人力资源知识_人力资源管理的挑战1

Copyright 2004South Western Allrightsreserved 1 ABriefHistoryofHumanResourceManagement TheCraftSystemMastercraftsmanandapprenticeIndustrialRevolutionMovetofactorysystemandmovetomachinesDivisionoflaborScientificManagementTaylorConductedscientificexperimentstoimproveefficiencyTheoryXHumanRelationsHawthorneexperimentsThe Hawthorneffect ledresearcherstoassociatesocialfactorswithworkTheoryY 2 Copyright 2004South Western Allrightsreserved Copyright 2004South Western Allrightsreserved WorkersinherentlydislikeworkWorkersmustbecoerced controlled directed threatenedwithpunishmenttogetthemtoaccomplishworkobjectivesTalentisnarrowlydistributedWorkerswilldoaslittleworkastheyarerequiredtodoMotivatedbymoneyNeedforformal wellestablishedlinesofauthorityClearlydefinedjobs Workerslikework cooperative friendlyWorkiswidelydistributedthroughouttheworkforceWorkerscanbemotivatedtoworkindependentlyManagerswhoacceptedY wouldnotstructure control orcloselysupervisetheworkenvironmentEncourageself control motivatebyprovidingsatisfyingwork e g challengingwork TheoryX TheoryY DouglasMcGregor sManagementStylesManagerscouldorganize lead control andmotivatepeopleindifferentways NatureofHumanResourceManagement HumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals Allmanagementdecisionsandpracticesthatdirectlyaffectorinfluencepeople planning acquiring retaining controllingturnover developingortraining performanceappraisal compensation safetyandhealth familyandworklife HRMhaswiderangeoffunctionsandareasofresponsibility 4 Copyright 2004South Western Allrightsreserved NatureofHumanResourceManagement WhoIsanHRManager Inthecoursecarryingouttheirduties everyoperatingmanageris inessence anHRmanager HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement 5 Copyright 2004South Western Allrightsreserved TypicalDivisionofHRResponsibilities HRUnitDevelopslegal effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassifications ManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring rejectiondecisions Figure1 1 6 Copyright 2004South Western Allrightsreserved HRManagementCompetenciesandCareers HRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities HRSpecialistApersonwithin depthknowledgeandexpertiseinalimitedareaofHR ImportantHRCapabilities KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertise 7 Copyright 2004South Western Allrightsreserved QualitiesofHumanResourcesManagers ResponsibilitiesAdviceandcounselServicePolicyformulationandimplementationEmployeeadvocacy CompetenciesBusinessmasteryHRmasteryChangemasteryPersonalcredibility 8 Copyright 2004South Western Allrightsreserved HRActivities HRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth Safety andSecurityEmployeeandLabor ManagementRelations 9 Copyright 2004South Western Allrightsreserved HumanResourceCompetencyModel Source ArthurYeung WayneBrockbank andDaveUlrich LowerCost HigherValue HumanResourceFunctioninTransformation ReprintedwithpermissionfromHumanResourcePlanning Vol 17 No 3 1994 Copyright1994byTheHumanResourcePlanningSociety 317MadisonAvenue Suite1509 NewYork NY10017 Phone 212 490 6387 Fax 212 682 6851 Figure1 9 PresentationSlide1 4 BusinessMasteryBusinessacumenCustomerorientationExternalRelations PersonalCredibilityTrustPersonalrelationshipsLivedvaluesCourage 10 Copyright 2004South Western Allrightsreserved HRManagementActivities 11 Copyright 2004South Western Allrightsreserved TraditionalandStrategicViewsofHRM a Personnel TheTraditionalView TheOrganization WhatisStrategicHumanResourceManagement