganizeHRMMatchinTakingaDiagnosticApproachtoHRMTheARDMmodelhasfourspecificstepsDiagnosisImplementationPrescriptionEvaluationTakingaDiagnosticApproachtTakingaDiagnosticApproachtoHRM=Sociallyresponsible,ethicalbehaviorsCompetitive,high-qualityproducts
andservicesFocuson
ADRM+EnvironmentTakingaDiagnosticApproachtAvailableresourcesHRMEnvironmentalInfluencesGuidelinesThelabor
forceEconomic
conditionsUnionprocedures,
requirementsGovernment
laws,regulationsCompetenciesInternalInfluencesExternalInfluencesAvailableresourcesHRMEnvironHRMisOneFunctionAmongManyProductionFinanceAccountingMarketingR&DHRMHRMisOneFunctionAmongManyGovernmentLawandRegulationsGovernmentregulationdirectlyaffects:RecruitingSelectionEvaluationPromotionGovernmentLawandRegulationsGovernmentLawandRegulationsEEO&HRrightslegislationindirectlyaffects:EmploymentplanningOrientationCareerplanningTrainingEmployeedevelopmentGovernmentLawandRegulationsGovernmentLawandRegulationsOtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex,age,disabilityCompensationregulationBenefitsregulationWorkers'compensationandsafetylawsLaborrelationslawsandregulationsPrivacylawsGovernmentLawandRegulationsGovernmentLawandRegulationsGovernmentregulationhasincreasedsubstantially
In1940,theU.S.Dept.ofLaboradministered18regulatoryprogramsIn2004,itadministeredmorethan135AndthatisjustonegovernmentagencyGovernmentLawandRegulationsGovernmentLawandRegulationsEncouragessimplisticthinkingoncomplicatedissuesComplexityleadstoslowdecisionmakingLeadstocomplicatedlegalmaneuveringManyregulationsareoutdated,withlittlepurposeOverlap,contradictionamongregulatoryagenciesGovernmentregulationimpactsamanager’sjobGovernmentLawandRegulationsTheUnionUnion
ImpactsWorking
conditionsWork
hoursGrievance
processesEmployee
rightsFringe
benefitsWagesand
salariesTheUnionUnion
ImpactsWorking
TheUnionUnionsarenolongerconcentratedinafewsectorsThefastest-growingsectorsarethe
publicsectorandthethirdsectorUnionizedemployeesarenolongerjustblue-collarfactoryworkersTheUnionUnionsarenolongerEconomicConditionsTwoeconomicfactorsaffectHRMprograms:
ProductivityTheworksectoroftheorganizationProductivityis:Abigpartofanation'seconomicconditionRepresentativeofanorganization’soverallefficiencyTheoutputofgoodsandservicesperunitofinput(resources)usedinaproductionprocessEconomicConditionsTwoeconomiEconomicConditionsDetermine
outputcostsIsolatetheoutputsComparecurrent&previousyearMeasuring
productivityProductivitymeasuresarecrudeandsubjecttoshort-termerror,butovertimecanshowatrendEconomicConditionsDetermine
oEconomicConditionsSuggestedSolutionsforIncreasingProductivityPotential
NegativeImpactsOthersAirpollutionRadiationToxicwasteReducegovernmentcontrolsDevelopfavorableincometaxincentivesReindustrializeEconomicConditionsSuggestedSEconomicConditionsInfluenceproductivitythroughsoundHRMprogramsDiagnose,prescribe,implement,evaluateRecruitmentandselectionMotivationaltechniquesCompensationTraininganddevelopmentEconomicConditionsInfluencepTheWorkSectorofHRMPrivateSector60%Profit-orientedbusinessesPublicSector30%GovernmentThirdSector10%Museums,socialclubs,orchestras,schools,churchesTheWorkSectorofHRMPrivateCompetitivenessOrganizationalcompetitiveness…substituteorganizationfornation,andemployeesforcitizensThedegreetowhichanationcan,underfreeandfairmarketconditions,producegoodsandservicesthatmeetthetestofinternationalmarkets
whilesimultaneouslymaintainingorexpandingtherealincomes
ofitscitizensCompetitivenessOrganizationalOrganizationalCompetitivenessHoweffectivelydoweproducetheproduct?Howgoodareourservicesorgoods?Canworkershandlenewtechnology?Cantheproductioncostsbelowered?Dowehaveenoughworkersforglobal
