医药人力资源管理学案例辨析及习题等.doc

第一章 医药人力资源管理引论讨论案例：中医药人力资源发展存在的主要问题1总量不少质量不高 截止2006年，全国中医机构人员总数48万多人，其中卫生技术人员39万人。但这支队伍整体质量不高：一是执业资格获准率偏低；二是人员整体素质不高，低学历高职称和无职称无学历情况并存，特别是基层和农村更为严重。2006年全国共有农村中医人员331135人，其中取得执业资格的36254人，占10.9%；取得中专及以上学历的203429人，占61.4%；三是缺乏一批能引领中医药创新发展的高层次领军人物和学术带头人，人才梯队远未形成；四是职业化管理队伍十分匮乏。我国中医药管理队伍绝大部分属“内行”出身，缺乏现代管理理念、知识和手段。同时大部分管理者既搞专业又做管理，专职化程度低。据2007年对四川16所中医院调查，l6位院长中，仅有3位专职从事管理工作。2区域分布不平衡 一是东西部分布严重不平衡。受多因素影响，东部沿海省份的中医药人力资源配置比例远高于西部欠发达地区，比如东部的山东省，每万人口中医机构中卫技人员数为3.2人，而西部的四川省为2.7人。二是城乡不平衡，城市中医药人力资源的总量及其素质均远远好于广大农村。三是上下不平衡，市级以上中医机构集中了大部分高素质中医药人力资源，社区卫生服务站、诊所、卫生室等基层机构十分缺乏优质的人力资源。3专业结构不合理 2006年全国中医、中西医结合、民族医医院共有47万余名卫生人员，其中卫生技术人员有384915人，占总数的81.3%，整体上达到了全国中医医院工作条例中规定的“卫生技术人员占总编制数70%72%”的要求。但进一步分析发现，其中中医执业(助理)医师有72059人，占医师的43.57%，近57%的为西医医师；注册护士占取得执业资格人员的41.1%；执业中药师占药剂人员的l4.3%；医技人员占卫生技术人员的14.2%。这表明我国中医机构中，有24%的卫生技术人员未取得执业资格；中医机构医师队伍以西医为主的格局尚未得到根本改变，中医机构西医化趋向在人力资源配置上体现得较为明显。分析不同专业人员间的整体比例为：医护比为l:0.73，医药比为l:0.27，医技比为l:0.33。这一结果提示护理、医技人员严重不足，医护比低于卫生部规定的l:l的最低要求。4.人力资源的管理体制和机制不能适应中医药事业发展的要求 表现为中医药人才的培养与需求脱节，中医药教育规模扩张过快；中医药人才的选拔、使用、评价、分配、激励、晋升、准入等政策尚未完善；中医药人才流动渠道不畅，人才市场建设滞后；对中医药人力资源的开发、建设投入较少。这些问题的存在，对中医药人力资源的结构和质量产生了不小的影响。（摘自：方晓明.我国中医药人力资源现状研究.中国卫生事业管理，2007，12：817）讨论问题：1.根据中医药人力资源现状的研究，请思考医药人力资源管理的意义是什么？ 2.请问如何在中医药人力资源现状研究的基础上，预测中医药人力资源需求趋势？3.针对中医药人力资源发展中存在的问题，您认为可以结合人力资源管理的哪些理论去探寻对策？ 要点概览：1.人力资源是进行社会生产最重要的资源，由于人本身所具有的生物性、能动性、智力性和社会性，决定了人力资源具有以下特点：人力资源是能动性资源、人力资源是特殊的资本性资源、人力资源是再生性资源、人力资源是高增值性资源。2.人力资源管理，是在经济学与人本思想指导下，通过招聘、甄选、培训、报酬等管理形式对组织内外相关人力资源进行有效运用，满足组织当前及未来发展的需要，保证组织目标实现与成员发展的最大化。根据定义，可以从两个方面来理解人力资源管理，即：对人力资源外在要素量的管理。对人力资源进行量的管理，就是根据人力和物力及其变化，对人力进行恰当的培训、组织和协调，使两者经常保持最佳比例和有机的结合，使人和物都充分发挥出最佳效应。对人力资源内在要素质的管理。主要是指采用现代化的科学方法，对人的思想、心理和行为进行有效的管理，充分发挥人的主观能动性，以达到组织目标。3.全面的人力资源管理与传统人事管理的基本立足点相同，但两者在管理视角、管理观念、工作目的、管理模式、工作性质、工作功能、工作效率、工作内容、工作地位、工作部门性质、与员工的关系、与其他部门的管理等方面之间存在差别。4.人力资源管理主要包括以下几个系统：（1）人力资源的战略规划、决策系统（2）人力资源的成本核算与管理系统（3）人力资源的招聘、选拔与录用系统（4）人力资源的教育培训系统（5）人力资源的工作绩效考评系统（6）人力资源的薪酬福利管理与激励系统（7）人力资源的保障系统（8）人力资源的职业发展设计系统（9）人力资源管理的政策、法规系统（10）人力资源管理的诊断系统5.根据现代人力资源管理的理论和实践，可以概括出医药人力资源管理中的九个基本原理：同素异构原理、能级层序原理、要素有用原理、互补增值原理、动态适应原理、激励强化原理、公平竞争原理、信息催化原理、组织文化凝聚原理。6.医药组织作为知识密集型的服务群体，人才必然成为其可持续发展的根本保证。要在日益激烈的医疗市场竞争中生存和发展，必须更新管理观念、改变思维方式，打破传统的人事管理模式，实现从传统人事管理向现代人力资源管理的转变，建立一个适应市场经济发展的现代人力资源管理机制。职业资格考试真题（判断题）：1.在直线职能制的组织中，参谋部门和业务部门是指导关系。 ( )2.矩阵式结构遵循集中决策,分散经营的总原则。 ( )3.事业部制最大的特点是双道命令系统。( ) 4.分公司在法律上属于独立法人企业。( )5.外界环境变化迅速的企业适宜采用事业部制。( )6.组织机构决定组织结构，组织结构是组织机构的外在表现。( )7.能够反映当前生产技术组织水平并在当前生产中使用的定额是现行定额。( )8.对岗位名称、劳动活动的程序、责任、工作条件和环境等进行一般说明的文件称之为岗位要求。( )9.组织人力资源管理费用中涉及职工权益社会保险及其他相关的资金项目的费用有：医疗保险、养老保险、住房基金。( )10.人力资源管理部门的费用预算与执行的原则是：汇总预算、总体控制、个案执行。( )原著经典推荐：The HRM ProfessionThere are many different types of jobs in the HRM profession. Table shows various HRM positions and their salaries. The salaries vary depending on education and experience as well as the type of industry. As you can see from Table, some positions involve work in specialized areas of HRM like recruiting, training, or labor and industrial relations. HR generalists usually make between $60,000 and $80,000 depending on their experience and education level. Generalists