人力资源管理要点

Introduction Competitiveness a companys ability to maintain and gain market share. Human resource management (HRM) the policies, practices, and systems that influence employees behavior, attitudes and performance. 1-1 HRM Practices 1-2 Responsibilities of HR Departments承担活 动 1. Employment and Recruiting 2. Training and Development 3. Compensation 4. Benefits 5. Employee Services 6. Employee and Community Relations 7. Personnel Records 8. Health and Safety 9. Strategic Planning 1-3 Strategic Role of the HRM Function Time spent on administrative tasks is decreasing. HR roles as a strategic business partner, change agent and employee advocate are increasing. HR is challenged to shift focus from current operations to future strategies and prepare non- HR managers to develop and implement HR practices. This shift presents two challenges: Self-service Outsourcing 1-4 How is the HRM Function Changing? 转变 As part of its strategic role, HR can engage in evidence-based HR. Evidence-based HR demonstrating that HR practices have a positive influence on the companys bottom line or key stakeholders. 1-5 3 Competitive Challenges Influencing HRM Globalization Sustainability Technology 1-6 The Sustainability Challenge Sustainability is the ability of a company to survive and succeed in a dynamic competitive environment. Stakeholders include shareholders, the community, customers and all other parties that have an interest in seeing that the company succeeds. 1-7 Economy- Implications for HR Structure of the economy Development and speed of social media Growth in professional and service occupations Skill demands for jobs are changing Knowledge is becoming more valuable Intangible assets Knowledge workers Empowerment Learning organization Social collaboration and social networking technology 1-8 Common Themes of Employee Engagement常见的 主题的员工敬业度 qPride and satisfaction with employer and job qOpportunity to perform challenging work qRecognition and positive feedback from contributions qPersonal support from manager qEffort above and beyond the minimum qUnderstanding link between ones job and companys mission qProspects for future growth with the company qIntention to stay with the company 1-9 Changing Demographics Workforce Diversity人口统计学方面的变化 劳动力多样性 Internal labor force - current employees External labor market - persons outside the firm actively seeking employment U.S. workforce is aging rapidly Increased workforce diversity Influence of immigration 1-10 Legal and Ethical Issues 5 legal areas that influenced HRM （法律方面） 1. Equal employment opportunity legislation 2. Employee safety and health 3. Employee pay and benefits 4. Employee privacy 5. Job security Women and minorities still face the “glass ceiling” Sarbanes-Oxley Act of 2002 Federal health care legislation Companies which employ unlawful immigrants or abuse laborers Data-security practices and protecting intellectual property 1-11 Legal and Ethical Issues Ethics - the fundamental principles by which employees and companies interact（ 伦 理） Ethical HR practices: HRM practices must result in the greatest good for the largest number of people Employment practices must respect basic human rights of privacy, due process, consent, and free speech Managers must treat employees and customers equitably and fairly Managers must develop and distribute a Code of Ethics, policies, processes and procedures, audit and train employees 1-12 The Global Challenge To survive companies must deal with the global economy, compete in and develop global markets and prepare employees for global assignments. Offshoring exporting jobs from developed countries to less developed countries Onshoring exporting jobs to rural parts of the United States 1-13 Technology Challenge The overall impact of the Internet The Internet has created a new business model e-commerce for conducting business transactions and relationships electronically. Social networking 1-14 The Technology Challenge Advances in technology have: changed how and where we work resulted in high-performance work systems increased the use of teams to improve customer service and product quality changed skill requirements increased working partnerships led to changes in company structure and reporting relationships 1-15 The Technology Challenge Advances in technology have increased: use and availability of Human Resource Information Systems (HRIS) use and availability of e-HRM competitiveness in high-performance work systems HR Dashboard Metrics 1-16 What is Strategic Management? Strategic human resource management (SHRM) is the pattern of planned HR activities and deployments intended to enable an organization to achieve its goals. Strategic management is a process to address the organizations competitive challenges by integrating an organizations goals, policies and action sequences into a cohesive whole. 2-17 SWOT Analysis for Google Inc. SWOT Analysis for Google, Inc. 