人力资源管理知识-8获取竞争优势的人力资源管理之八

获取竞争优势的人力资源管理 之八 Human Resource Management Gaining a Competitive Advantage Industrial Relations and Collective Bargaining 劳动关系和集体谈判 n Explain the structure and purpose of industrial relations 解释劳动关系的结构和目标 n Explain how to prepare for union contract negotiations and discuss the step in the actual bargaining sessions解释合同谈判的准备 和实施过程 n Discuss the development of the collective bargaining in the Chineses enterprises讨论中 国企业劳动协商制度的未来发展 n Explain how to managing layoff 解释如何进行裁员 管理 1.Industrial Relations Systems 劳动关系系统要素 n John Dunlop: 4 factor of the industrial relations systems劳资关系四要素： 1.1 Environment 环境 1.2 Participants 参与者 1.3 Regulations 规则 1.4 Culture and awareness 文化和意识 形态 2.Labor Relations System Model劳动关 系模型 Strategy for gaining Competitive advantage Goals of union, employer society Union and its Opposite negotiators Structure and Management Of unions interaction of Organization, Negotiation, management Goals actualization union Employer society 3.Strategic Goals of Society, Union and Employers社会，工会和雇主的战略目标 3.1 Strategic goals of society社会目标 (new-classical economy): v Economic efficiency and social justice and stability 经济的效益 和社会公平与稳定。 v income differentials are essential to economic growth that can encourage workers to work harder and promote employers to offer high wages relative to their less successful competitors.收入的差距是经济增长的动力基础 v Economic growth is positively related to equality and social cohesion. A relatively equal distribution of incomes reduces dire poverty and social instability.经济增长和社会公平和凝聚 力有正相关。 3.2 strategic goals of unions and employees 工会和雇员的战略目标 as employees representatives, unions have two sets of aims: v Union security v employeess economic and politic security (1) Unions security工会保障 n In the west countries there are 5 union security: n closed shop（ 封闭式工厂） , union shop（ 工会化工厂） , agency shop（ 代理工厂） , open shop（ 开放式工厂） , maintenance of membership arrangement（ 成员资格保持） . n In China, unions also need security when they negotiate contracts for all employees. ( 中国企业工会代表的保障问题）。 (2) employees economic and politic security员工的经济和政治保障 v Conflict and negotiation冲突和谈判 v Job and occupation security工作和职业保 障 v Welfare system plan雇员福利计划 v Special labor groups特殊工人群体 v Compensation and management薪资报酬 和管理 3.3 strategic goals of Employer 雇主的战略目标 n Cooperate with unions(与工会合作） n Resistance to unions（ 抵制工会） A. make union seem unnecessary by providing employees better employment and treatment. B. refuse to cooperate with unions representatives that chosen by employees. 4. The right of the employees and employers from labor law of P.R.China 劳动者和用人单位依法（劳动法）享有的权利 劳动者的权利 用人单位的权利 劳动权 依法录用，调动，辞退职工权 民主管理权 任免企业管理人员权 休息权 制定工资报酬福利方案权 劳动报酬权 依法分配安置职工权 劳动保护权 依法奖惩职工权 职业培训权 社会保险 劳动争议提请处理权 5.the structure and future of the unions 工会结构和未来 美国工会组织结构 中华全国总工会结构 National Federation All-China Federation of of Union Trade Unions National unions National Unions Local union or Local unions or trade unions trade unions 5.2 What is next for union? 西方工会的发展 n Increasingly going after ownership and control of the company, and through ESOP of the employees, union win all or partial control of the board工会更注 重员工在所有权和公司控制权的地位，通过 ESOP计 划分享企业控制权。 