国外著名HR咨询公司HRM培训.ppt

HumanResourceManagementPART1 中国培训师大联盟www china PersonnelManagementtoHumanResourceManagement RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980 sintheUSAUKfollowedquicklyConceptis astrategicapproachtoacquiring developing managingandgainingthecommitmentoftheorganisationskeyresource thepeoplewhoworkforit Armstrong1991 FeaturesofHRM ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit integrationwithbusinessstrategyCommitmentorientedTwoperspectives hard and soft Involvesstrongculturesandvalues PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill competenceorperformance FeaturesofHRM Fombrum TichyandDevannaModel1984 Selection Performance Appraisal HRD Reward WarwickModelofHRM BusinessStrategyContext InnerContext HRMContent HRMContext OUTERCONTEXT WarwickModel contentoftheboxes Outercontext socio economic technical politico legal competitiveInnercontext culture structure politico leadership task technology businessoutputsBusinessstrategycontext objectives productmarket strategyandtacticsHRMcontext role definition organisation HRoutputsHRMcontent HRflows worksystems rewardsystems employeerelations TheHarvardModel StakeholderIssues WorkforcecharacteristicsBusinessstrategy conditionsManagementphilosophyUnionsTasktechnologyLaws societalvalues StakeholderInterests ShareholdersManagementEmployeeGroupsGovernmentCommunityUnions HRMPolicy ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflows HROutcomes CommitmentCongruenceCompetenceCosteffectiveness LTconsequences IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing GuestModel DefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration HRMintostrategicplans inlinedecisions withinHRpoliciesHighcommitment strongidentificationwithcompanyHighquality includingmanagementofpeopleFlexibility functional adaptablestructures capabilitytoinnovate SoftHRM StresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement HardHRM PeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement Competence BasedHRM Definitions Theskills knowledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits motives skills characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982 Ukv USdefinitions US inputoriented whattheindividualbringstothejobUK outputoriented theskills attitudesandknowledge expressedinbehavioursforeffectivejobperformanceOneorboth LevelsofInfluence StrategicFunctionalSystemsIndividual ImplicationsatStrategicLevel TheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate ImplicationsfortheHumanResourceFunction DevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms ImplicationsforHumanResourceSystems Verticalintegration linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems RecruitmentandSelection BasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal interpersonalcompetencies DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformance RecruitmentandSelection Appraisal SetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired e gstandardperformance abovestandard excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds Canprovideforumfortheidentificationofnew changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussion Appraisal Development ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess Development Reward PromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority Canassistinaddressingthetechnical managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh face validityand feltfair perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategy Reward Integration Vertical integrationwithcorporatestrategyHorizontal theinternalintegrationofthecomponentsofanHRstrategyIntra gration theintegrationofthepartsofacomponentofHRstrategye grewardstrategy basepay variablepayandbenefitsallsupporteachother CurrentHRMIssues Debates RespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfit HRMandCorporateStrategy Strategy DiversityofviewpointsTwodimensionsofagreementDegreeofplanning deliberate emergentOutcomes profitmaximisation rangeofoutcomes plural Fourkeyapproaches Whittington ApproachestoStrategy Outcomes Profitmaximising Plural Deliberate Emergent Classical Evolutionary Systemic Processual Processes Classical RationalEconomicMan ApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong termExplicitgoalscascadeddowntheorganisation ClassicalandHRM HRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique productofitstime looksna veintoday sturbulentandglobalenvironment stillpursuedinsomesectorswithlongtimehorizons Evolutionary NaturalSelection EmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment Evolutionary lawofthejungle HRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique marketsmoreregulatedthanjungle bygovernment law internationalagreementsConceptofflexibilityimportant Processual lifeismessy ConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption