人力资源管理(HRM)英.ppt

McGraw Hill Irwin Copyright 2010byTheMcGraw HillCompanies Inc Allrightsreserved Chapter1 IntroductiontoHumanResourceManagementandtheEnvironment Introduction HRMischargedwithprogramsconcernedwithpeople Gettingeverymanagerinvolved Effectiveuseofpeople Achievingindividual organizationalgoals HRMActivities HRMOrientation Action People Future Global ABriefHistoryofHRM Masons carpenters leatherworkers othercraftspeople EnglishGuilds Changingworkconditionsandsocialpatterns IndustrialRevolution Scientificmanagement welfarework industrialpsychology WorldWars ABriefHistoryofHRM ScientificManagement FrederickTaylor ABriefHistoryofHRM Theworker IndustrialPsychology Individualdifferences Maximumwellbeing ABriefHistoryofHRM Personneldepartmentswerecreatedtodealwith DrasticchangesintechnologyOrganizationalgrowthTheriseofunionsGovernmentinterventionEmployee managementconflict ABriefHistoryofHRM TheHawthornestudies 1924to1933 DeterminetheeffectofilluminationonworkersandoutputPointedouttheimportanceofsocialinteractiononoutputandsatisfactionUntilthe1960s thepersonnelfunctionwasconcernedonlywithblue collaremployeesFiling housekeeping socialworker firefighter diffuserofuniontrouble StrategicImportanceofHRM Today HRMplaysamajorrolein Clarifyingthefirm shumanresourceproblemsDevelopingsolutionsforthemStrategicHRMdiffersfromtraditionalHRMTraditionalarrangements responsibilityformanaginghumanresourceslieswithspecialistsStrategicapproach peoplemanagementrestswithanyonewhoisindirectcontactwithworkersorlinemanagers StrategicImportanceofHRM StrategicImportanceofHRM Foryears HRMwasnotlinkedtocorporateprofitOrganizationsfocusedoncurrentperformanceHRmanagersdidnothaveastrategicperspectiveExecutivescategorizedHRMinatraditionalmannerItwashardtodevelopmetricsforHRMactivitiesRecognizingtheimportanceofpeoplemadeHRMamajorplayerindevelopingstrategicplansHRMstrategiesmustreflecttheorganization sstrategyregardingpeople profit andeffectiveness StrategicImportanceofHRM Assess interpretcostsandbenefitsofHRMissues Userealistic challenging specific andmeaningfulgoalsinplanningmodels KeyConceptstoApply Analyze solveproblemsfromaprofit orientedpointofview PreparereportsonHRMsolutionstoproblems TrainHRstafftoemphasizeimportanceofprofits StrategicImportanceofHRM HRMactions language performance StrategicImportanceofHRM HRMaccountabilityresultedfrom Concernsaboutproductivity Organizationaldownsizingandredesign Increasinglydiverseworkforce Competitiveneedtouseallorganizationalresources StrategicImportanceofHRM HRMandOrganizationalEffectiveness Forafirmtosurviveandprosper reasonablegoalsmustbeachievedin PerformanceLegalcomplianceEmployeesatisfactionAbsenteeismTurnoverTrainingeffectivenessandROIGrievanceratesAccidentrates HRMandOrganizationalEffectiveness MeasureofEffectiveness Reachinggoals Usingemployeesefficiently Influx retentionofgoodemployees Missionandstrategy Companystructure HRM HRMandOrganizationalEffectiveness Thepeoplewhodotheworkandcreatetheideasallowtheorganizationtosurvive HRMandOrganizationalEffectiveness CopingWithChange Growingglobalcompetition Rapidlyexpandingtechnologies Demandforindividual team organizationalcompetencies Fastercycletimes Increasinglegalandcompliancescrutiny Highercustomerexpectations Mechanized routineworknowknowledge based HRMandOrganizationalEffectiveness Employees GoodManagement ProfitabilitygainsHigherstockpricesCompanysurvival ObjectivesoftheHRMFunction Helptheorganizationreachgoals Employworkforceskills abilitiesefficiently Increasesatisfaction self actualization qualityofworklife CommunicateHRMpoliciestoallemployees Maintainethicalpolicies sociallyresponsiblebehavior Managechangetothemutualadvantageofindividuals groups theenterprise andthepublic HRMContributionstoEffectiveness Providetrained motivatedemployees ProvidingTrained MotivatedWorkers Rewardgoodresults Don trewardnon performance Makegoalsclear Measureresultsclearly fairly Providetherightpeopleattherighttime IncreasingJobSatisfaction Thisjobismatchesmyskillsperfectly Thecompanytreatsmeequitably Ifindthisjobveryfulfilling