人力资源管理与竞争优势.ppt

人力资源管理基础 陈至发 教授、博士 2011-2 第一章 人力资源管 理与竞争优势 第二章 人力资源规划 第三章 工作分析 第四章 招募 第五章 甄选 第六章 培训与开发 第七章 绩效评价 第八章 薪酬与福利 第九章 生产率改进方 案 第十章 员工安全与保 健 第十一章 海外人力资 源管理实践 第十二章 在人力资 源管理领域中工作 Chapter 1 Human Resource Management and Competitive Advantage 1. Human Resource Management 2. Who Is Responsible for Developing and Implementing HRM Practices? 3. Gaining a Competitive Advantage 4.Competitive Advantage and HRM LEARNING OBJECTIVES Understand the nature of a firms human resource management practices. Understand the roles played by the managers and human resource professionals in the human resource management process. Understand what competitive advantage is and how companies can achieve it. Understand how a firms human resource management practices can help it gain a competitive advantage. Understand why competitive advantage gained from human resource management practices is likely to be sustained over time. 1. Human Resource Management Human resource management：practices that help organizations deal effectively with its people during the various phases of the employment cycle. 雷蒙德 诺伊等：Policies, practices and systems that influence employees behavior, attitudes and performance. Consists of three phases Pre-selection Selection Post-selection 1.1 HRM Preselection Practices Human resource planning: A process that helps companies identify their future HRM needs and how those needs can be met. Job analysis: A systematic procedure for gathering, analyzing, and documenting information about particular jobs. Job analysis information is used to plan and coordinate nearly all HRM practices. 1.2 HRM Selection Practices Recruitment: A practice that companies locate and attract job applicants for particular positions. It may be internal or external. The aim is to identify a suitable pool of applicants quickly, cost efficiently, and legally. Selection: A practice that companies assess and choose job candidates. To be effective, selection processes must be technically sound and legal. 1.3 HRM Postselection Practices Practices used to maintain or improve their workers job performance and satisfaction levels. Training and Development Performance Appraisal Compensation Productivity Improvement Programs Training and Development Planned learning experiences that teach workers how to perform their current or future jobs effectively. Training focuses on present jobs. Development prepares employees for possible future jobs. Performance Appraisal A process to measure the adequacy of employees job performances and communicate these evaluations to them. Aims to motivate employees to continue appropriate behaviors and correct inappropriate ones Management may use them as tools for making HRM-related decisions, such as promotions, demotions, discharges, and pay raises. Compensation The pay and benefits that employees receive from the company. Aims to establish and maintain a competent and loyal workforce at an affordable cost Productivity Improvement Programs Organizational interventions designed to improve productivity by increasing employee motivation. Tie job behavior to rewards. Rewards may be financial or nonfinancial Aims to motivate employees to engage in appropriate job behaviors 1.4 HRM Practices Influenced by External Factors Events outside the work environment can have far-reaching effects on HRM practices. Safety and health concerns International influences 2. Who Is Responsible for Developing and Implementing HRM Practices? Responsibility for a firms HRM practices lies with: Human resource professionals Line managers 2.1 HR Professionals Role HR professionals typically assume the four areas of responsibility: Establish HRM procedures Develop/choose HRM methods Monitor/evaluate HR practices Advise/assist managers on HRM-related matters 2.2 Line Managers Role Line managers direct employees day-to- day tasks. From an HRM perspective, line managers are the main people responsible for: Implementing HRM practices Providing HR professionals with needed input 3. Gaining a Competitive Advantage Firms can gain a competitive advantage over competitors by effectively managing their human resources. 迈克尔波特的价值链理论 支持性 活动 基本活动 企业基础设施（财务、计划等） 人 力 资 源 管 理 技 术 开 发 采 购 进料 后勤 生产 发货 后勤 销售售后服务 边 际 利 润 3.1 Competitive advantage defined Competitive advantage：A status achieved by a company when gaining a superior marketplace position relative to its competition. Firms can accomplish this aim through: Cost leadership Product differentiation 3.2 Cost Leadership A firm provides the same services or products as its competitors, but produces them at a lower cost. A firm can reduce its per unit cost by increasing the value of the following ratio: Number of units produced/total cost of production Per unit cost can be reduced by: Using new technology Devising more efficient work methods Cutting overhead costs 3.3 Product Differentiation Product Differentiation occurs when a firm produces a product or service that is preferred by buyers A firm can accomplish this aim by: Creating a better quality product or service Providing innovative products or services Choosing a superior location Promoting and packaging its product to create the perception of higher quality Creates a competitive advantage if the firms customers are willing to pay enough to cover any extra production costs 4. Competitive Advantage and HRM The HRM practices of an organization can be an important source of competitive advantage. Effective HRM practices can enhance a firms competitive advantage by creating both cost leadership and product differentiation. 4.1 Evidence Linking HRM Practices to Competitive Advantage A 1994 study of 968 firms across 35 industries revealed a strong link between HRM effectiveness and productivity. Companies with high effectiveness ratings out produced the average company by 5 percent. A 1997 study conducted among 293 publicly held U.S. firms showed that : (1) improving HRM practices from average to highly effective leads to a 5 percent productivity increase; (2)The net gain in annual productivity brought about by effective HRM practices equates to a productivity increase of $44,380 per employee. Chris Ryan and associates concluded that 1530 percent of the total value of a company could be attributed to the quality of its HRM practices. 4.2 A Model Linking HRM Practices to Competitive Advantage 人力资源规划 工作分析 招募与甄选 培训与开发 绩效评估 报酬 生产率改进方案 人力资源管理实践 以雇员为中心的结果 以组织为中心的结果 竞争优势 能力 动机 工作相关的态度 产出 员工保留 遵守法律 公司形象 成本领先 产品差异 工作场所正义、工 会、安全与健康、 国际化 (1) Direct Path HRM-related costs associated with recruitment, selection, training, compensation, and so forth comprise a significant portion of a firms expenditures. These HRM-related cost can vary significant from competitor to competitor. Those doing the best job of containing them stand to gain a financial advantage over their competitors. (2) Indirect Path HRM practices Employee-centered outcomes Employee-centered outcomes Organization-centered outcomes Organization-centered outcomes Competitive advantage HRM Practices Employee-centered outcomes Competence The extent to which possesses the knowledge, skills, and abilities the job requires Motivation The extent to which employees are willingness to exert the necessary effort to perform their jobs well. Work-related attitudes Job satisfaction Organizational commitment Good organizational citizenship Employee-centered outcomes Organizational-centered ou