人力资源管理知识-0获取竞争优势的人力资源管理课件

获取竞争优势的人力资源管理

HumanResourceManagementGainingACompetitiveAdvantage获取竞争优势的人力资源管理HumanResourceM1

1人力资源管理导论

IntroductiontoHuman

ResourceManagement本章问题：

l

什么是人力资源管理以及它在企业管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l

传统的人事管理如何发展到现代人力资源管理？Comparethetraditionalpersonnelmanagementandthemodernhumanresourcemanagement.l

人力资源管理如何赢得竞争优势？HowtogainthecompetitiveadvantagethroughHRM?

1人力资源管理导论

2

1.1

人是企业最宝贵的资源

HumanBeingIstheMostImportantResourceintheWorld

企业的资源包括：人财，物，时间，技术，信息软，活，感性，能动硬，死，理性，被动

1.1

人是企业最宝贵的资源

HumanBein31.2Definition

l

人力资源：企业内外具有劳动能力人的总和。Humanresourcesthesummationofmanpower,includinginternalandexternallaborforcesofthecompany.l

人力资源管理是指影响企业员工态度，行为和工作绩效的各种政策，实践和制度。HumanresourcemanagementThepolicies,practicesandsystemsoneneedstoimpacttheaspectsofemployees,includingtheirmanners,behaviorsandperformances.

1.2Definitionl

人力资源：企业内外具有劳4

2TheTrendofHRManagement2.1Theearlyyears经验管理阶段(industrialrevolution)Theadventofmachinepower,massproduction,andefficienttransportationneedsaformaltheorytoguidemanagerstorunningtheirorganizations.

2TheTrendofHRManag52.2classicalmanagement古典管理理论（1900s）l

FayolFunctionstheoryincludingplanning,organizing,commanding,coordinating,controlling.l

Weber

Bureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipsl

TalorPrinciplesofscientificmanagement.Fourprinciplesofmanagement:2.2classicalmanagement古典管理理论6developmentascienceforeachelementofanindividual’swork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.developmentascienceforeach72.3HawthorneStudies霍桑实验(1927-1932)

Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.3HawthorneStudies霍桑实验(19282.4thehumanrelationsmovement

人际关系运动(1960s~1970s)

Maslow,HumanisticPsychologist.Hierarchyofhumanneeds:physiological.safetySocialesteemself-actualization2.4thehumanrelationsmoveme92.5BehaviorScienceTheories

行为科学(1960s~1970s)

Agroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.Vroom,Herzberg,leadership,employeemotivation,jobdesign,conflict,organizationdesign.2.5BehaviorScienceTheories102.6OrganizationalCulture

企业文化(1980s)

Asystemofsharedmeaningwithinanorganizationthatdetermines,inlargedegree,howemployeesact.7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.6OrganizationalCulture

112.7RecentTrendsandIssues

当代趋势（1990s）

l

workforcediversity(劳动力多元化),employeesinorganizationsareheterogeneousintermsofgender,race,ethnicity,orothercharacteristics.l

Totalqualitymanagement（全面质量管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationsl

Re-engineering（企业流程再造）.Aradicalredesignofallorpartofacompany’sworkprocessestoimproveproductivityandfinancialperformance.2.7RecentTrendsandIssues

12l

Bimodalworkforce（双峰劳动力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.l

Downsizing（下岗裁员）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.l

Contingentworkers（弹性工人）.Part-time,temporaryorfreelanceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodon’twantafulltimeposition

l

Bimodalworkforce（双峰劳动力）.13从传统的人事管理到现代

人力资源管理

Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement从传统的人事管理到现代

人力资源管理

143.1影响变迁的因素

thefactorsimpactingthetransitions

l

environment:developmentofhigh-tech,globaleconomy,theemergenceofaserviceeconomy,demographictrends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.l

people:bettereducation,self-expectation,white–collar,treatyunionmovement3.1影响变迁的因素

thefactorsimpa15

164.StrategicFunctionOfHumanResourceManagement

4.1企业战略businessstrategy4.2人力资源战略功能functionofHRstrategies迎接三大挑战threecompetitivechallenges(1)

全球化globalization“world-is–in-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.4.StrategicFunctionOfHum17l

Multinationalcorporation(MNC)多国公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.

