人力资源ppt课件-第1章-15e

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CHAPTER1THECHALLENGEOFHUMANRESOURCEMANAGEMENT©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–2Identifyhowfirmsgainasustainablecompetitiveadvantagethroughpeople.Explainhowglobalizationisinfluencinghumanresourcesmanagement.Describetheimpactofinformationtechnologyonmanagingpeople.Identifytheimportanceofchangemanagement.DescribeHR’sroleindevelopingintellectualcapital.ChapterObjectives

Afterstudyingthischapter,youshouldbeableto©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–3ExplainhowTQM,SixSigma,andreengineeringaffectHRsystems.（X以后章节讲）DiscusshowcostpressuresaffectHRpolicies.DiscusstheprimarydemographicandemployeeconcernspertainingtoHRM.Provideexamplesoftherolesandcompetenciesoftoday’sHRmanagers.ChapterObjectives

(cont’d)

Afterstudyingthischapter,youshouldbeableto©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–41.WhyStudyHumanResourcesManagementHumanResourcesManagement(HRM)Theprocessofmanaginghumanresources(humancapitalandintellectualassets)toachieveanorganization’sobjectives.“WhyStudyHRM?”Staffingtheorganization,designingjobsandteams,developingskillfulemployees,identifyingapproachesforimprovingtheirperformance,andrewardingemployeesuccesses—alltypicallylabeledHRMissues—areasrelevanttolinemanagersastheyaretomanagersintheHRdepartment.©2010South-Western,apartoWhoarehumanresourcemanagers?

谁是人力资源管理者？A.seniormanagement;B.

managerofHRdepartmentanddeputymanagerofHRdepartment(人力资源部经理和副经理);C.

theaboveBplusallemployeesinHRdepartment(人力资源部经理、副经理以及人力资源部的所有员工);D.

allmanagersatdifferentlevelareHRmanagers(企业各个层级的管理者都是人力资源管理者）.5WhoarehumanresourcemanagerHRM:contents内容

1.Thechallengeofhumanresourcemanagement2.Jobanalysisandworkdesign3.Recruitmentandcareers4.Employeeselection5.Traininganddevelopment6.Performanceappraising7.Compensationmanagement8.Pay-for-performance:incentiverewards9.Employeebenefits.©2010South-Western,apartofCengageLearning.Allrightsreserved.1–6HRM:contents内容1.Thechalle©2010South-Western,apartofCengageLearning.Allrightsreserved.1–7FIGURE

1.1FrameworkofHumanResourcesManagement©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–82.CompetitiveChallengesand

HumanResourcesManagementThemostpressingcompetitiveissuesfacingfirms:Competing,recruiting,andstaffinggloballyEmbracingnewtechnologyManagingchangeManagingtalent,orhumancapitalRespondingtothemarketContainingcosts©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–9Challenge1:Competing,Recruiting,andStaffingGloballyGlobalization（seepage4ofthetextbook)ThetrendtowardopeningupforeignmarketstointernationaltradeandinvestmentImpactofGlobalization“Anything,anytime,anywhere”markets（市场）Partnershipswithforeignfirms（建立合伙企业+其它两种组织形式）Lowertradeandtariffbarriers（贸易）NAFTA,EU,APECtradeagreementsWTOandGATT©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–10Challenge1…(cont’d)CorporateSocialResponsibility(CSR)TheresponsibilityofthefirmtoactinthebestinterestsofthepeopleandcommunitiesaffectedbyitsactivitiesGlobalization’sImpactonHRMDifferentgeographies,cultures,laws,andbusinesspracticesIssues:IdentifyingcapablemanagersandworkersDevelopingforeigncultureandworkpracticetrainingprograms.Adjustingcompensationplansforoverseaswork©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–111AGuidetoHRInternetSitesHRprofessionalscanaccessthefollowingWebsitesforcurrentinformationrelatedtohumanresources.CodesofConductAsia-PacificEconomicCooperationForumBusinessCodeofConduct(/APECForumBusinessCodeofConduct.html)CauxRoundTablePrinciplesforBusiness(/principles.html)FairLaborAssociationWorkshopCodeofConduct()GlobalSullivanPrinciples()ILOTripartiteDeclarationofPrinciplesConcerningMultinationalEnterprisesandSocialPolicy()OECDGuidelinesforMultinationalEnterprises(/daf/investment/guidelines)OECD,PrinciplesofCorporateGovernance()RulesofConductonExtortionandBriberyinInternationalBusinessTransactions(InternationalChamberofCommerce,)UnitedNationsUniversalDeclarationofHumanRights()©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–121AGuidetoHRInternetSites(cont’d)GeneralAFL-CIO(/home.htm)—Unionnews,issuepapers,pressreleases,linkstolaborsites.AmericanManagementAssociation(/index.htm)—AMAmembership,programs,training,andsoon.FedWorld()—AgatewaytomanygovernmentWebsites.HRProfessional’sGatewaytotheInternet()—LinkstoHR-relatedWebpages.OccupationalSafetyandHealthResources()—OSHA-relatedsites,governmentpages,resources,andsoon.SocietyforHumanResourceManagement()—Currentevents,information,connections,andarticles.Telecommuting,Telework,andAlternativeOfficing()—Telecommutingandflexiblehours.Training&DevelopmentResourceCenter()—Jobmart,traininglinks,andT&Delectronicmailinglistlinks.U.S.DepartmentofLabor()—Jobbank,laborstatistics,pressreleases,grants,andcontractinformation.中国人力资源和社会保障部：/©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–13Challenge2:EmbracingNewTechnologyKnowledgeWorkersWorkerswhoseresponsibilitiesextendbeyondthephysicalexecutionofworktoincludeplanning,decisionmaking,andproblemsolving.Knowledge-BasedTrainingOnlineinstruction（在线指导）“Just-in-time”learningviatheInternet

