国外着名HR咨询公司HRM培训（英文）

1、国外着名HR咨询公司HRM培训（英文）Personnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach to acquiring, developing, managing and gaining the commitment of th

2、e organisations key resource the people who work for it Armstrong 1991Features of HRM Management focussed and top management drivenLine management role keyEmphasises strategic fit integration with business strategyCommitment orientedTwo perspectives hard and softInvolves strong cultures and valuesPe

3、rformance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goalsStrong emphasis on quality to cu

4、stomersRewards differentiated by skill, competence or performance Features of HRMFombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDRewardWarwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXTWarwick Model content of the boxesOuter context soc

5、io-economic, technical, politico-legal,competitiveInner context culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context objectives, product market, strategy and tacticsHRM context- role, definition, organisation, HR outputsHRM content HR flows, work system

6、s, reward systems, employee relationsThe Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee

7、 influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well beingGuest ModelDefines four policy goals of HRMFurther development of the Harvard modelStrategic integra

8、tion HRM into strategic plans, in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functional, adaptable structures, capability to innovateSoft HRMStresses human aspectEmphasis on HRDParticipationMotivationCommi

9、tmentLeadershipHUMAN resource managementHard HRMPeople as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE ManagementCompetence-Based HRMDefinitions:The skills, knowledge and experience that an individual brings to their role IDS 1997Basic personal characteri

10、stics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982Uk v. US definitionsUS - input oriented what the individual brings to the jobUK - output orie

11、nted the skills, attitudes and knowledge , expressed in behaviours for effective job performanceOne or both?Levels of InfluenceStrategicFunctionalSystemsIndividualImplications at Strategic LevelThe identification of core competencies of the organisation which confer sustained competitive advantageOw

12、ned by more than one person and grow through use and experience therefore difficult to imitateImplications for the Human Resource FunctionDevelop managerial competenceStrategic selection and staffingDevelop internal labour marketDesign jobs round capabilityDevelop individual competenceDevelop cultur

13、e to foster innovationBuild learning organisationDevelop organisational learning mechanismsImplications for Human Resource SystemsVertical integration link individual competence to the core competence of the organisationHorizontal integration provide a framework for the integration of HR systems com

14、ponentsVital player in the development of core competenciesCan be used to develop individual HR systemsRecruitment and SelectionBased on past behaviour as the most valid predictor of future behaviourBuilding the competence framework requires multiple information sourcesCompetence specification shoul

15、d cover both technical and personal/interpersonal competenciesDevelop interview questions that elicit exles of past behavioursIn assessment centres create tasks that require demonstrated competenciesUse competencies to select test instrumentsUse competencies to evaluate candidate performanceRecruitm

16、ent and SelectionAppraisalSet outcome and performance targets for each competenceOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcBelow standard performance can be used to generate development needsCan provide forum for the identi

17、fication of new/changing competence requirementsCan provide forum for setting acquisition of competence time scalesProvides a clear and agreed framework for performance evaluation and discussionAppraisalDevelopmentProvides a framework for individual training needsNo transfer problems as competence c

18、an only be demonstrated by on the job behavioursDevelopment contributes directly to current performanceEncourages a broad based approach to development activities Ensures line manager commitment to developmentOffers common language to all participants in the development processOffers transparent pro

19、cess to all stakeholdersFacilitates validation and evaluation of the development processDevelopmentRewardPromotes flexibilityPromotes a development focused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on the basis of skills and flexibility r

20、ather than seniorityCan assist in addressing the technical/managerial divideOffers a route for the reward of knowledge workersCarries high face validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strategyRewardIntegrationVertical - integra

21、tion with corporate strategyHorizontal - the internal integration of the components of an HR strategyIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each otherCurrent HRM Issues & DebatesResponding to increa

22、sed competitionManaging international operationsRiding the waves of changeManaging the changing relationship with the workforceChanging legislative and regulatory frameworksBest practice versus best fitHRM and Corporate StrategyStrategyDiversity of viewpointsTwo dimensions of agreementDegree of plan

23、ning: deliberate emergentOutcomes: profit maximisation range of outcomes (plural)Four key approaches (Whittington)Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcessesClassical: Rational Economic ManApplication of rational analysis

24、Separation of planning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit goals cascaded down the organisationClassical and HRMHRM matching and downstreamTool of implementationHR policies and strategies geared to achieving profit maximisationCritique product of its

25、 time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. Evolutionary: Natural SelectionEmphasis on environmental fitProfit maximisation achieved by market competitionFit determined by chance rather than strategySurvival by short term strat

26、egies aimed at current fitStrategy and illusion in unpredictable environmentEvolutionary law of the jungleHR key role in environmental scanningPolicies and strategies aimed at flexibility and adaptabilityMatching modelCritique markets more regulated than jungle; by government, law, international agr

27、eementsConcept of flexibility importantProcessual life is messyConcept of bounded rationalitySubjective interpretation of data therefore strategy flawed and incompleteWe take the first best option sufficingOrganisations as coalitions consensus by negotiationMinimum adaptation for survival rather tha

28、n proactive change spare capacity as bufferStrategy a comforting ritualProcessual and HRMHR policies evolving and reactiveSoft HRMOD, best practice and development of internal competencies importantCritique lacks vision; may not be able to respond quickly enough to threatsSystemic: socially grounded

29、Man makes decisions based on social factors not economic;Social networks define normsInternal context of firm influenced by social groups, interests, resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic perspective includes national culture, family, gen

30、der, social groups Strategy must be sensitive to theseSystemic and HRHR policies and processes will have to reflect local cultureManagement style and strategies for motivation and commitment reflect local and national cultureCritique focuses on difference at the expense of similarity and cross-cultu