Transnationalcorporation(TNC).跨国公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.l

Multinationalcorpor18UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;findingagoodmarchbetweenUnilever’sproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.DiscussingroupsculturalcharacteristicsofChinaUNILEVERCROSS-CULTURALTRAINI19人力资源管理知识-0获取竞争优势的人力资源管理课件20人力资源管理知识-0获取竞争优势的人力资源管理课件21人力资源管理知识-0获取竞争优势的人力资源管理课件22人力资源管理知识-0获取竞争优势的人力资源管理课件23l

TheEuropeanUnion（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,computers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.l

NorthAmericanFreeTradeAgreement（北美自由贸易区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.l

AsiaPacificEconomicCooperation（亚太经济贸易区）l

TheEuropeanUnion（24(2)

高绩效工作系统

high-performanceworksystem

Theworksystemthatcombinessocialsystemandtechniquessystemtogetherintheenterprises.l

Newtechnologyareincreasingclericalfunctionssuchastechnical,managerial,professionalfunctions.Job,organizationstructurewillberedesigned.Newincentiveandcompensationplans,newjobdescriptionswritten,newemployeeselection,evaluationandnewprogramswillbeinstituted.l

Increasedcompetitionandshorterproductlifecyclesarecreatingtheneedformoreflexible,adaptablecompanies.(2)

高绩效工作系统

high-performanc25Aa

TeamworkA

workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmustperform,thememberswillneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.l

Jobenlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltaskstoanemployeeinordertomakehisjobmorevariedandinteresting.Jobenrichment:changefiguresofajobotherthancompensation,

AaTeamworkAworkersho26

(3)满足相关群体的需求

Satisfytheneedsoftherelatedgroups

•Stockholders

•Consumers•Employees---qualityofworklife(QWL)

(3)满足相关群体的需求

Satisfythen275.Coordinationofhumanresourcemanagementandbusinessstrategies

5.1cooperativelineandstaffhumanresourcemanagement5.Coordinationofhumanreso28

Departmentsupervision(Line)

Personnel(staff)

Recruit-ingAndHiring

Prepareoutliningspecificqualificationsofemployeesforspecificpositions.

Interviewandselection

ConductskilledinterviewsMakedecisionofhiringWrittenjobdescription

Makeplanofadvanceposition.

DeveloppotentialcandidatesReferbestcandidatestosupervisorTrainanddevelop-ment

Instructandtrainnewemployees

Suggestionabouttrain

ProvideinformationabouttotalqualitymanagementandworkteamPlanningtrainingprogramsGivesuggestionofHRDevelopemployeejobperformancetoolKeepcompleterecordofpersonnelMakecareerplanDepartmentsupervision(Line)29Compen-sation

Provideinformationofpositionanditsvalues

Decidethewagelevel

AppraisalperformanceParticipatetheplanningoffinancialincentives,benefitsandservices

Carryouttheperformanceappraisal

Job

Investigationofsalarylevel

Suggestionaboutpayplans

DiscussionsubsidizeandbenefitswithlinemanagersSuperviseinsurancepayLaborRelation

EstablishdaytodayrelationshipofrespectandtrustwithunionofficialsConsistentlyapplylaborcontracttermsSmoothworkers’complainwayTakepartinwagebargainingwithHRmanagersAdvisesupervisorsandfindoutthefactsongrievancesDiagnosethequestionsandlabordifficultiesInvestigationforwagebargainingTrainlinemanagerstoexplainworkcontractslists

Provideinformationo305.2企业战略和人力资源管理开发战略的协调

CoordinatingBusinessStrategyAnd

HRMDStrategy人力资源战略HRStrategy根据企业战略来制定人力资源管理计划和方法，并通过人力资源管理活动来实现企业的战略目标。FormulateHRmanagementplansaccordingtobusinessstrategicplanandexecutebusinessstrategicobjectivethroughHRmanagement.