Dissatisfiedworkerscanproduceasmuchassatisfiedworkers buttheyquitandareabsentmoreoften andproducelower qualitywork ObjectivesoftheHRMFunction QualityofWorkLife ObjectivesoftheHRMFunction CommunicatingHRMpoliciestoallemployees HRMpolicies programs andproceduresmustbecommunicatedfullyandeffectivelyTheymustberepresentedtooutsidersTop levelmanagersmustunderstandwhatHRMcanoffer Ethical SociallyResponsibleBehavior ShowbyexamplethatHRMactivitiesarefair truthful honorable Donotdiscriminate Protectthebasicrightsofemployees ApplytoallHRMactivities TrendsandChanges Telecommuting OutsourcingHRM Familymedicalleave Childcare Spouserelocationassistance Payforskills Benefitcost sharing Union managementnegotiation Newlifestyles agingpopulation Urgency FastCycleTimes Newproductsandservices CustomerService Trainingandeducation IncreasedEmphasis ObjectivesoftheHRMFunction Shortercycletimesmeanlesstimeto Train educate andassignmanagersSolvesexualharassmentcomplaintsRecruitandselecttalentedpeopleImprovethefirm simageLearningprovidesaframeworkfordecreasingcycletime LearningFramework Culturethatrewardslearning Emphasisonworkingefficiently quickly KeyLearningAreas Leadershipbehaviors Quicker moreflexibledecisionmaking Empowerment ObjectivesoftheHRMFunction NewTechnology Competition Causesofurgent fastermanagementbehaviors Newopportunities WhoPerformsHRMActivities TwogroupsnormallyperformHRMactivities HRmanager specialistsOperatingmanagersTheeffectivenessofthehumanresourcedeclinesmorequicklythanallotherresourcesAninvestmentinpeopleeffectsorganizationaleffectivenessmorethanmoney materials orequipment HRMActivities Meetings Phonecalls Problemsolving Training OperatingManagers HRMSpecialist Recruiting Selection Compensation HRdepartmentstypicallyfoundincompanieswith200 employees Schedulingwork Outsourcing Downsizing Rapidgrowthordeclineofbusiness Restructuring Globalization Increasedcompetition ContributorstoHRMoutsourcing Outsourcing Someexecutivesassumethatoutsourcingcan ReducecostsImproveflexibilityPermitthehiringofspecializedexpertiseThereislittleempiricalsupportfortheseassumptions InteractionofOperating HRManagers Promotion Transferortermination Workingconditions Discipline HRMSpecialists staff Joint decisionConflict OperatingManagers line Employmentplanning InteractionofOperating HRManagers Rewards Organizationalplanning Laborrelations Employeeauthorityoverjob HRMSpecialists staff DifferentViewpoints OperatingManagers line InteractionofOperating HRManagers Demography Technology Globalization Sweepingbusinesschanges Forcesimpactingroles HRMasCompanyPolice Inflexible Over attentivetodetail InteractionofOperating HRManagers Understandallaspectsofthebusiness Becomestrategicpartnerwithlinemanagers Analyzeeveryactivityandproveitsvalue Seekoutoperatingmanagers Helpmanagersavoidproblems HRspecialistsareencouragedto Beflexibleandopentoideasofothers InteractionofOperating HRManagers Evaluateuse satisfactionamongotherdepartments EducateeveryoneaboutHRMservices Ascertaincompanyneedsforitscompetence HaveHRMstrategicplansbuildonfirm sstrengths HRmustbeproactive integralpartofmanagementandstrategicplanning Developcompetitiveadvantageoverotherfirms DevelopingaCompetitiveAdvantage Thesemustbecomesoimportantandeffectivethateveryunitinthefirmknowstheyareneededforsuccess ThecompensationsystemTrainingopportunitiesDiversitymanagementprograms HRM sPlaceinManagement ToeducateothersabouttheHRimplicationsofdecisions HRexecutivesmustunderstand HRDepartmentOperations AverageHRDept Lessthan150people PersonnelRatio Average 1specialistper100employees Lessforconstruction retailagriculture wholesale services Moreforpublicutilities durablegoodsmanufacturing banking Insurance government HRMStrategy HRMStrategy Organization sinternalstrengths weaknesses Changesintheenvironment Anticipatedactionsofcompetitors ClarifyingMeaningfulHRMObjectives Morespecific Strategy Theplanthatintegratesmajorobjectives Objectives Goalsthatarespecificandmeasurable Policies Decisionmakingguides Procedures rules Specificdirectionsfordecisionmaking Morespecific Morespecific HRMPolicy Apolicyis