productionlevels?Willworkingharderandfasterincrease
turnover,absenteeism,anddefects?OrganizationalCompetitivenessCompetitivenessDealingeffectivelywithemployees,customers,suppliers,competitorsHavingasuperiormarketplacepositionrelativetocompetitorsHowHRMactivitiesareimplementedandmodified
canprovidetheseadvantagesCompetitive
AdvantageSustainableCompetitiveAdvantageCompetitivenessDealingeffectiCompetitivenessActivitiesthatenhance/sustaincompetitiveadvantageEmploymentsecuritySelectiverecruitingHighwagesIncentivepayEmployeeownershipInformationsharingParticipation,empowermentTeamsandjobredesignTraining(skilldevelopment)SymbolicegalitarianismPromotionfromwithinMeasurementofpracticesCross-utilization,cross-trainingWagecompressionLong-termperspectiveOverarchingphilosophyCompetitivenessActivitiesthatCompetitivenessCompetitorscanadoptand/orimproveonsuccessfulHRMactivities
AfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied,butimitationofanentirecultureandsystemofHRMisdifficultCompetitivenessCompetitorscanComposition&DiversityofLaborForceIn2004,146+millionAmericans
wereintheworkforceNotinthemilitaryEmployedoractivelyseekingwork16yearsorolderComposition&DiversityofLabWomenintheWorkforceIn2007,about48%ofU.S.workforcewasfemaleA280%increasesince1947TheystillfaceworkplacediscriminationMosthaveprofessionaljobsWomenintheWorkforceIn2007,MinoritiesintheWorkforceThemostrecentimmigrantgroups
takethelowest-leveljobsFewHispanics,African-Americans,orNativeAmericanshavehigh-status,high-payingjobsMinoritieslivedintheU.S.
longbeforeimmigrantsarrivedThesituationforracialðnicminorities
issimilartothatforwomenMinoritiesintheWorkforceTheFactsAboutOlderEmployeesWorkers45+haveno
moreaccidentsthanyoungeronesUntilage55,absenteeism
ratesarethesameorlowerOlderemployeesarejustaseffective
asyoungeronesInsurancepremiumsarehigher,
makingthemmorecostlytoemployWithagingcomesaloss
ofsomefacultiesFactsAboutOlderEmployeesWorEmploymentProjectionDentalhygienistsSoftwareengineers,applicationsPhysicaltherapistassistantsPhysicianassistantsNetworksystems/datacommunicationsanalystsHomehealthaidesFastestGrowingOccupations2004-2014EmploymentProjectionDentalhyGeographicLocationofOrganizationThelocationoftheorganization
impactshiringpracticesand
HRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal-politicalfactorsEconomicsInter-culturaltrainingGeographicLocationofOrganizInternalInfluencesonHRMProgramsCorporatestrategyCorporategoalsCompanyCultureThenatureofthetasksWorkgroupsLeaderstyle/experienceInternalInfluencesonHRMProStrategyWhatkeyexecutiveshopetoaccomplishinthelongrunConcernedwithcompetitionandaligningtheresourcesofthefirmLong-termsuccesslinkedtohelpingemployeesachieve
work-lifebalanceStrategyWhatkeyexecutiveshoGoalsEffectivenessproblemsIfprofitstakeprecedence,HRMgoalsreceivelittleattentionMostdepartmentshave
similargoalsDifferencesarisefromtheimportanceplacedongoalsGoalsdifferwithinandamongdepartmentsGoalsEffectivenessproblemsIfGoalsDiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilaritiesGoalsDiversityreferstoanymGoalsWisconsinPowerandLight’sapproachtodiversitytrainingFormadiversitysteeringteamCreateadiversitytrainingteamSelecttrainingprojectmanagerCompleteculturalauditDesigntrainingprogramImplementandevaluatethetrainingGoalsWisconsinPowerandLightOrganizationalCultureHowemployeesand
customersaretreatedHowbusiness
isconductedDegreeofloyalty
expressedbyemployeesAutonomyorfreedomin
departmentsorofficesSystemofshared
meaningheldby