31、ral influencesResource-Based Theory of the FirmPlaces HR at heart of strategyCompetitive advantage stems from strategic core competencies built up over timeRecognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning processEmphasises renewal

32、 aspect and dynamic capabilities of the organisationCapacity of a firm to renew, adapt and augment its core competencies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResour

33、ce-Based Theory of the FirmResource-Based Theory & HRMBasis for human resource as competitive edgeHRM valued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing and retentionHuman process advantage gained by continuous learning, co-oper

34、ation and innovation facilitated by bundles of HR strategiesDefining Strategic Core CompetenciesINTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and explicit knowledge an activityCore competence: delivers a fundamental customer ben

35、efit- is not easily imitated by competitors- provides a gateway to new marketsContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across the range of organisational activitiesDefining Strategic Core CompetenciesRole of HR in Manag

36、ing Core CompetenciesIdentifying core competencies linking them to individualsBuilding core competencies learning and cross discipline communicationRole of HR in Managing Core CompetenciesUtilising core competencies developing management capability and forms of working that maximise deploymentProtec

37、ting core competencies retention strategies, protection during major change, identifying owners of core competenceCOMPARATIVE HUMAN RESOURCE MANAGEMENTDefinitionshow things are done around here(Drennan, 1992)Organisational culture refers to the pattern of beliefs, values and learned ways of coping w

38、ith experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown, 1995)Organisational Culture - DefinitionsThe pattern of beliefs and assumptions shared by the organisations membe

39、rs, these beliefs produce norms that shape the behaviour of individuals and groupsA set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in timeLevels of CultureCulture can be conceived as

40、:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesTurner (1971) defined industrial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate cultureAspects of cultureArtifactsLanguage jok

41、es, jargon, storiesBehaviour patterns rituals, ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs, values and attitudesSymbolsModels of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSch

42、ein, 1985Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-consciousCom

43、mon Organisation StoriesCan employees break the rules?Is the big boss human?Can the little person rise to the top?Will I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the organisation deal with obstacles?CULTURE:Socialisation: learningpre-ar

44、rival: “preconception”metamorphosis: “absorb”securitycommitmentproductivityencounter: “provisional”(H&B 2002)Organisational Culture and the Life Cycle of the Firm Phase 1 - Birth and Early GrowthPurpose foster cohesion during growthNeed for change economic or successionStrategies natural evolution -

45、self-guided evolution -Managed evolution -managed evolution viaoutsidersOrganisational Culture and the Life Cycle of the FirmPhase 2 Organisational mid-lifePurpose culture deeply embedded, may develop sub-cultures Strategies planned change and OD - technological seduction - scandal, explosion of myt

46、hs - incrementalism Organisational Culture and the Life Cycle of the FirmPhase 3 organisational maturityPurpose source of pride, resistantStrategies coercive persuasion - turnaround - recognition, destruction, re-birthCulture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENARO

47、LE: APOLLOCommunication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient Hofstedes ModelIndividualismHigh power di

48、stanceMasculinityHigh uncertainty avoidanceShort termismCollectivismLow power distanceFemininityLow uncertainty avoidanceLong termismHRM and Culture ChangeLayers of CultureArtefacts physical objects, behaviour and processesEspoused values those appearing publicly in mission statement, policies Under

49、lying assumptions rarely articulated; may conflict with espoused values and each otherCulture ChangeWhy change? Environment changes:Business mergers, technology, market Government laws, H &S, diversity,Demographic changes in the human resources availableThe Nature of ChangeExternally imposedTransfor

50、mationalGlobalHostileLarge scaleLong termStrategicInternally imposedIncrementalLocalPositiveSmall scaleUrgentOperationalIntroducing Culture ChangeCan be very difficultCan be a long term processIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, depar

51、tment- nature cognitive and behavioural- timescalePrinciples of Culture ChangeValues and assumptions define accepted and appropriate behavioursIn successful organisations culture is aligned with strategyCulture change may be difficult if the culture is incompatible with strategyCheck strategy before

52、 embarking on culture changeCan the changes required be achieved by other meansSenior management must understand the implications and be committedCulture change must pay attention to the opinion leadersShould take into account the work systems, management style and HR policiesNew messages reinforced

53、 and old ones eliminatedThe deeper the level of culture change the more difficult it will bePrinciples of Culture ChangeMultiple and sub cultures will make culture change more difficultBehavioural norms are the easiest to change, deeper layers require a participative approachTop down approaches are

54、difficult to sustain over timeParticipative approaches are more successful but difficult to implement and time consumingPrinciples of Culture ChangeApproaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in

55、achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURESSTEP 3 MODIFYING THE EXISTING CULTUREModifying critical

56、 cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Change(Bate)STEP 4 SUSTAINING THE DES

57、IRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.Approaches to Culture Change(Bate)Why People Resist Culture ChangeSelective perceptionHabitSecurityEconomicStatus and esteemMulti-cultural OrganisationsA culture that fosters and values diversityPlurali

58、sm as an acculturation processFull structural integrationFull integration of informal networksAbsence of institutionalised cultural biasMinimum of inter-group conflict due to proactive management of diversityChanging CultureCultureExit those who reject new culture Enter & socialise new staff communi

59、cationbehaviour changeExamining andJustifying Behaviour change= intervention pointBusiness Process Re-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentRational Planning ApproachFeedbackEnvironmental development loopProbleminitialisedDefine theproblemEvaluationphaseImplementsolutionM

60、onitor/evaluateSocio-Technical ApproachesCore JobCriticalPersonal andDimensionsPsychological WorkStatesOutcomeSkill varietyExperiencedHighTask identity meaningfulness intrinsicTask significance at work motivation Autonomy Experienced High jobResponsibility satisfactionfor workFeedback Knowledge of l