SHRM 12 Copyright 2004South Western Allrightsreserved DevelopingHumanCapital HumanCapitalTheknowledge skills andcapabilitiesofindividualsthathaveeconomicvaluetoanorganization Valuablebecausecapital Isbasedoncompany specificskills Isgainedthroughlong termexperience Canbeexpandedthroughdevelopment 13 Copyright 2004South Western Allrightsreserved 2 Strategy Strategicmanagement setofdecisionsandsubsequentactionsusedtoformulateandimplementstrategiesthatwilloptimizethefitbetweentheorganizationanditsenvironmentinanefforttoachieveorganizationalobjectives Competitiveadvantage whenafirmisimplementingavaluecreatingstrategynotsimultaneouslybeingimplementedbyanycurrentorpotentialcompetitor Sustainedcompetitiveadvantage existsonlyaftereffortstoreplicatethatadvantagehaveceased 14 Copyright 2004South Western Allrightsreserved StrategyCont Strategicplan theoverallblueprintthatdefineshowanorganizationwilldeployitscapitalresources suchasbudgetaryandhumanresources inpursuitofitsgoalsHowdoyoudevelopastrategicplan ArticulatevaluesandmissionstatementSWOTAnalysisEstablishrealisticgoalsandobjectivesbasedontheforegoingstepsFormulateStrategiesImplementStrategies 15 Copyright 2004South Western Allrightsreserved CORPORATESTRATEGY HowcompanieschoosetheirmixturesofdifferentbusinessesContrastswithbusinesslevelstrategyDiversificationrelatedunrelated 16 Copyright 2004South Western Allrightsreserved TypesofBusinessStrategiesCostleadership Afirmpursuingacostleadershipstrategyaggressivelyseeksefficienciesinproductionandusestightcontrolstogainanedgeoncompetitors Differentiationstrategy involvesanattempttosetacompany sproductsorservicesapartfromthoseofitscompetitors 17 Copyright 2004South Western Allrightsreserved LinkageofOrganizationalandHRStrategies Figure2 4 18 Copyright 2004South Western Allrightsreserved TraditionalandStrategicViewsofHRM b HRM TheStrategicView 19 Copyright 2004South Western Allrightsreserved Table2 1TheoreticalPerspectivesonSHRM UniversalisticThereisonebestwaytomanagehumanresources StrategicHRMistheprocessoftransformingtraditionalHRpracticesintoalimitedsetof correct HRproceduresandpolicies StrategicFitStrategicHRMinvolvesmatchingspecificHRpracticestothefirm soverallbusinessstrategy HRasinternalStrategicHRMinvolvesHRprofessionalsprovidingHRserviceproviderservicestobusinessunitswithinthefirm TheHRgoalistoenhancetheeffectivenessandefficiencyoftheoperationsoftheirbusinessunitcustomers PerspectiveDescription WhatisStrategicHumanResourceManagement SHRM Continued 20 Copyright 2004South Western Allrightsreserved Table2 1TheoreticalPerspectivesonSHRM ConfigurationalTherearevariousconfigurationsor bundles ofHRpracticesthatgotogetherand collectively canimprovebusinessperformance Certainbundlesareeffectiveincertainindustriesand orincertainbusinessconditions whereasotherbundlesshouldbeusedinotherindustriesorunderdifferentbusinessCircumstancesResource CompetencySHRMengendersorganizationalsuccessbyenhancingafirm sabilitytoacquire develop use andretainemployeeswithhighcompetencelevelsrelevanttofirmactivities PerspectiveDescription WhatisStrategicHumanResourceManagement SHRM Continued 21 Copyright 2004South Western Allrightsreserved CompetitiveAdvantagethroughPeople CoreCompetenciesIntegratedknowledgesetswithinanorganizationthatdistinguishitfromitscompetitorsanddelivervaluetocustomers Sustainedcompetitiveadvantagethroughpeopleisachievedifthesehumanresources Havevalue Arerareandunavailabletocompetitors Aredifficulttoimitate Areorganizedforsynergy 22 Copyright 