organizationmembersOrganizationalCultureHowemplOrganizationCultureImpactsexpectationsNoone“best”cultureProvidesbenchmarkforperformancestandardsImpactsbehavior,productivityPerceptionsofcultureheldbyemployeesOrganizationCultureImpactsexNatureoftheTaskHRMistheeffectivematchingof
thenatureofthetask(job)
withthenatureoftheemployee
NatureoftheTaskHRMistheeJobFactorsthatAttract/RepelWorkersEnvironmental
pleasantnessJobdesignPhysical
locationTaskidentityTaskvarietyTimedimensionHuman
interactionDegreeof
empowermentPhysical
exertionDegreeof
knowledgePhysical
exertionJobFactorsthatAttract/RepelWorkGroupConsiderthemselvesagroupWorkinter-dependentlyInteractcontinuouslyOftenworknexttoeachotherTwoormorepeopleWorkGroupConsiderthemselvesEffectiveWorkGroupsEffectiveWorkGroupsFullmemberparticipationClearlydefinedgoalsAdequateresourcesMembersfurnishsuggestionsleadingtogoalachievementStablemembershipSupportsorganizationgoalsFewinnumber(7to14)WorkcloselytogetherHavesimilarbackgroundsDependonthegroupto
satisfytheirneedsSupportmanagementFunctionasateamEffectiveGroupMembersEffectiveWorkGroupsEffectiveWorkGroupChangingagroup’snormsandbehaviorManager’sleadershipRewardsanddisciplineMembertransfersWorkGroupChangingagroup’snLeader’sStyleandExperienceTheexperience/leadershipstyleoftheoperatingmanagerdirectlyaffectsHRMactivitiesOrchestratingtheskills,experiences,
personalities,andmotivesofindividualsFacilitatinginteractionwithinworkgroupsProvidingdirection,encouragement,and
authoritytoevokedesiredbehaviorsReinforcingdesirablebehaviorLeader’sStyleandExperienceTStrategicHRM:AKeytoSuccessStrategic(longterm)RewardsManagerial(mediumterm)Operational(shortterm)HRMStrategyLevelsAppraisalsDevelopmentEmployeeselection/placementHRMActivitiesStrategicHRM:AKeytoSuccesStrategicHRM:AKeytoSuccessStrategicHRMplanningLeadstogrowth,profits,
businesssurvivalExpandsawarenessofpossibilitiesIdentifiesstrengthsandweaknessesRevealsopportunitiesPointstotheneedtoevaluatethe
impactofinternalandexternalforcesStrategicHRM:AKeytoSuccesStrategicHRM:AKeytoSuccessMatchingStrategicplansEmployeecharacteristicsCompetitiveproductsandservicesHRMactivities=StrategicHRM:AKeytoSuccesStrategicHRMInvolvedinallaspectsoforganization’soperationMakeseverydaycontributionsComprehensiveprogramsAdaptivetoorganization’scultureResponsivetoemployeeneedsOptimizesemployeeskills,talents,creativityResponsivetoglobalchallengesStrategicHRMInvolvedinallaStrategicHRM:AKeytoSuccessGlobalmarketconnectionGrowingknowledgeneedsShiftinhumancompetenciesQuickerinnovationBusinessstreamliningRapidresponseTechnologyTrendsQualityimprovementIndustrialrevolutionStrategicHRM:AKeytoSuccesBuildingaCooperativeWorkforceAlmosthalftheworkforceisfemaleSlowergrowthinnumberofCaucasianworkersWhitemalesnolongerdominateworkforceBabyboomersarestayinginworkforcelongerChangesinU.S.WorkforceGenXisvyingwithBoomersforjobsMoreHispanic,Asian,olderworkersBuildingaCooperativeWorkforBuildingaCooperativeWorkforceMoreemphasison…ChildandeldercareDiversityunderstanding,trainingFair,ethical,promptissuehandlingRecruiting/developingskilledlaborBuildingaCooperativeWorkforRestructuringandDownsizingHalfofdownsizedfirmsendupwithasmanyworkersDownsizinginmanufacturingisnotnewPositivelycorrelatedtoforeigncompetitionEncouragesfirmstoreducetheircostsProfitsincreaseintheshort-run,butnotproductivityLeadstolowercompensation/wageswithinthefirmFactsAboutDownsizingRestructuringandDownsizingHaRestructuringandDownsizingRestructuringChangingthereportingandauthorityrelationshipswithin
afirmDownsizingAreductioninacompany’sworkforceCanresultin
stress-related