usually perform the full range of HRM activities including recruiting, training, compensation, and employee relations. TABLE Median salaries for HRM positionsPOSITIONS SALARYTop HR management executive $204,900 HR directors 124,400 OD/training manager 102,800Compensation manager 97,800Employment & generalist 87,500Senior HR generalist 71,800Human resource information system specialist 53,500A college degree is held by the vast majority of HRM professionals, many of whom also have completed postgraduate work. Business typically is the field of study (human resources or industrial relations), although some HRM professionals have degrees in the social sciences (economics or psychology), the humanities, or law. Those who have completed graduate work have masters degrees in HR management, business management, or a similar field. Professional certification in HRM is less common than membership in professional associations. A well-rounded educational background will likely serve a person well an HRM position. As one HR professional noted, “One of the biggest misconceptions is that it is all warm and fuzzy communications with the workers. Or that it is creative and involved in making a more congenial atmosphere for people at work. Actually it is both of those some of the time, but most of the time it is a big mountain of paperwork which calls on a myriad of skills besides the people type. It is law, accounting, and logic as well as psychology, spirituality, tolerance, and humility.”Many top-level managers and HR professionals believe that the best way to develop the future effective professionals needed in HR is to take employees with a business point of view and train them. At companies like General Electric, Citigroup, and Baxter Health Care train programs are used to develop HR professionals skills. Also, HR professionals often rotate through job assignments in non-HR functions to help them learn about the business and become more strategic business partners. For example, just several years ago for the first time in company history at General Motors, an HR person reported directly to the company CEO. Many of the transactional activities are being outsourced or performed with the use of technology. GM is trying to develop HR people so that they can take on the role of internal consultants. The company has a global HR function. The courses focus on helping HR employees gain business knowledge such as finance, change management skills, and the ability to develop relationships across the company. GM hopes that in the near future HR employees will be able to work with business units to diagnose problems. At the same time HR employees are being trained, top HR managers are working with line managers to help them understand that HR is available to help them with strategy, not transactional work. Line manages are now taking responsibility for some HR activities. For example, GM recently introduced a new compensation plan for employees that was implemented by line managers without any help from HR.The primary professional