分析 结 果 2-18 Strategy Implementation Variables因素 Product Market Strategy Performance Types of Information Organizational Structure Task Design Select Train Develop People Reward Systems 2-19 HRM Practices人力资源管理实务 2-20 Job Analysis/Design Recruitment /Selection Performance Management Recruitment/ Selection Training/Development Pay Structure/ Incentives/ Benefits Labor-employee Relations HRM function can be thought of as having six menus of HRM practices, from which companies can choose the most appropriate for implementing their strategy. Each of these menus refers to a particular functional area of HRM: job analysis/design, recruitment/selection, training and development, performance management, pay structure, incentives, and benefits, and labor- employee relations. Job analysis - the process of getting detailed information about jobs. Recruitment - the process through which the organization seeks applicants. Job design - making decisions about what tasks should be grouped into a particular job. Selection - identifying the applicants with the appropriate knowledge, skills, and ability. Development - the acquisition of knowledge, skills, and behavior that improve employees ability to meet the challenges of future jobs. Performance management is the means through which managers ensure that employees activities and outputs are congruent with the organizations goals. Pay structure, incentives, and benefits. Labor and employee relations. Summary Human Resources are the most important asset and single largest most controllable cost within the business model. HR professionals must develop business, professional- technical, change management and integration competencies. HRM has a profound impact on the strategic plan implementation by developing and aligning HRM practices that ensure the company has motivated employees with necessary skills. 2-22 IntroductionHRM practices HRM practices can help companies gain a competitive advantage. Virtually every HR function in top companies is going through a transformation process to create a function that can play this new strategic role while fulfilling its other roles. 16-23 Categories of HRM Activities 类 型 Transformational Knowledge Management Cultural Change Strategic Redirection & Renewal Management Development Traditional Recruitment and Selection Training Performance Management Compensation Employee Relations Transactional Benefits Administration Record Keeping Employee Services 16-24 Basic Process for HR Strategy Scan external environment Identify strategic business issues Identify people issues Develop HR strategy Communicate HR strategy 16-25 Measuring HRM Effectiveness有效 性 Marketing the function evaluation is a sign that HR cares about the organization as a whole and supports operations, production, marketing and other functions. Providing accountability evaluation helps determine whether HRM function is meeting its objectives and effectively using its budget. 16-26 Audit & Analytic Approaches Evaluating HRM Effectiveness 审计和分析方法评估人力资源管理效能 Audit Approach Focuses on reviewing various outcomes of HR functional areas. Both key indicators and customer satisfaction measures are collected. Employee assessment. Surveys of top executives. Analytic Approach Focuses on either: (1) determine whether introduction of a program or practice has intended effect or (2) estimate financial costs and benefits resulting from HR practice. More demanding than the audit approach because it requires detailed use of statistics and finance 16-27 Outsourcing 外包 Outsourcing - Contracting with an outside vendor to provide a product or service to the firm. 2 Reasons to Outsource: Outsourcing partner can provide the service more cheaply. Outsourcing partner can provide it more effectively. Firms primarily outsource transactional activities and services of HR such as payroll, pension and benefits administration. 16-28 Reengineering Reengineering is a complete review of critical work processes and redesign to make them more efficient and able to deliver higher quality 4 Steps of The Reengineering Process : Identify process to be reengineered Understand process Redesign process Implement process Feedback 16-29 The Future for HR Professionals未 来 The future for HRM careers brighter than ever. HR leaders need knowledge of the following: - business, change processes, integration competence and peoples role in competitive advantage - HR issues, tools, processes and technologies, policies and programs - HR practices in areas such as staffing, development, rewards, communication and organizational design 16-30 Summary HRM functions must consist of individuals who view themselves as businesspeople who work in HRM. With the opportunity to impact the way organizations compete through people comes serious responsibility and accountability. Firms need balance attracting, motivating and retaining the best talent and keeping costs low. HR leaders need knowledge of the business combined with knowledge of HR issues, tools, processes and technology. 16-31 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 932 Basic Concepts in Performance Management and Appraisal 性能管理评估 Performance Appraisal Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Performance Management An integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 933 评估修正 设置智能 目标 Setting SMART Goals Specific, and clearly state the desired results. Measurable in answering “how much.” Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 934 Effectively Appraising Performance有 效评价性能 1 Appraising performance Steps in Appraising Performance Defining the job and performance criteria Providing feedback session 2 3 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 935 Designing the Appraisal Tool What to Measure? Work output (quality and quantity) Personal competencies Goal (objective) achievement How to Measure? Generic dimensions Actual job duties Behavioral competencies Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 936 Dealing with Performance Appraisal Problems Unclear standards Leniency or strictness Halo effect Potential Rating Scale Appraisal Problems Central tendency Bias Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 937 Performance Management Performance Management Is the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organizations goals. How Performance Management Differs From Performance Appraisal A continuous process for continuous improvement A strong linkage of individual and team goals to strategic goals A constant reevaluation and modification of work processes Introduction Performance Management绩效管理 is the process through which managers ensure that employees activities and outputs are congruent with organizational goals. Performance Appraisal业绩评价 is the process through which an organization gets information on how well an employee is doing his or her job. Performance Feedback绩效反馈 provides employees information regarding their performance effectiveness. 