healthproblemsRestructuringandDownsizingReContingentWorkersTemporaryParttimeContractLeasedHighestgrowthrate…homehealthcare;medicalassistants;computerhardware,datacommunication,andsoftwareContingentWorkersTemporaryParPeople&theHRMDiagnosticFrameworkAbilitiesAttitudes,preferencesStylesIntellectualcapacitiesWayofdoingjobsPeople&theHRMDiagnosticFrAbilitiesofEmployeesAbilities/SkillsMechanicalMotorcoordinationMentalCreativeAbilitiesresultingfromgeneticfactorscanrarely
bechangedAbilitiesofEmployeesAbilitieEmployeeAttitudesandPreferencesPreferenceEvaluatinganobject,idea,orpersoninapositiveornegativewayAttitudeCharacteristic,long-lastingwayofthinking,feeling,andbehavingObject,idea,person,orgroupEmployeeAttitudesandPrefereWorkTheamountofenergydirectedtowardworkisdirectlylinkedtotheamountdirectedtofamily,interpersonalrelations,andrecreationAllowsexpressionofbothaggressiveand
pleasure-seekingdrivesOffersjustificationforexistenceAwaytochannelenergyProvidesincomeAwaytoachieveself-esteem,self-worthWorkTheamountofenergydirecMotivationAsetofattitudesthatpredisposesapersontoactinaspecific,goal-directedwayAninnerstatethatenergizes,channels,andsustainsbehaviortoachievegoalsWorkmotivationchannelsaperson'sbehaviortowardworkandawayfromrecreationorotherareasoflifeThemotivationtoworkchangesasotherlifeactivitieschangeMotivationAsetofattitudestMotivationManagerswhodeterminetheworkmotivations
ofemployeesmakebetterHRMdecisionsWork-orientedemployeesareusuallymotivatedbyincentivecompensationsystemsThosemotivatedtodoa
betterjobbenefitfromperformanceevaluationtechniquesMotivationManagerswhodetermiPersonality:HowOneThinks&BehavesEmotional
reactivitySelf-imageVisible
behaviorIntelligenceAbilitiesAttitudesGenetic
blueprintMotivesValuesTraitsPersonalityPersonality:HowOneThinks&PersonalityofEmployeesChoicesInternalinclinationsEnvironmentalinfluencesEmployeesarebothrationalandintuitiveTheyactinresponseto…PersonalityofEmployeesChoiceHRMDesirableEndResultsGoalsofHumanResourceProcessesSocially
responsible,
ethicalpracticesCompetitive,
high-quality
productsCompetitive,
high-quality
servicesHRMDesirableEndResultsGoalsCommentstoReflectOnOrganizationaleffectivenessiscriticallyinfluenced
byHRmanagementpracticesImprovementsinproductivity,quality,andcustomersatisfactiontypicallydependonchangesinmultiplemanagementsystemsChangesinstaffing,training,andcompensationareintegraltoacoordinatedchangeeffortHRmanagementsystemsdrivebehavior;theymustalignwithothermanagementsystemsTheHRdepartmentmustbeacentralplayerinacompany'scompetitiveefforts
CommentstoReflectOnOrganiza李杨古生物学与地层学李杨古生物学与地层学Chapter2AStrategicManagementApproachtoHumanResourceManagementChapter2AStrategicManagemenTakingaStrategicHRMApproachHRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany’soverallstrategy,mission,andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectivesTakingaStrategicHRMApproacStrategicPlansThreetofiveyeartimelineAnnualmonitoring&modificationFitbetweenorgstrategy&HRMpolicies/programsRecruitment,selection,
outsourcing,telecommuting,
performanceevaluation,compensationStrategicPlansThreetofiveyAModeltoOrganizeHRMADRMGoalsofARDM:sociallyresponsible,ethicalpracticesAcquiringDevelopingRewardingMaintaining
&ProtectingAModeltoOrganizeHRMADRMGoaAModeltoOrganizeHRMExternal
InfluencesInternalInfluencesGovernmentrequirements,regulations,lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocationStrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader’sstyleandexperienceAModeltoOrganizeHRMExternaAModeltoOrganizeHRMMatchingpeopleandactivitiesiseasiertoaccomplishwithadiagnosticapproachEmployeesarethebestqualifiedTheyperformjobsthatsuit