organization for HRM is the Society for Human Resource Management(SHRM). SHRM is the worlds largest human resource management association with more than 160,000 professional and student members throughout the world. SHRM provides education and information services, conferences and seminars, government and media representation, and online services, and publications (such as HR Magazine). You can visit SHRMs website to see their services at . (From Human Resource Management, 5e. Raymond A. Noe et al.)（王悦）第二章 医药人力资源管理的环境讨论案例：在日本建立医药合资企业的劳动力困境约翰发现他正面临严重的劳动力短缺问题，而他还不知道如何解决。约翰自己创建了一个小型制药企业约翰斯克生物制药公司，并亲自出任总裁。这家公司在他的国家有大约300名员工。最近，这家公司与一家实力雄厚的日本制药公司洽谈，旨在日本建立一家合资药厂，由约翰斯克公司控股。这看上去是一个很好的机会，所以约翰同意在东京郊区建立一个工厂。这家工厂预计要雇佣400名工人，负责新药的生产与分装。约翰最近发现，在东京这样生活费用昂贵的城市里，维持大量的外派人员费用非常大。因此，他同意这家在建的合资药厂主要使用当地员工。但是，约翰在为许多关键岗位配备人员时遇到了问题，首先，约翰没有想到，美国联邦政府的就业机会平等法案同样适用于他的国际业务。自从他为美国联邦政府提供军用药品之后，他的用人政策受到了监查，考察他的工厂是否恰当地雇佣了少数民族或妇女，而在日本，约翰发现少有日本妇女进入管理阶层，这使他对如何平衡美国法律的要求和日本的习惯以及外派人员的高额费用产生了焦虑。约翰相信亚洲应当有大量的廉价劳动力，他听说有的跨国公司在生产劳动密集型产品时大量使用妇女，使得劳动力成本十分低廉，他还听说这些人服从命令，愿意长时间从事单调乏味的工作，但是，约翰发现日本有严格的法律禁止雇用外国劳动力，事实上，仅东京每年差不多就有15000个没有签证的外国侨民在找工作时被逮捕。约翰斯克的日方联络人告诉约翰，日本工人的老龄化比美国更快，历史上日本公司实行等级序列，鼓励工人在一家公司里工作直到退休，由于日本孩子倾向于上大学，因此，年轻人和半熟练工较少。例如，在日本建筑及相关领域有4亿多蓝领工人，但半数以上的蓝领工人超过50岁。面对这些现实，约翰开始担心，是否有能力为东京的药厂配备合适人选。他还担心他的企业要承担的退休金问题，最后一点，就是工会问题。约翰的美国工厂完全工会化了，工会代表希望在海外合资厂的任何好的提拔机会都应给予工会会员优先权。在日本雇佣的本地员工应当像在美国一样，都加入工会。约翰大大减低了对于日本制药公司合作的热情，但合同已经签了，他现在有种奇怪的想法，那就是让这家东京厂从地球上消失，或者只让它挣钱，而不必考虑当地的习俗或美国法律。（摘自：G.W.Johns,J.G.Williamson,Human Resources in Development Along the Asia Pacific Rim,Oxford University Press,Singapore,1993）讨论问题：1.对约翰遇到的东京合资药厂的劳动力问题，你有什么建议？2.他应当怎样说服工会或合资方来帮助他解决这个问题？3.在美国和在日本采取什么样的文化训练对于东京合资厂的成功是必须的？4.如果约翰换用一种完全不同的行动方式，能否消除眼前的问题？何种方式？要点概览：1.医药人力资源管理的环境，主要指能够对医药人力资源管理活动产生影响的各种因素的总和。以组织系统为边界，可以划分为内部环境与外部环境。2.医药人力资源管理的外部环境指在组织系统之外能够对医药人力资源管理活动产生影响的各种因素，包括政治因素、经济因素、技术因素、法律因素和社会文化因素等。而组织现有的人力资源状况、组织战略、组织文化、组织结构和组织生命周期等在组织系统之内能够对医药人力资源管理活动产生影响的各种因素构成了医药人力资源管理的内部环境。3.从环境的复杂性和稳定性角度分析，人力资源管理环境分为四种情况：低度不确定性环境、中低不确定性环境、中度不确定性环境和高度不确定性环境。4.影响人力资源管理的政治因素主要包括一个国家或地区的政治环境、政府的方针政策以及政府管理方式等内容，其中政治环境主要指政治局面的稳定性，政府管理方式和政府方针政策的影响从纵向和横向两个角度分析。工会对人力资源管理的影响主要通过两种途径实现，一是影响国家的法律和政策制定；二是通过不同层次的劳资协商和集体谈判的方式影响或者参与组织的人力资源管理政策制定和活动。5.经济体制、经济发展状况以及劳动力市场状况等要素构成影响人力资源管理的经济因素。技术的发展和变革，带动了医药人力资源政策和实践的转变。6.国家法律法规以及地方行政规章对组织人力资源管理的影响主要体现在它的约束和规范作用上，常常强制地对国际化经营的医药组织提出某些人力资源管理的实践方向和要求。中国人力资源法律体系对人力资源管理的作用主要表现在保护、稳定和倡导社会公平等方面。7.社会文化因素对人力资源管理的影响主要体现在民族特征和文化传统及社会责任等方面，它内在地、相对持久地影响着人们的思维方式和行为方式。8.组织战略上主要分析与人力资源管理活动密切相关的基本竞争战略和发展战略。组织结构从机械式组织和有机式组织两类分析各自对人力资源管理的内容、方式的影响。组织文化在很大程度上对医药人力资源管理的思维和决策施加影响。组织生命周期上从初创期、成长期、成熟期和衰退期四个阶段分析各自人力资源管理活动的不同特点。练习题（多项选择题）：1.按照环境的稳定与否，可以划分为（ ）A.静态环境 B.具体环境 C.间接环境 D.动态环境 2. 以下属于人力资源管理外部环境的有（ ）A.政治体制 B.组织的发展阶段 C.法律制度 D.社会价值观念 3.文化对人力资源管理的影响主要有（ ）A.文化对于人的管理方式有着重要的影响；B.文化对人力资源管理实践的适当性产生极大的影响；C.文化还可以影响组织的薪酬制度；D.文化差异还会影响到一个组织的沟通与协调过程。4.下面属于虚拟人力资源管理形式的是（ ）A.人力资源外包 B.员工自助式服务 C.知识管理 D.虚拟实践社团5.通常制约人们士气、创造力、生产效率和目标实现程度的组织气候属于哪种环境类型？（ ）A.组织外部环境 B.组织内部环境 C.物质环境 D.人文环境6.人力资源管理中的某些员工参与性比较强的功能，如培训、日常考核、绩效评估等采取自助式服务，可以（ ）A.避免人力资源部门工作的盲目性和滞后性 B.节约工作成本C.提高了管理效率 D.增加组织利润7.影响人力资源管理的全球化因素有（ ）A.