5.2企业战略和人力资源管理开发战略的协调

31

人力资源战略的类型

TYPESOFHRSTRATEGY

累积型战略

Accumulation效用型战略

Utilization协助型战略

Facilitation

人力资源战略的类型

T32RELATIONSHIPBETWEENHRSTRATEGYANDBUSINESSSTRATEGYBusinessStrategyOrganizationalActionHrStrategy防御者战略内部稳定性累积型战略部署PreventionInternalstabilityAccumulation产品市场狭窄有限的环境侦察集中化追求员工最大化的参与,重视技效率导向控制系统标准化运作程序能培训，获取员工的卓越潜能分析者战略弹性协助型战略AnalyzerFlexibilityFacilitation追求新市场严密和全面的规划追求新知识的学习，创造性员工维持目前市场提供低成本独特产品正确人员配置,组织结构化及协调探索者战略不断改变性效用型战略ExplorerContinualChangingUtilization持续地寻求新市场广泛的环境侦察，分权不承担提高员工技能的培训;只雇佣外部导向控制系统，快速资源配具有岗位所需技能且能够立即工作的产品市场创新者置，非正式化组织结构员工，员工知识和岗位相适应RELATIONSHIPBETWEENHRSTRAT33HRcost10%30%60%

HRaddedvalueHUMANRESOURCECOSTANDHUMANRESOURCEADDEDVALUE7060%30%10%icedeliverAdministrationStrategicHRMAdministrationHRM30%70%70%30%costAddedvaluesHRaddedvalueHUMAN34获取竞争优势的人力资源管理

HumanResourceManagementGainingACompetitiveAdvantage获取竞争优势的人力资源管理HumanResourceM35

1人力资源管理导论

IntroductiontoHuman

ResourceManagement本章问题：

l

什么是人力资源管理以及它在企业管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l

传统的人事管理如何发展到现代人力资源管理？Comparethetraditionalpersonnelmanagementandthemodernhumanresourcemanagement.l

人力资源管理如何赢得竞争优势？HowtogainthecompetitiveadvantagethroughHRM?

1人力资源管理导论

36

1.1

人是企业最宝贵的资源

HumanBeingIstheMostImportantResourceintheWorld

企业的资源包括：人财，物，时间，技术，信息软，活，感性，能动硬，死，理性，被动

1.1

人是企业最宝贵的资源

HumanBein371.2Definition

l

人力资源：企业内外具有劳动能力人的总和。Humanresourcesthesummationofmanpower,includinginternalandexternallaborforcesofthecompany.l

人力资源管理是指影响企业员工态度，行为和工作绩效的各种政策，实践和制度。HumanresourcemanagementThepolicies,practicesandsystemsoneneedstoimpacttheaspectsofemployees,includingtheirmanners,behaviorsandperformances.

1.2Definitionl

人力资源：企业内外具有劳38

2TheTrendofHRManagement2.1Theearlyyears经验管理阶段(industrialrevolution)Theadventofmachinepower,massproduction,andefficienttransportationneedsaformaltheorytoguidemanagerstorunningtheirorganizations.

2TheTrendofHRManag392.2classicalmanagement古典管理理论（1900s）l

FayolFunctionstheoryincludingplanning,organizing,commanding,coordinating,controlling.l

Weber

Bureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipsl

TalorPrinciplesofscientificmanagement.Fourprinciplesofmanagement:2.2classicalmanagement古典管理理论40developmentascienceforeachelementofanindividual’swork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.developmentascienceforeach412.3HawthorneStudies霍桑实验(1927-1932)

Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.3HawthorneStudies霍桑实验(192422.4thehumanrelationsmovement

人际关系运动(1960s~1970s)

Maslow,HumanisticPsychologist.Hierarchyofhumanneeds:physiological.safetySocialesteemself-actualization2.4thehumanrelationsmoveme432.5BehaviorScienceTheories

行为科学(1960s~1970s)

Agroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.Vroom,Herzberg,leadership,employeemotivation,jobdesign,conflict,organizationdesign.2.5BehaviorScienceTheories442.6OrganizationalCulture

企业文化(1980s)

Asystemofsharedmeaningwithinanorganizationthatdetermines,inlargedegree,howemployeesact.7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.6OrganizationalCulture