theirneeds,skills,abilitiesSuccessofanyHRMactivityAModeltoOrganizeHRMMatchinTakingaDiagnosticApproachtoHRMTheARDMmodelhasfourspecificstepsDiagnosisImplementationPrescriptionEvaluationTakingaDiagnosticApproachtTakingaDiagnosticApproachtoHRM=Sociallyresponsible,ethicalbehaviorsCompetitive,high-qualityproducts
andservicesFocuson
ADRM+EnvironmentTakingaDiagnosticApproachtAvailableresourcesHRMEnvironmentalInfluencesGuidelinesThelabor
forceEconomic
conditionsUnionprocedures,
requirementsGovernment
laws,regulationsCompetenciesInternalInfluencesExternalInfluencesAvailableresourcesHRMEnvironHRMisOneFunctionAmongManyProductionFinanceAccountingMarketingR&DHRMHRMisOneFunctionAmongManyGovernmentLawandRegulationsGovernmentregulationdirectlyaffects:RecruitingSelectionEvaluationPromotionGovernmentLawandRegulationsGovernmentLawandRegulationsEEO&HRrightslegislationindirectlyaffects:EmploymentplanningOrientationCareerplanningTrainingEmployeedevelopmentGovernmentLawandRegulationsGovernmentLawandRegulationsOtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex,age,disabilityCompensationregulationBenefitsregulationWorkers'compensationandsafetylawsLaborrelationslawsandregulationsPrivacylawsGovernmentLawandRegulationsGovernmentLawandRegulationsGovernmentregulationhasincreasedsubstantially
In1940,theU.S.Dept.ofLaboradministered18regulatoryprogramsIn2004,itadministeredmorethan135AndthatisjustonegovernmentagencyGovernmentLawandRegulationsGovernmentLawandRegulationsEncouragessimplisticthinkingoncomplicatedissuesComplexityleadstoslowdecisionmakingLeadstocomplicatedlegalmaneuveringManyregulationsareoutdated,withlittlepurposeOverlap,contradictionamongregulatoryagenciesGovernmentregulationimpactsamanager’sjobGovernmentLawandRegulationsTheUnionUnion
ImpactsWorking
conditionsWork
hoursGrievance
processesEmployee
rightsFringe
benefitsWagesand
salariesTheUnionUnion
ImpactsWorking
TheUnionUnionsarenolongerconcentratedinafewsectorsThefastest-growingsectorsarethe
publicsectorandthethirdsectorUnionizedemployeesarenolongerjustblue-collarfactoryworkersTheUnionUnionsarenolongerEconomicConditionsTwoeconomicfactorsaffectHRMprograms:
ProductivityTheworksectoroftheorganizationProductivityis:Abigpartofanation'seconomicconditionRepresentativeofanorganization’soverallefficiencyTheoutputofgoodsandservicesperunitofinput(resources)usedinaproductionprocessEconomicConditionsTwoeconomiEconomicConditionsDetermine
outputcostsIsolatetheoutputsComparecurrent&previousyearMeasuring
productivityProductivitymeasuresarecrudeandsubjecttoshort-termerror,butovertimecanshowatrendEconomicConditionsDetermine
oEconomicConditionsSuggestedSolutionsforIncreasingProductivityPotential
NegativeImpactsOthersAirpollutionRadiationToxicwasteReducegovernmentcontrolsDevelopfavorableincometaxincentivesReindustrializeEconomicConditionsSuggestedSEconomicConditionsInfluenceproductivitythroughsoundHRMprogramsDiagnose,prescribe,implement,evaluateRecruitmentandselectionMotivationaltechniquesCompensationTraininganddevelopmentEconomicConditionsInfluencepTheWorkSectorofHRMPrivateSector60%Profit-orientedbusinessesPublicSector30%GovernmentThirdSector10%Museums,socialclubs,orchestras,schools,churchesTheWorkSectorofHRMPrivateCompetitivenessOrganizationalcompetitiveness…substituteorganizationfornation,andemployeesforcitizensThedegreetowhichanationcan,underfreeandfairmarketconditions,producegoodsandservicesthatmeetthetestofinternationalmarkets
whilesimultaneouslymaintainingorexpandingtherealincomes
ofitscitizensCompetitivenessOrganizationalOrganizationalCompetitivenessHoweffectivelydoweproducetheproduct?Howgoodareourservicesorgoods?Canworkershandlenewtechnology?Cantheproductioncostsbelowered?Dowehaveenoughworkersforglobal
productionlevels?Willworkingharderandfasterincrease
