人力资源EMBA教程.ppt

1、1,Strategic Human Resource Management,Li Xiaohui Email: Tel:2,content,tips for course Course content and learning objective case method,3,Notes preparing work,teaching style: interactive, focuses on case, encourages active participation about team group HR : name of team, responsibility

2、 of leader Seat together learning method: preview - very important ! read the case and assignment sheet text chapters linked to the cases Information of website,4,Notes grade policy,about course grade individual performance Case and Text Exams (Quizzes) 60 percent group performance Final Exam-Case Q

3、uestion40 percent,5,Notes grade policy,About quizzes 30-40 minutes of class time each day two or three cases and associated text chapter covered (refer to practice exam) on partner basis, open book and case first quiz will be given late in the afternoon of the first day.,6,Notes grade policy,The fin

4、al exam consists of case questions to be completed on a group basis. The completed final exam must be emailed to no later than October 30, 2009,7,Notes grade policy,HR value chain report select an organization and interview (refer to Qs on page 4 in syllabus) focus on a particular organi

5、zational strategy and trace its impacts/implications through the HR value chain Assess the effectiveness of the HR practices along the value chain and indicate the shared roles of HR professional and line manager,8,Notes grade policy,HR value chain report documents such as job description, employee

6、selection scoring template, performance evaluation forms, organizational career management or succession plan, exit interview schedule, and any other item that helps to explain the HR value chain and employee-employer psychological contract. 10-15 pages, exclusive of exhibits, and presented in a nar

7、rative form with headings and sub-headings.,9,Notes grade policy,HR value chain report The report will be evaluated primarily in terms of content 20 percent of the report score will be allocated to organization, compositional quality (style, spelling, grammar, and syntax), and appearance (headings a

8、nd sub-headings, etc.) The paper should be submitted no later than October 22, 2008, by email message to . Focus on one firm represented in your group. Most of the report should be prepared by group members who do not work for this firm. Additional instructions will be distributed the las

9、t day of class.,10,Notes class management and student conduct,time discipline name card good attendance record better seat together Cell phones laptop computers,must complete the case exam entirely by yourself; cannot consult with another student, or share answers.,11,Notes References and Periodical

10、s,Society for Human Resource Management . HR Magazine Periodicals Refer to page 67 in syllabus,12,Notes Schedule & Case-Text-Exam Matrix,(refer to page 8,9 in syllabus) text reading short, focused chapters and readings (reprinted articles) reprinted articles at the ends of chapters are o

11、ptional chapters (2, 7, and 12) are not listed for they unique to the United States. If you are interested presentation can be done Case-Text-Exam Matrix,13,Course content - introduction,introduction: definition Modern human resource management may be viewed as a process of acquisition, development,

12、 utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. purpose understand human resource management from theoretical, practical, and empirical viewpoints,14,Course content - introduction,perspective operating / line mana

13、ger human resource specialist Attention various contexts basic techniques and methods changing nature HRM,15,Mission goals strategies,Recruitment,Selection,Job placement,Training and Development,Performance Appraisals,performance,retention,Business model,staffing,Compensation and Benefits,Career man

14、agement,HR outcomes,planning Job analysis,16,Course content learning objective,Become familiar with the human resource management process (or HR value chain) and its key elements: Organization and human resource goals and strategies Human resource planning and analysis Employee staffing recruitment

15、and selection Organizational career management training, performance management and evaluation, and rewards/compensation Employee retention and turnover psychological contract,17,Course content learning objective,Understand that human resources are an asset (investment) to be developed rather than a

16、 labor cost to be expensed Comprehend the strategic fit of HR Recognize the applicability of HR practices to organization success Become acquainted with managerial decision-making through the study of HR problem situations,18,Course content learning objective,Develop greater skill in decision-making

17、, particularly in human resource problem situations through emphasis on: Observing and becoming sensitive to potential problem situations Diagnosing problem situations Identifying and stating problems Selecting a course of action from a set of alternative HR solutions Implementing and monitoring a c

18、hosen course of action Develop a personal philosophy of human resource management that will enable one to perform effectively as a manager,19,HR value chain report - Qs,What is the role of the human resource function/department in the firm? To what extent is the human resource staff/department/chief

19、 HR officer involved in strategic organizational decisions? How is performance of the HR function (and chief HR officer) measured? What was the most difficult organization problem faced by the HR department in the last two or three years? How was it resolved? What are some of the most pressing HR is

20、sues faced by the organization today? Why? What are key HR practices/programs/processes that comprise each link of the value chain? How do these key practices/programs/processes enhance individual/organizational performance, strengthen the psychological contract and to what extent are they aligned w

21、ith the business model and key strategies? How can key HR practices be changed/improved?,20,case analysis - format,Case discussion format interactive and Q/A debate : Ritz-Carlton Hotel group exercise : Portman Hotel briefing sheet questions provides linkage to text chapter pages Find more informati

22、on on corporate websites JetBlue, Cypress, and Ritz-Carlton,21,case analysis - Case Briefing Sheets,nine pages for the assigned cases a list of questions which will be answered during case discussions,22,case analysis - A Note on Case Analysis,前言 管理问题的特点：难控制、难量化、难界定 发现问题（内部/外部）及其关系 案例是管理类课程最常用的课堂教学手段，旨在提高分析解决实际问题的能力 提供具有通用性的分析方法,23,case analysis - A Note on Case Analysis,概念介绍 案例： 描述实际管理中，决策者面临的问题、现实条件以及解决问题的观点 决策者的写作视角，经验学习 决策者的分析视角 案例分析 教学手段 实验环境中的决策者扮演 一系列分析手段的运用：分析、商讨、问题界定、备选方案选择 提高分析解决问题的能力,24,case analysis - A Note on Case Analysis,分析步骤 1 阅读 7