获取竞争优势的人力资源管理

获取竞争优势的人力资源管 理 Human Resource Management Gaining A Competitive Advantage 1人力资源管理导论 Introduction to Human Resource Management 本章问题： l 什么是人力资源管理以及它在企业管理中的作用？ Explain what human resource management is and the role it plays in the management process? l 传统的人事管理如何发展到现代人力资源管理？ Compare the traditional personnel management and the modern human resource management. l 人力资源管理如何赢得竞争优势？ How to gain the competitive advantage through HRM? 1.1 人是企业最宝贵的资源 Human Being Is the Most Important Resource in the World 企业的资源包括： n人 n财，物，时间， 技术，信息 n软，活，感性，能动 n硬，死，理性，被动 1.2 Definition l 人力资源：企业内外具有劳动能力人的总和。 Human resources the summation of manpower, including internal and external labor forces of the company. l 人力资源管理是指影响企业员工态度，行为 和工作绩效的各种政策，实践和制度。 Human resource management The policies, practices and systems one needs to impact the aspects of employees, including their manners, behaviors and performances. 2 The Trend of HR Management 2.1 The early years 经验管理阶段(industrial revolution) The advent of machine power, mass production, and efficient transportation needs a formal theory to guide managers to running their organizations. 2.2 classical management古典管理理论（ 1900s） l Fayol Functions theory including planning, organizing, commanding, coordinating, controlling. l Weber Bureaucracy a form of organization marked by division of labor, hierarchy and regulations, and impersonal relationships l Talor Principles of scientific management. Four principles of management: development a science for each element of an individuals work, which replaces the old rule of thumb methods. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers Theory X. the set of assumptions which holds that workers cannot be trusted and must be coerced into doing their jobs. Workers have little ambition, dislike work, want to void responsibility and need to be closely directed to work effectively. 2.3 Hawthorne Studies 霍桑实验(1927- 1932) Mayo, Harvard professor. (1932) Hawthorne Studies a series of studies that provided new insights in group norms and behavior. Including four studies: lighting intensities, incentive plan, informal organization, talking. 2.4 the human relations movement 人际关系运动(1960s1970s) nMaslow, Humanistic Psychologist. nHierarchy of human needs: nphysiological. nsafety nSocial nesteem nself-actualization 2.5 Behavior Science Theories 行为科学(1960s1970s) nA group of psychologists and sociologists who relied on the scientific method for the study of organizational behavior. nVroom, Herzberg, nleadership, employee motivation, job design, conflict, organization design. 2.6 Organizational Culture 企业文化(1980s) nA system of shared meaning within an organization that determines, in large degree,how employees act. n7s: structure , strategy, skill, staff, style, systems, shared values. 2.7 Recent Trends and Issues 当代趋势（1990s） l workforce diversity(劳动力多元化), employees in organizations are heterogeneous in terms of gender, race, ethnicity, or other characteristics. l Total quality management（全面质量管理 ） a philosophy of management that is driven by customer needs and expectations l Re-engineering（企业流程再造）. A radical redesign of all or part of a companys work processes to improve productivity and financial performance. l Bimodal workforce（双峰劳动力）. Employees tend to perform either low-skilled service jobs for near- minimum wage or high-skilled will-paying jobs. l Downsizing（下岗裁员）. Organizational restructuring efforts in which individuals are laid off from their jobs. l Contingent workers（弹性工人）. Part-time, temporary or freelance employees. Who are contingent workers? Laid offs, working parents, young people still experimenting with different job options, seniors who dont want a full time position 3.从传统的人事管理到现代 人力资源管理 The evolution from traditional personnel to modern human resource management 3.1 影响变迁的因素 the factors impacting the transitions l environment: development of high- tech, global economy, the emergence of a service economy, demographic trends, competitiveness in the markets, political legal change, human rights etc. l people : better education, self- expectation, white collar, treaty union movement 4. Strategic Function Of Human Resource Management n4.1 企业战略 business strategy n4.2 人力资源战略功能 function of HR strategies 迎接三大挑战three competitive challenges (1) 全球化globalization “world-is in-my-market” strategy, how to capture a piece of the global marketplace. l Multinational corporation (MNC)多国公司Companies that maintain significant operations in more than one country simultaneously but manage them all from one base in a home country. Transnational corporation (TNC).