n Union-management cooperation and form” agreement teams” with employers和雇主合作并签定 更有合作性的协议 n Employment rate of EU 11 and USA 19962000 1995 1996 1997 1998 1999 Belgium 9.9 9.7 9.4 9.5 9.1 Denmark 7.2 6.8 5.6 5.1 4.3 Germany 8.2 8.9 9.9 9.4 9.1 Spain 22.2 20.8 18.7 16.0 13.5 France 11.7 12.4 12.3 11.7 11.2 Italy 11.6 11.7 11.7 11.9 11.5 Luxembourg 2.9 3.0 2.8 2.8 2.8 Netherlands 6.9 6.3 5.2 4.0 3.3 Portugal 7.3 7.3 6.8 5.1 4.7 United kingdom 8.7 8.2 7.9 6.9 7.0 United states 5.6 5.4 4.9 4.5 4.3 5.2 workers congresses中国 职工代 表大会 n The workers congresses in china are about 360,000 in late 1980. n The workers congress is the basic form of democratic management in enterprises and the organ for workers to exert such power. n The policy of operations, annual and long- term plans and programs, contract and wage and bonus distribution, workers conditions and warfare, appraise the leading administrative managers and so on. The decision-making structure of a Chinese SOE CPC ACFTU Enterprise Party committee Workers congress Trade Union committee Factory director Management team Workers staff 6.growing web of laws and court rulings for protection labor relations 法律和法庭裁决网在劳动关系上的作用 n The web of laws and court rulings provides the sorts of protection that up to a few years ago only unions could provide.法律和 法庭裁决网提供了对劳动关系的保护 n The employee rights regarding job security ,privacy, occupational safety,and health, equal employment opportunities pension vesting, and pay policies are now provide by law.对员工的保护，如员工的工作保障，职业 安全公平就业机会，福利和社会保障都由法 律予以规定 7. labor relations consultants 劳动关系顾问的作用 n Both management and unions now being supplemented by trained outside advisors.管 理和工会都请有经验的咨询人员协助谈判 n Public relations firms, law firms, researchers, psychologists, labor relations specialists , public relations firms法律公司，咨询人员， 心理学家，劳动关系专家，公共关系公司等 n The consultants ran the show for the employers 72% of the time in the USA咨询 人员在 72%的情况下为管理方面服务。 8.Collective Bargaining集体谈判 8.1 Definition of collective bargaining集体谈判 定义： The process though which representatives of management and the union are required , under law, to negotiate wages, hours, and terms and conditions of employment “in good faith”根据法律要求，雇主和员工就工 资，工时，以及雇佣条件和期限进行真诚的 谈判过程。 8.2 What Is “Good Faith”?什么是真诚 n Good faith bargaining什么是真诚谈判？ good faith is the cornerstone of effective labor- management relations.It means that both parties communicated negotiate and the proposals are matched with counterproposals. It means both parties make every reasonable effort to arrive at an agreement (not compelled).真诚谈判是有效劳动关系的基础，意 味着双方互相较量，作出合理的努力以达成一致 （非强迫的）协议 What is bargaining not in good faith什么是不真诚 谈判？ n Surface bargaining 表面谈判 n concession不让步 n No Proposals and demands没有议案和要求 n Dilatory tactics拖延策略 n Imposing conditions强加条件 n Unilateral changes in conditions单方变更 条件 n Bypassing the representative回避代表 n Not providing information不提供信息 8.3 The negotiating team and preparations 谈判小组和准备 n Both union and management send a negotiating team to the bargaining table工会和管理方均派遣一 个谈判小组参加 n Union representatives have sounded out union members on their desires and conferred with union representatives and set the negotiation objectives 工会代表的准备包括收集会员的要求，与有关人员进 行磋商，确定谈判项目。 n Management prepares the pay and benefits data and the cost of current labor contract and identify probable union demands.管理方代表的准备有，收 集公司福利数据，计算劳动合同成本，确定工会的要 求等。 8.4 bargaining items谈判项目 n Voluntary bargaining item自愿项目 n Illegal bargaining items非法项目 n Mandatory bargaining items强制项目： Wages, hours, holiday-pay, severance pay, layoff plan, pension plan, insurance-health and accident, promotion,transfers. Plant closed and relocation,union security,stock- purchase plan, 8.5 Bargaining Stages谈判阶段 n Each side presents its demands双方提出各自要求 n Reduce their demands or trade off some demands to gain others双方削减自己要求或交换其他利益 n The parties form joint subcommittees to try to work out reasonable alternatives双方合作小组努力寻找合理解决方案 n Reach an informal settlement 双方达成非正式解决方案 n Each checks informally with their superiors 双方各自就方案向 己方上级核查 n A formal agreement is fine-tune and signed起草并签署正式文 件 8.6 impasses, mediation, and strikes 僵局，调节 ，罢工 n Impasse. When the parties are not able to move further toward settlement 当谈判双方不能进一步接近解决方案时，就 发生僵局。 