文化 B.教育-人力资本 C.政治-法律制度 D.经济制度8.下面属于人力资源内部环境的有（ ）A.组织的发展战略 B.组织结构 C.组织职能 D.人员状况 E.组织的发展阶段 F.组织的文化原著经典推荐：Scanning the External EnvironmentAt the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.Many factors can influence the supply of labor available to an employer. They include government influences; economic, geographic, and competitive conditions; workforce composition; and work patterns.Government InfluencesA major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.Government trade policies and restrictions can affect HR planning. Under a closed-import policy, foreign firms may establish more American-based manufacturing operations using American labor. An open-import policy, on the other hand, creates an entirely different economic labor environment.Tax legislation at local, state, and federal levels also affects HR planning. Pension provisions and Social Security legislation may change retirement patterns and funding options. Elimination or expansion of tax benefits for job-training expenses might alter some job-training activities associated with workforce expansions. Employee benefits may be affected significantly by tax law changes. Tax credits for employee day care and financial aid for education may affect employer practices in recruiting and retaining workers. In summary, an organization must consider a wide variety of government policies, regulations, and laws when doing HR planning.Economic ConditionsThe general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic conditions. For example, suppose economic conditions lead to a decrease in the unemployment rate. There is a considerable difference between finding qualified applicants in a 3% unemployment market and in a 7% unemployment market.In the 3% unemployment market, significantly fewer qualified applicants are likely to be available for any kind of position. Those who are available may be less employable because they are less educated, less skilled, or unwilling to work. As the unemployment rate rises, the number of qualified people looking for work increases, making it easier to fill jobs.Geographic and Competitive ConcernsEmployers must consider the following geographic and competitive concerns in making HR plans:Net migration into the areaOther employers in the areaEmployee resistance to geographic relocationDirect competitors in the areaImpact of international competition on the areaThe net migration into a particular region is important. For example, in the past decade, the population of U.S. cities in the South, Southwest, and West have grown rapidly and provided a ready source of labor.Other employers in a geographic region can greatly expand or diminish the labor supply. If, for example, a large military facility is closing or moving to another geographic location, a large supply of good civilian labor, previously employed by the military, may be available for a while. In contrast, the opening of a new plant may decrease the supply of potential employees in a labor market for some time.Within the last decade, there has been growing