452.7RecentTrendsandIssues

当代趋势（1990s）

l

workforcediversity(劳动力多元化),employeesinorganizationsareheterogeneousintermsofgender,race,ethnicity,orothercharacteristics.l

Totalqualitymanagement（全面质量管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationsl

Re-engineering（企业流程再造）.Aradicalredesignofallorpartofacompany’sworkprocessestoimproveproductivityandfinancialperformance.2.7RecentTrendsandIssues

46l

Bimodalworkforce（双峰劳动力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.l

Downsizing（下岗裁员）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.l

Contingentworkers（弹性工人）.Part-time,temporaryorfreelanceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodon’twantafulltimeposition

l

Bimodalworkforce（双峰劳动力）.47从传统的人事管理到现代

人力资源管理

Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement从传统的人事管理到现代

人力资源管理

483.1影响变迁的因素

thefactorsimpactingthetransitions

l

environment:developmentofhigh-tech,globaleconomy,theemergenceofaserviceeconomy,demographictrends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.l

people:bettereducation,self-expectation,white–collar,treatyunionmovement3.1影响变迁的因素

thefactorsimpa49

504.StrategicFunctionOfHumanResourceManagement

4.1企业战略businessstrategy4.2人力资源战略功能functionofHRstrategies迎接三大挑战threecompetitivechallenges(1)

全球化globalization“world-is–in-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.4.StrategicFunctionOfHum51l

Multinationalcorporation(MNC)多国公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.

Transnationalcorporation(TNC).跨国公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.l

Multinationalcorpor52UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;findingagoodmarchbetweenUnilever’sproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.DiscussingroupsculturalcharacteristicsofChinaUNILEVERCROSS-CULTURALTRAINI53人力资源管理知识-0获取竞争优势的人力资源管理课件54人力资源管理知识-0获取竞争优势的人力资源管理课件55人力资源管理知识-0获取竞争优势的人力资源管理课件56人力资源管理知识-0获取竞争优势的人力资源管理课件57l

TheEuropeanUnion（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,computers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.l

NorthAmericanFreeTradeAgreement（北美自由贸易区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.l

AsiaPacificEconomicCooperation（亚太经济贸易区）l

TheEuropeanUnion（58(2)

高绩效工作系统

high-performanceworksystem

Theworksystemthatcombinessocialsystemandtechniquessystemtogetherintheenterprises.l

Newtechnologyareincreasingclericalfunctionssuchastechnical,managerial,professionalfunctions.Job,organizationstructurewillberedesigned.Newincentiveandcompensationplans,newjobdescriptionswritten,newemployeeselection,evaluationandnewprogramswillbeinstituted.l

Increasedcompetitionandshorterproductlifecyclesarecreatingtheneedformoreflexible,adaptablecompanies.(2)

高绩效工作系统

high-performanc59Aa

TeamworkA

workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmustperform,thememberswillneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.l

Jobenlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltaskstoanemployeeinordertomakehisjobmorevariedandinteresting.Jobenrichment:changefiguresofajobotherthancompensation,

AaTeamworkAworkersho60

(3)满足相关群体的需求

Satisfytheneedsoftherelatedgroups

•Stockholders

•Consumers•Employees---qualityofworklife(QWL)

(3)满足相关群体的需求

Satisfythen615.Coordinationofhumanresourcemanagementandbusinessstrategies

5.1cooperativelineandstaffhumanresourcemanagement5.Coordinationofhumanreso62

Departmentsupervision(Line)

Personnel(staff)

Recruit-ingAndHiring

Prepareoutliningspecificqualificationsofemployeesforspecificpositions.

Interviewandselection

ConductskilledinterviewsMakedecisionofhiringWrittenjobdescription

Makeplanofadvanceposition.

DeveloppotentialcandidatesReferbestcandidatestosupervisorTrainanddevelop-ment

Instructandtrainnewemployees

Suggestionabouttrain

ProvideinformationabouttotalqualitymanagementandworkteamPlanningtrainingprogramsGivesuggestionofHRDevelopemployeejobperformancetoolKeepcompleterecordofpersonnelMakecareerplanDepartmentsupervision(Line)63Compen-sation