2004South Western Allrightsreserved Itinvolvesdesigningandimplementingasetofinternallyconsistentpoliciesandpracticesthatensureafirm shumancapitalcontributetotheachievementofitsbusinessobjectives Thisincludesbothvertical linkingHRMpracticeswithstrategicmanagementprocess andhorizontal theintegrationofthevariousHRMpractices integrationaswell Additionally linkingthepeopleofthefirm intermsoftheirskillsandactions tothestrategicneedsofthefirm SHRMDefined 23 Copyright 2004South Western Allrightsreserved DifferentRolesforHRManagement Figure1 5 24 Copyright 2004South Western Allrightsreserved HRManagementRoles AdministrativeRoleClericalandadministrativesupportoperations e g payrollandbenefitswork EmployeeAdvocateRole Champion foremployeeconcernsEmployeecrisismanagementRespondingtoemployeecomplaintsOperationalRoleIdentificationandimplementationofHRprogramsandpolicies EEO hiring training andotheractivitiesthatsupporttheorganization 25 Copyright 2004South Western Allrightsreserved HowHRSpendsItsTime Figure1 6 Source Adaptedfrom HowMuchTimeShouldYourHRstaffSpendonRecruiting HumanResourcesDepartmentManagementReport June2000 p 6 26 Copyright 2004South Western Allrightsreserved StrategicRoleforHR HRbecomesastrategicbusinesspartnerby FocusingondevelopingHRprogramsthatenhanceorganizationalperformance InvolvingHRinstrategicplanningattheonset Participatingindecisionmakingonmergers acquisitions anddownsizing RedesigningorganizationsandworkprocessesAccountinganddocumentingthefinancialresultsofHRactivities 27 Copyright 2004South Western Allrightsreserved OverviewofHRManagementRoles Figure1 7 28 Copyright 2004South Western Allrightsreserved HRManagementChallenges OrganizationalRestructuring Mergers andAcquisitions Right sizing eliminatingoflayersofmanagement closingfacilities mergingwithotherorganizations andoutplacingworkersIntendedresultsareflatterorganizations increasesinproductivity quality serviceandlowercosts Costsaresurvivormentality lossofemployeeloyalty andturnoverofvaluableemployees HRmanagersmustworktowardensuringculturalcompatibilityinmergers 29 Copyright 2004South Western Allrightsreserved 3 HRManagementChallenges EconomicandTechnologicalChangesShiftinjobsformanufacturingandagriculturetoserviceindustriesandtelecommunications Pressuresofglobalcompetitioncausingfirmstoadaptbyloweringcostsandincreasingproductivity Growthofinformationtechnology Internet 30 Copyright 2004South Western Allrightsreserved JobsoftheFuture Figure1 3 Source U S DepartmentofLabor BureauofLaborStatistics 2001 31 Copyright 2004South Western Allrightsreserved HRManagementChallenges WorkforceAvailabilityandQualityInadequatesupplyofworkerswithneededskillsfor knowledgejobs EducationofworkersinbasicskillsGrowthinContingentWorkforceIncreasesintemporaryworkers independentcontractors leasedemployees andpart timerscausedby NeedforflexibilityinstaffinglevelsIncreaseddifficultyinfiringregularemployees Reducedlegalliabilityfromcontractemployees 32 Copyright 2004South Western Allrightsreserved HRManagementChallenges DemographicsandDiversityIssuesMorediversityofrace gender age andethnicityintheU S workforceBalancingWorkandFamilyDual careercouplesSingle parenthouseholdsDeclineinthe traditionalfamily Workingmothersandfamily childcareSingleemployee backlash againstfamily orientedprograms 33 Copyright 2004South Western Allrightsreserved NewMomsintheWorkforce Figure1 4 Source U S CensusBureau 2000 34 Copyright 2004South Western Allrightsreserved EthicsandHR WhatisEthicalBehavior What ought tobedone