oncompanyintra-netsVirtuallearning（虚拟学习）©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–14InfluenceofTechnologyinHRMHumanResourcesInformationSystem(HRIS)Acomputerizedsystemthatprovidescurrentandaccuratedataforthepurposesofcontrolanddecisionmaking.Benefits:Automationofroutinetasks,loweradministrativecosts,increasedproductivityandresponsetimes.Self-serviceaccesstoinformationandtrainingformanagersandemployeesOnlinerecruiting,screening,andpretestingofapplicantsTraining,tracking,andselectingemployeesbasedontheirrecordofskillsandabilitiesOrganization-widealignmentof“cascading”goals©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–152AutomationofTalentManagementFunctions©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–16HRMITInvestmentFactorsFitoftheapplicationtothefirm’semployeebase.AbilitytoupgradeIncreasedefficiencyandtimesavingsCompatibilitywithcurrentsystemsAvailabilityoftechnicalsupportTimerequiredtoimplementandtrainstaffmemberstouseHRISInitialandannualmaintenancecostsTrainingtimerequiredforHRandpayroll©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–17Challenge3:ManagingChangeTypesofChangeReactivechangeChangethatoccursafterexternalforceshavealreadyaffectedperformanceProactivechangeChangeinitiatedtotakeadvantageoftargetedopportunitiesManagingChangethroughHRFormalchangemanagementprogramshelptokeepemployeesfocusedonthesuccessofthebusiness.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–18Challenge3:ManagingChange(cont’d)WhyChangeEffortsFail:Notestablishingasenseofurgency.Notcreatingapowerfulcoalitiontoguidetheeffort.Lackingleaderswhohaveavision.Lackingleaderswhocommunicatethevision.Notremovingobstaclestothenewvision.Notsystematicallyplanningforandcreatingshort-term“wins.”Declaringvictorytoosoon.Notanchoringchangesinthecorporateculture.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–19Challenge4:ManagingTalent,orHumanCapitalHumanCapitalTheknowledge,skills,andcapabilitiesofindividualsthathaveeconomicvaluetoanorganization.Valuablebecausecapital:isbasedoncompany-specificskills.isgainedthroughlong-termexperience.canbeexpandedthroughdevelopment.©2010South-Western,apartoHumanCapitalandHRM（takenfrom16thed）Wordstodescribehowimportantpeoplearetoorganizations–HumanResources,HumanCapital,IntellectualAssets,andTalentManagement.HumanCapital-Theknowledge,skills,andcapabilitiesofindividualsthathaveeconomicvaluetoanorganizationHumancapitalisintangibleandcannotbemanagedthewayorganizationsmanagejobs,products,andtechnologies.Valuablebecausecapital:isbasedoncompany-specificskills.isgainedthroughlong-termexperience.canbeexpandedthroughdevelopment.1–20“Anorganization’sabilitytolearn,andtranslatethatlearningintoactionrapidly,istheultimatecompetitivebusinessadvantage.”(JackWelch,GeneralElectric)HumanCapitalandHRM（takenfr21企业存在的理由：