reluctance on the part of many workers, especially those with working spouses, to accept geographic relocation as a precondition of moving up in the organization. This trend has forced organizations to change their employee development policies and practices, as well as their HR plans.Direct competitors are another important external force in staffing. Failure to consider the competitive labor market and to offer pay scales and benefits competitive with those of organizations in the same general industry and geographic location may cost a company dearly in the long run. Underpaying or “under competing” may result in a much lower-quality workforce.Finally, the impact of international competition, as well as numerous other external factors, must be considered as part of environmental scanning. A global competition for labor appears to be developing as global competitors shift jobs and workers around the world.Workforce Composition and Work PatternsChanges in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning. Part-time employees are used in various ways. Working patterns and arrangements are also shifting, and these shifts must be considered during HR planning.ALTERNATIVE WORK SCHEDULES The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employers place of operations, is in transition. Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling. Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning. These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours. Workers also are better able to balance their work and family responsibilities.One type of schedule redesign is flextime, in which employees work a set number of hours per day but vary starting and ending times. The traditional starting and ending times of the 8-hour work shift can vary up to one or more hours at the beginning and end of the normal workday. Flextime allows management to relax some of the traditional “time clock”control of employees. Generally, use of flextime has resulted in higher employee morale and reduced absenteeism and employee turnover. However, some problems must be addressed when flextime is 12 used, particularly if unionized workers are involved.Another way to change work patterns is with the compressed workweek, in which a full weeks work is accomplished in fewer than five days. Compression simply alters the number of hours per day per employee, usually resulting in longer working times each day and a decreased number of days worked per week.ALTERNATIVE WORK ARRANGEMENTS A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.” According to data from governmental statistics for a recent year, over 21 million U.S. workers worked at home for some or all of the time.Telecommuting is the process of going to work via electronic computing and telecommunications equipment. Many U.S. employers have telecommuting employees or are experimenting with them, including such firms as American Express, Travelers Insurance, and J.C. Penney Co. Other types of nontraditional work arrangements have been labeled in various ways.Although