Dimensionsofdecisionsaboutethicalissuesinmanagement ExtendedconsequencesMultiplealternativesMixedoutcomesUncertainconsequencesPersonaleffects 35 Copyright 2004South Western Allrightsreserved EthicsandHR cont d RespondingtoEthicalSituationsGuidedbyvaluesandpersonalbehavior codes thatinclude Doesresponsemeetallapplicablelaws regulations andgovernmentcodes Doesresponsecomplywithallorganizationalstandardsofethicalbehavior Doesresponsepassthetestofprofessionalstandardsforethicalbehavior 36 Copyright 2004South Western Allrightsreserved EthicalIssuesinManagement MostCommonFormsofUnethicalConductLyingtosupervisorsEmployeedruguseoralcoholabuseFalsificationofrecordsInternationalEthicalIssuesGiftgivingandbriberyDiscriminationinhiringandtreatmentAddressingEthicalIssuesCodeofethicsTrainingmanagersandemployees 37 Copyright 2004South Western Allrightsreserved CodeofEthics AsamemberoftheSocietyforHumanResourceManagement Ipledgeto Maintainthehigheststandardsofprofessionalandpersonalconduct StriveforpersonalgrowthinthefieldofHRM SupporttheSociety sgoalsandobjectivesfordevelopingthehumanresourcemanagementprofession Encouragemyemployertomakethefairandequitabletreatmentofallemployeesaprimaryconcern Strivetomakemyemployerprofitablebothinmonetarytermsandthroughthesupportandencouragementofeffectiveemploymentpractices 38 Copyright 2004South Western Allrightsreserved CodeofEthicsCont Instillinemployeesandthepublicasenseofconfidenceabouttheconductandintentionsofmyemployer Maintainloyaltytomyemployerandpursueitsobjectivesinwaysthatareconsistentwiththepublicinterest Upholdalllawsandregulationsrelatingtomyemployer sactivities Refrainfromusingmyofficialpositions eitherregularorvolunteer tosecurespecialprivilege gainorbenefitformyself Maintaintheconfidentialityofprivilegedinformation Improvepublicunderstandingoftheroleofhumanresourcemanagement 39 Copyright 2004South Western Allrightsreserved OverallFrameworkforHumanResourceManagement PresentationSlide1 1 COMPETITIVECHALLENGESGlobalizationTechnologyManagingchangeHumancapitalResponsivenessCostcontainment HUMANRESOURCESPlanningRecruitmentStaffingJobdesignTraining developmentAppraisalCommunicationsCompensationBenefitsLaborrelations EMPLOYEECONCERNSBackgrounddiversityAgedistributionGenderissuesEducationallevelsEmployeerightsPrivacyissuesWorkattitudesFamilyconcerns Figure1 1 40 Copyright 2004South Western Allrightsreserved CompetitiveChallengesandHumanResourcesManagement Themostpressingcompetitiveissuesfacingfirms GoingglobalEmbracingtechnologyManagingchangeDevelopinghumancapitalRespondingtothemarketContainingcosts 41 Copyright 2004South Western Allrightsreserved GoingGlobal GlobalizationThetrendtowardopeningupforeignmarketstointernationaltradeandinvestment ImpactofGlobalizationPartnershipswithforeignfirms Anything anywhere anytime marketsLowertradeandtariffbarriersNAFTA EU APECtradeagreementsWTOandGATT 42 Copyright 2004South Western Allrightsreserved GoingGlobal cont d ImpactonHRMDifferentgeographies cultures laws andbusinesspracticesIssues Identifyingcapableexpatriatemanagers Developingforeigncultureandworkpracticetrainingprograms Adjustingcompensationplansforoverseaswork 43 Copyright 2004South Western Allrightsreserved EmbracingNewTechnology KnowledgeWorkersWorkerswhoseresponsibilitiesextendbeyondthephysicalexecutionofworktoincludeplanning decisionmaking andproblemsolving TheSpreadofE commerceTheRiseofVirtualWorkers 44 Copyright 2004South Western Allrightsreserved InfluenceofTechnologyinHRM HumanResourcesInformationSystem HRIS