跨国公司 A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country During the 1990s,global competition is being reshaped by the creation of regional cooperation agreements. UNILEVER CROSS-CULTURAL TRAINING TRAINING GOALS understanding of Chinese circumstances, culture and markets ; finding a good march between Unilevers products and the style of Chinese consumers and markets. TRAINING PROGRAM step 1. Watch a film about P.R.China step 2. A lecture about cross-cultural adaptability step3. Visit a Chinese culture market street (food, cloth, arts, crafts, writings etc.) step4. Talk with Chinese residents step5. Discuss in groups cultural characteristics of China l The European Union（欧盟）. The signing of the Masstricht Treaty in February 1992,created the formation of a 12 nations EU. This treaty united the 380 million people of Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany., Austria, Finland, and Sweden. As a single market, there are no national barriers to travel , employment, investment, and trade.EU is the largest economic market in the world with a gross domestic product in 1992 of $8 trillion. Now USA firms in such diverse industries as telecommunications, heavy equipment, pharmaceuticals, civilian aerospace, banking, automobiles, computers, electronics, food, beverages face vigorous challenges from their European counterparts. l North American Free Trade Agreement（北美自由贸易区）. Mexico, Canada, and U.S.A . it opened a vast market of over 363 million consumers, its gross domestic product of 8.7 trillion in 1992. All barriers to free trade such as tariffs, import licensing requirements, and customs user fees be limited, and the long term benefits of job creation , market development and increasing living standards for all three countries. l Asia Pacific Economic Cooperation（亚太经济贸易区） (2) 高绩效工作系统 high-performance work system The work system that combines social system and techniques system together in the enterprises. l New technology are increasing clerical functions such as technical, managerial, professional functions. Job , organization structure will be redesigned. New incentive and compensation plans, new job descriptions written, new employee selection, evaluation and new programs will be instituted. l Increased competition and shorter product life cycles are creating the need for more flexible, adaptable companies. Aa Team work A worker should has a good sense of group that means has a capability of self-managed. The more complex the task, the more the group will benefit from discussion among group members. If there is a high degree of interdependence among the tasks that group members must perform, the members will need to interact more. Effective communication and controlled levels of conflict will relate to group performance when tasks are interdependent. l Job enlargement: training and encouraging employee to perform a range of jobs related to the ones they hold so that manpower can be used more flexibly. Assigning additional tasks to an employee in order to make his job more varied and interesting. Job enrichment: change figures of a job other than compensation, (3)满足相关群体的需求 Satisfy the needs of the related groups Stockholders Consumers Employees-quality of work life(QWL) 5. Coordination of human resource management and business strategies n5.1 cooperative line and staff human resource management Department supervision (Line) Personnel (staff) Recruit- ing And Hiring Prepare outlining specific qualifications of employees for specific positions. Interview and selection Conduct skilled interviews Make decision of hiring Written job description Make plan of advance position. Develop potential candidates Refer best candidates to supervisor Train and develop- ment Instruct and train new employees Suggestion about train Provide information about total quality management and work team Planning training programs Give suggestion of HR Develop employee job performance tool Keep complete record of personnel Make career plan Compen- sation Provide information of position and its values Decide the wage level Appraisal performance Participate the planning of financial incentives, benefits and services Carry out the performance appraisal Job Investigation of salary level Suggestion about pay plans Discussion subsidize and benefits with line managers Supervise insurance pay Labor Relation Establish day to day relationship of respect and trust with union officials Consistently apply labor contract terms Smooth workers complain way Take part in wage bargaining with HR managers Advise supervisors and find out the facts on grievances Diagnose the questions and labor difficulties Investigation for wage bargaining Train line managers to explain