8-38 3 Purposes of Performance Management绩 效管理目的 Strategic DevelopmentalAdministrative 8-39 5 Criteria of Performance Measures ！ 标 准 Strategic Congruence Validity ReliabilityAcceptability Specificity 8-40 Measuring Performance方法 Comparative approach compares performance with that of others. Ranking Simple ranking ranks employees from highest to lowest performer. Alternation ranking is crossing off the best and worst employees. Forced distribution is employees ranked in groups. Paired comparison Managers compare every employee with every other employee in work group. 8-41 Developing Pay Levels 发展薪酬水平 Pay structure - relative pay of different jobs (job structure) & how much they are paid (pay level). Pay level - average pay, including wages, salaries & bonuses. Job structure - relative pay of jobs (range of pay often expressed by salary grades). Pay policies are attached to jobs, not individuals. 11-42 Current Challenges当前 挑战（ 问题） Job-based pay structures can create problems: reinforces top-down decision making as well as status differentials. bureaucracy, time and cost required to generate and update job descriptions can become a barrier to change. job-based structure may not reward desired behaviors, where the knowledge, skills, and abilities needed yesterday may not be helpful today and tomorrow. system encourages promotion-seeking behavior, but discourages lateral movement. 11-43 Responses Job-Based Pay Structures 就业薪酬结构 响应（对策） Delayer Skill Based Competency Based 11-44 Executive Pay高管薪酬 Executive pay has been given widespread attention in the press. Executive pay accounts for a small proportion of labor costs. Executives have a disproportionate ability to influence organizational performance. Executives help set culture, so if their pay seems unrelated to organizational performance, employees may not understand why their pay should be at risk depending on the organizations performance. 11-45 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1246 Individual Incentive Plans人激励计划 Piecework Plans The worker is paid a sum (“piece rate”) for each unit he or she produces. Straight piecework Standard hour plan Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1247 Pros and Cons of Piecework利弊计件 Easily understandable, equitable, and powerful incentives Employee resistance to changes in standards or work processes affecting output Quality problems caused by an overriding output focus Possibility of violating minimum wage standards Employee dissatisfaction when incentives either cannot be earned or are withdrawn Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1248 Short- and Long-Term Incentives激励 Short-Term Incentives: The Annual Bonus Plans intended to motivate short-term performance of managers and tied to company profitability. Issues in awarding bonuses Eligibility basis Fund size basis Individual performance award Long-term incentives Stock options Performance shares Indexed options Premium price options Stock appreciation rights Perks Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1249 Why Incentive Plans Fail为什么激励计 划失败 Performance pay cant replace good management. You get what you pay for. “Pay is not a motivator.” Rewards punish. Rewards rupture relationships. Rewards can have unintended consequences. Rewards may undermine responsiveness. Rewards undermine intrinsic motivation. Successful Mentoring Programs成 功的辅导项目 1 Voluntary participation 2 Flexible matching process 3 Mentors chosen on ability & willingness 4 Clearly understood purpose 5 Program length specified 6 Minimum level of contact specified 7 Contact among participants encouraged 8 Program evaluated 9 Employee development rewarded 9-50 Benefits of Mentoring Relationships指导关系的好处 Career Support Coach, protect, sponsor and provide challenging assignments, exposure and visibility. Psychological Support Serve as a friend and role model, provide positive regard and acceptance and create an outlet for a protg to share anxieties and fears. Group Mentoring Program A program pairing successful senior employees with less experienced protgs. 9-51 Coaching指导 A coach is a peer or manager who works with an employee to: motivate develop skills provide reinforcement and feedback 3 roles a coach can play: 1.one-on-one 2.help employee learn 3.provide resources such as mentors, courses or job experiences 9-52 Dysfunctional Managers Glass Ceiling Succession Planning Special Issues 9-53 问题焦点问题焦点 Summary Development methods include formal education, assessment, job experiences and interpersonal relationships. Both employee and company have responsibilities. A mentor can help employees better understand the company and gain exposure to key persons. A managers job responsibility is coaching. Employees should have a development plan. 9-54 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1455 Ethics, Fair Treatment, and Justice伦理、公平待遇 ,和正 义 Distributive justice Components of Organizational Justice Procedural justice Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 1456 FIGURE 143 Some Areas Under Which Workers Have Legal Rights一些地区下 工人的合法权益 Leave of absence and