Computerizedsystemthatprovidescurrentandaccuratedataforpurposesofcontrolanddecisionmaking Benefits Storeandretrieveoflargequantitiesofdata Combineandreconfiguredatatocreatenewinformation Institutionalizationoforganizationalknowledge Easiercommunications Loweradministrativecosts increaseproductivityandresponsetimes 45 Copyright 2004South Western Allrightsreserved HumanResourceInformationSystems Humanresourceinformationsystems HRIS Anintegratedsystemofhardware software anddatabasesdesignedtoprovideinformationusedinHRdecisionmaking BenefitsofHRISAdministrativeandoperationalefficiencyincompilingHRdataAvailabilityofdataforeffectiveHRstrategicplanningUsesofHRISAutomationofpayrollandbenefitactivitiesEEO affirmativeactiontracking 46 Copyright 2004South Western Allrightsreserved MajorUsesForHRInformationSystems Source HRandTechnologySurvey Deloitte ToucheandLawsonSoftware 1998 HRM1 47 Copyright 2004South Western Allrightsreserved UsesofanHRInformationSystem HRIS Figure2 12 48 Copyright 2004South Western Allrightsreserved ImpactofITonHRM TransformationalImpact OperationalImpact RelationalImpact HRM 49 Copyright 2004South Western Allrightsreserved DesigningandImplementinganHRIS HRISDesignIssuesWhatinformationavailableandwhatisinformationneeded Towhatuseswilltheinformationbeput Whatoutputformatcompatibilitywithothersystemsisrequired Whowillbeallowedtoaccesstotheinformation Whenandhowoftenwilltheinformationbeneeded 50 Copyright 2004South Western Allrightsreserved AccessingtheHRIS IntranetAnorganizational internal networkthatoperatesovertheInternet ExtranetAnInternet linkednetworkthatallowsemployeesaccesstoinformationprovidedbyexternalentities Web basedHRISUsesBulletinboardsDataaccessEmployeeself serviceExtendedlinkage 51 Copyright 2004South Western Allrightsreserved AGuideToInternetSites AmericanManagementAssociation http www amanet org start htm AMAmembership programs training etc SocietyforHumanResourceManagement http www shrm org Currentevents information connections articles HRProfessional sGatewaytotheInternet LinkstoHR relatedwebpages TrainingandDevelopmentHomepage Jobmart traininglinks T Delectronicmailinglistlinks HRM2 52 Copyright 2004South Western Allrightsreserved AGuideToInternetSites cont d FedWorld http www fedworld gov Agatewaytomanygovernmentwebsites U S DepartmentofLabor http www dol gov Jobbank laborstatistics pressreleases grants contractinformation OccupationalSafetyandHealthResources OSHA relatedsites governmentpages resources etc AFL CIO http www aflcio org home htm Unionnews issuepapers pressreleases linkstolaborsites HRM2 53 Copyright 2004South Western Allrightsreserved HRMITInvestmentFactors InitialcostsandannualmaintenancecostsFitofsoftwarepackagestotheemployeebaseAbilitytoupgradeIncreasedefficiencyandtimesavingsCompatibilitywithcurrentsystems User friendlinessAvailabilityoftechnicalsupportNeedsforcustomizingTimerequiredtoimplementTrainingtimerequiredforHRandpayroll 54 Copyright 2004South Western Allrightsreserved ManagingChange TypesofChangeReactivechangeChangethatoccursafterexternalforceshavealreadyaffectedperformanceProactivechangeChangeinitiatedtotakeadvantageoftargetedopportunitiesFormalchangemanagementprogramshelptokeepemployeesfocusedonthesuccessofthebusiness 55 Copyright 2004South Western Allrightsreserved ManagingChange WhyChangeEffortsFail Notestablishingasenseofurgency Notcreatingapowerfulcoalitiontoguidetheeffort Lackingleaderswhohaveavision Lackingleaderswhocommunicatethevision Notremovingobstaclestothenewvision Notsystematically