turnover,absenteeism,anddefects?OrganizationalCompetitivenessCompetitivenessDealingeffectivelywithemployees,customers,suppliers,competitorsHavingasuperiormarketplacepositionrelativetocompetitorsHowHRMactivitiesareimplementedandmodified
canprovidetheseadvantagesCompetitive
AdvantageSustainableCompetitiveAdvantageCompetitivenessDealingeffectiCompetitivenessActivitiesthatenhance/sustaincompetitiveadvantageEmploymentsecuritySelectiverecruitingHighwagesIncentivepayEmployeeownershipInformationsharingParticipation,empowermentTeamsandjobredesignTraining(skilldevelopment)SymbolicegalitarianismPromotionfromwithinMeasurementofpracticesCross-utilization,cross-trainingWagecompressionLong-termperspectiveOverarchingphilosophyCompetitivenessActivitiesthatCompetitivenessCompetitorscanadoptand/orimproveonsuccessfulHRMactivities
AfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied,butimitationofanentirecultureandsystemofHRMisdifficultCompetitivenessCompetitorscanComposition&DiversityofLaborForceIn2004,146+millionAmericans
wereintheworkforceNotinthemilitaryEmployedoractivelyseekingwork16yearsorolderComposition&DiversityofLabWomenintheWorkforceIn2007,about48%ofU.S.workforcewasfemaleA280%increasesince1947TheystillfaceworkplacediscriminationMosthaveprofessionaljobsWomenintheWorkforceIn2007,MinoritiesintheWorkforceThemostrecentimmigrantgroups
takethelowest-leveljobsFewHispanics,African-Americans,orNativeAmericanshavehigh-status,high-payingjobsMinoritieslivedintheU.S.
longbeforeimmigrantsarrivedThesituationforracialðnicminorities
issimilartothatforwomenMinoritiesintheWorkforceTheFactsAboutOlderEmployeesWorkers45+haveno
moreaccidentsthanyoungeronesUntilage55,absenteeism
ratesarethesameorlowerOlderemployeesarejustaseffective
asyoungeronesInsurancepremiumsarehigher,
makingthemmorecostlytoemployWithagingcomesaloss
ofsomefacultiesFactsAboutOlderEmployeesWorEmploymentProjectionDentalhygienistsSoftwareengineers,applicationsPhysicaltherapistassistantsPhysicianassistantsNetworksystems/datacommunicationsanalystsHomehealthaidesFastestGrowingOccupations2004-2014EmploymentProjectionDentalhyGeographicLocationofOrganizationThelocationoftheorganization
impactshiringpracticesand
HRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal-politicalfactorsEconomicsInter-culturaltrainingGeographicLocationofOrganizInternalInfluencesonHRMProgramsCorporatestrategyCorporategoalsCompanyCultureThenatureofthetasksWorkgroupsLeaderstyle/experienceInternalInfluencesonHRMProStrategyWhatkeyexecutiveshopetoaccomplishinthelongrunConcernedwithcompetitionandaligningtheresourcesofthefirmLong-termsuccesslinkedtohelpingemployeesachieve
work-lifebalanceStrategyWhatkeyexecutiveshoGoalsEffectivenessproblemsIfprofitstakeprecedence,HRMgoalsreceivelittleattentionMostdepartmentshave
similargoalsDifferencesarisefromtheimportanceplacedongoalsGoalsdifferwithinandamongdepartmentsGoalsEffectivenessproblemsIfGoalsDiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilaritiesGoalsDiversityreferstoanymGoalsWisconsinPowerandLight’sapproachtodiversitytrainingFormadiversitysteeringteamCreateadiversitytrainingteamSelecttrainingprojectmanagerCompleteculturalauditDesigntrainingprogramImplementandevaluatethetrainingGoalsWisconsinPowerandLightOrganizationalCultureHowemployeesand
customersaretreatedHowbusiness
isconductedDegreeofloyalty
expressedbyemployeesAutonomyorfreedomin
departmentsorofficesSystemofshared
meaningheldby
organizationmembersOrganizationalCultureHowemplOrganizationCultureImpactsexpectationsNoone“best”cultureProvidesbenchmarkforperformancestan
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