将各种资源加以整合以实现组织目标21企业存在的理由：

将各种资源加以整合以实现组织目标©2010South-Western,apartofCengageLearning.Allrightsreserved.1–22Challenge5:RespondingtotheMarketTotalQualityManagement(TQM)Asetofprinciplesandpracticeswhosecoreideasincludeunderstandingcustomerneeds,doingthingsrightthefirsttime,andstrivingforcontinuousimprovement.SixSigmaAprocessusedtotranslatecustomerneedsintoasetofoptimaltasksthatareperformedinconcertwithoneanother.HRfacilitatesorganizationaldevelopmentofSixSigma.HRhelpsbalancetheopposingneedsfororderandcontrolwiththeneedsforgrowthandcreativity.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–23Challenge5:RespondingtotheMarket(cont’d)ReengineeringandHRMFundamentalrethinkingandradicalredesignofbusinessprocessestoachievedramaticimprovementsincost,quality,service,andspeed.Requiresthatmanagerscreateanenvironmentforchange.Dependsoneffectiveleadershipandcommunicationprocesses.Requiresthatadministrativesystemsbereviewedandmodified.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–24Challenge6:ContainingCostsDownsizingTheplannedeliminationofjobs(“headcount”).LayoffsOutsourcingContractingoutsidetheorganizationtohaveworkdonethatformerlywasdonebyinternalemployees.Offshoring(GlobalSourcing)Thebusinesspracticeofsendingjobstoothercountries.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–25Challenge6:ContainingCosts(cont’d)HiddenCostsofaLayoffSeveranceandrehiringcostsAccruedvacationandsickdaypayoutsPensionandbenefitpayoffsPotentiallawsuitsfromaggrievedworkersLossofinstitutionalmemoryandtrustinmanagementLackofstafferswhentheeconomyreboundsSurvivorswhoarerisk-averse,paranoid,andpolitical©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–26Challenge6:ContainingCosts(cont’d)BenefitsofaNo-LayoffPolicyAfiercelyloyal,moreproductiveworkforceHighercustomersatisfactionReadinesstosnapbackwiththeeconomyArecruitingedgeWorkerswhoaren’tafraidtoinnovate,knowingtheirjobsaresafe.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–27FIGURE

1.2EstimatedNumberandTypesofU.S.JobsEstimatedto

MoveOffshorebetween2010and2015©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–28Challenge6:ContainingCosts(cont’d)EmployeeLeasingTheprocessofdismissingemployeeswhoarethenhiredbyaleasingcompany(whichhandlesallHR-relatedactivities)andcontractingwiththatcompanytoleasebacktheemployees.©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–29FIGURE

1.3ProductivityEnhancements©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–30DemographicandEmployeeConcernsDemographicChangesMorediverseworkforceEthnicandculturalchallengesAgingworkforceMoreeducatedworkforceNecessityofbasicskillstrainingManagingDiversityBeingawareofcharacteristicscommontoemployees,whilealsomanagingemployeesasindividuals©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–313SocialIssuesinHRMChangingDemographics:ThecomingdecadeswillbringamorediverseandagingworkforcetodevelopedcountriessuchastheUnitedStates.ThishasmajorimplicationsforallaspectsofHRMbecauseitalterstraditionalexperienceandexpectationsregardingthelaborpool.Amongtheissuesinthisareaare:•Globalization •Diversitystrategies

•Shrinkingpoolofskilledentry-levelworkers •SocialSecurityandretirementissues

•Risinghealthcarecostsforemployees •Continualskillsdevelopmentandretraining

•Outsourcing,offshoring,andtheuseoftemporaryandpart-timeemployeesEmployer/EmployeeRights:Thisareareflectstheshifttowardorganizationsandindividualsattemptingtodefinerights,obligations,andresponsibilities.Amongtheissueshereare:•Relationshipemploymentversustransactional-basedemployment

•Concernfortheprivacyofemployees •Whistle-blowing •Comparableworth

•Employer-employeeethics •Legalcompliance •MandatedbenefitsAttitudestowardWorkandFamily:Becauseoftheincreaseofworkingwomenaswellasemployeemobilityandagrowingconcernaboutfamilyissues,thereisdemandforrecognizingandsupportingfamily-relatedconcerns.Amongtheissuesare:•Daycareandeldercare •Parentalleave •Flextime •Telecommuting

•Alternativeworkschedules •Jobsharing •Jobrotation©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–32FIGURE

1.4CompositionofU.S.Population©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–33FIGURE

1.5LaborForceandGenderDistributions©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–34FIGURE

1.6EducationPays©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–35FIGURE

1.7ModelofDiversityManagementStrategy©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–364WhyDiversity?Theprimarybusinessreasonsfordiversitymanagementinclude...©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–37Jobsand

OrganizationsEmployee

RightsConcernfor

PrivacyAttitudes

towardsWorkBalancingWork

andFamilyImpactofCulturalChanges©2010South-Western,aparto©2010South-Western,apartofCengageLearning.Allrightsreserved.1–38QualitiesofHRManagersResponsibilitiesAdviceandcounselServicePolicyformulationandimplementationEmployeeadvocacyCompetenciesBusinessmasteryHRmasteryChangemasteryPersonalcredibility©2