n Third-party involvement. Third party interventions are used to overcome an impasse, mediation, fact finding, and arbitration 中立的第三方介入：调节，调查和仲裁 n Strikes. There are four types of strikes罢工 ： economic strike经济罢工 unfair labor proactive strike protesting illegal conduct by the employer 不正当行为罢工 wildcat strike. An unauthorized strike野猫罢工 sympathy strike. one union strikes in support of the strike of another. 同情罢工 8.7 The Agreement Itself协议内容 n Management right管理方面的权利 n Union security .工会保障 n Grievance procedures抱怨程序 n Arbitration of grievance 抱怨仲裁 n Disciplinary 惩罚 n Compensation rates劳动报酬率 n Hours of work and overtime工时和加班 n Benefits:vocation holidays, insurance,福利，假期 保 险， n Health and safety provisions健康，劳动安全 n Employee security 员工就业保障 n Contract expiration date合同到期日 8。 8谈判的策略 n 将 人和问题分开 Separate person from problems n 集中在利益上而不是立场上 The Focus is on the sharing of profits and benefits not the standpoint n 在 制定计划之前首先设想各种可能性 assume and present the varies probabilities Before make a plan n 坚持将结果放在某些客观标准之上 maintain the bargaining results before some objective standards n 案例： 上海汽轮有限公司工资集体协商制度的运作 10 Layoff 下岗 临时解雇的管理 10.1 Layoff.下岗 A term that refers to a situation in which there is no work available for the employee who is being sent home, but management expects the situation to be temperate and short term, and intends to recall the employee when work is again available下岗： 工人没有工作可做，这一状况是短期的和 临时的，一旦有工作，首先召回下岗工人。 10.2 Alternatives to layoff下岗的四种替代方法： n Voluntary reduction in pay plan自愿降低工资待遇， 延迟全体员 工年度加薪日期 n Voluntary time off and reduce the payroll自愿减少工时并减少 报酬 , 员工不支薪休假 n Rings of defense that employees may be laid off at any time保 护圈 -自愿作为临时工 n Volunteer lay off 征求自愿离职者。 10.3 The management of downsizing 裁员管理 席卷全球的裁员风 2001年跨国公司的裁员规 模 n 郎讯科技 美国 49000 西门子 德国 10000 n 戴勒姆 -克莱斯勒 德国 35500 菲利浦 荷兰 10000 n 联合利华 英国 33000 富士通 日本 9000 n 北方电信 加拿大 30000 n 摩托罗拉 美国 30000 n 爱立信 瑞典 22000 n 索莱克特罗 美国 20000 美国雇员，采你没商量 裁员的效应 n 1989至 1992年间，财富杂志 500大企业的 288 家 在三年内裁员的企业中，裁员 3以上的公 司，在裁员后股票不是没有增值，就是增值 幅度不高；裁员达 15以上的公司，股票表 现更是明显不佳。 裁员还会影响留任员工对公司的信心，增 加他们的工作量，提高他们离职的机会，尤 其是当公司没有妥善处理裁员时。此外，裁 员也可能影响客户，让他们失去联络窗口， 降低了对公司的忠诚度。 Example:盈利公司不得随意裁员 2001年法国劳工部门提出数项措施，限制盈利公司在裁 员风潮中随意解雇员工。 法国劳工部长认为，盈利公司公司应加倍支付被解雇员 工的赔偿金，同时各大企业应提供再培训计划，以确保失 业工人重新就业，并且还要求歇业企业制定新的开工方案 。 法国劳工部希望企业在作出关闭工厂的决定时，给员工一 个说话的机会，如果裁员确实不可避免，也应该帮助他们 作好调整。 随着法国食品巨商达能公司和英国大零售商马莎公司进行 重组，数千人的裁员行动已引起公众抱怨和骚动。劳工部 长在作出此次提议之前，咨询了众多意见，并且特别考虑 了大幅裁员时公司所需的支出费用。 10.4 the replacement of downsizing 不裁员的替代方法 n 美国特派报（ Dis patch） 公司在 1996年遭遇不景气时 ，将员工分成六个委员会，讨论可能的节流方法。结果 ，员工提出两百多个建议，公司采用了其中近一半的方 案，避免了裁员。 2001年，该报再次采取相同的措施， 以在不裁员的情况下，应对目前的不景气。 n 2000年 Acxiom公司裁员 替代方案：公司全面减薪 5， 以公司等价股票补偿员工损失。 2001年年初，公司再度 要求员工考虑自愿减薪，结果有近四成的员工同意，换 取了价值为损失薪资双倍的公司股票。由于成功减薪， 今年至今该公司已节省 2400万美元的支出，没有进行 裁员。 n 林肯电机公司（ Lincoln Electric） 政策规定，只要员 工在公司工作三年以上，除非工作表现不佳，员工不会 因为景气而遭到裁员。附带条件是，在必要时，公司可 以调整员工的职务，将他们调至职衔或薪资较低的岗位 上 。 10.3 layoff procedure西方国家企业员工下岗程 序 n Senior is the ultimate determiner of who will work年 资是 决定谁将工作的根本因素 n Seniority can give way to merit or ability but usually only when none of the senior employees is qualified for a particular job 年资可以让位于业绩和能力，但 只有在资深人员中没有人能够从事某一工作时年资才 让位 n Seniority is based on the date the employee joined the organization , not the date he or she took a particular job年资是根据该员工加入某组织来计算， 而不是接受某项工作的日期计算。 10.5 How to Downsize 裁员方法 n Downsizing committee成立裁员委员会 n Downsizing plan详细规划 n List the laid off拟定裁员名单 n Making procedure of downsizing 拟定 细节 n Training line managers训练主管部门 n Review the making by lawyers 请律师 检查各种决定 10.4 Outplacement Counseling and Exit Interviews 安置裁员员工和离职谈话 n Outplacement counseling向外安置咨询： A self-appraisal 自我评价 B securing a new job that is appropriate to his or her needs and talents帮助该员工找到适合其需要和才能 的新工作 n Exit interviews 离职谈话 Eliciting information about the job or related matters that might give the employer a better insight into what