sufficingOrganisationsascoalitions consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange sparecapacityasbufferStrategyacomfortingritual ProcessualandHRM HRpoliciesevolvingandreactiveSoftHRMOD bestpracticeanddevelopmentofinternalcompetenciesimportantCritique lacksvision maynotbeabletorespondquicklyenoughtothreats Systemic sociallygrounded Manmakesdecisionsbasedonsocialfactorsnoteconomic SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups interests resourcesandmicro politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture family gender socialgroupsStrategymustbesensitivetothese SystemicandHR HRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique focusesondifferenceattheexpenseofsimilarityandcross culturalinfluences Resource BasedTheoryoftheFirm PlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam fosteringcreativityandinnovation facilitatethelearningprocess EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymaking Resource BasedTheoryoftheFirm Resource BasedTheory HRM BasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning co operationandinnovationfacilitatedbybundlesofHRstrategies DefiningStrategicCoreCompetencies INTEGRATEDbundleofindividualskills5 15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge anactivityCorecompetence deliversafundamentalcustomerbenefit isnoteasilyimitatedbycompetitors providesagatewaytonewmarketsContributestostrategyas asasourceofcompetitiveadvantage viaalongerlifespanthatasingleproduct exercisedacrosstherangeoforganisationalactivities DefiningStrategicCoreCompetencies RoleofHRinManagingCoreCompetencies Identifyingcorecompetencies linkingthemtoindividualsBuildingcorecompetencies learningandcrossdisciplinecommunication RoleofHRinManagingCoreCompetencies Utilisingcorecompetencies developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies retentionstrategies protectionduringmajorchange identifyingownersofcorecompetence COMPARATIVEHUMANRESOURCEMANAGEMENT Definitions howthingsaredonearoundhere Drennan 1992 Organisationalculturereferstothepatternofbeliefs valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation shistory andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers Brown 1995 OrganisationalCulture Definitions Thepatternofbeliefsandassumptionssharedbytheorganisationsmembers thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintime LevelsofCulture Culturecanbeconceivedas societalornationalculture corporateculture homogenousorheterogeneoussubculturesTurner 1971 definedindustrialsub cultureby distinctivesetofsharedmeanings useofsymbolsandrituals socialisationsandnorms attemptstomanipulateculture Aspectsofculture ArtifactsLanguage jokes jargon storiesBehaviourpatterns rituals ceremonies celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs valuesandattitudesSymbols Modelsofculture Artifacts Beliefs values attitudes Basicassumptions Mostsuperficialmanifestationsofculture DeepestlevelofcultureSchein 1985 OrganisationalCulture ArtifactsartVisiblebehavioursaudiblebehaviours Values Basicassumptions HumannatureHumanactivityRelationshipsPerceivedrealityEnvironment Visiblebutnotoftendecipherable What oughttobe norm based TakenforgrantedInvisiblePre conscious CommonOrganisationStories Canemployeesbreaktherules Isthebigbosshuman Canthelittlepersonrisetothetop WillIgetfired Howwillthebossreacttomistakes WilltheorganisationhelpmewhenIhavetomove Howwilltheorganisationdealwithobstacles CULTURE Socialisation learning pre arrival preconception metamorphosis absorb security commitment productivity encounter provisional H B2002 OrganisationalCultureandtheLifeCycleoftheFirm Phase1 BirthandEarlyGrowthPurpose fostercohesionduringgrowthNeedforchange economicorsuccessionStrategies naturalevolution self guidedevolution Managedevolution managedevolutionviaoutsiders OrganisationalCultureandtheLifeCycleoftheFirm Phase2 Organisationalmid lifePurpose culturedeeplyembedded maydevelopsub culturesStrategies plannedchangeandOD technologicalseduction scandal explosionofmyths incrementalism OrganisationalCultureandtheLifeCycleoftheFirm Phase3 organisationalmaturityPurpose sourceofpride resistantStrategies coercivepersuasion turnaround recognition destruction re birth Cultureinorganisations Handy Harrison POWER ZEUS PERSON DIONYSUS TASK ATHENA ROLE APOLLO Communication HallModel ArabUKChinaGermany HighcontextLowcontextSocialtrustfirstBusinessfirstValuepersonalValueexpertiserelationships goodwill performanceAgreementbytrustLegalcontractNegotiationslow ritualNegotiationefficient Hofstede sModel IndividualismHighpowerdistanceMasculinityHighuncertaintyavoidanceShorttermism CollectivismLowpowerdistanceFemininityLowuncertaintyavoidanceLongtermism HRMandCultureChange LayersofCulture Artefacts physicalobjects behaviourandprocessesEspousedvalues thoseappearingpubliclyinmissionstatement policiesUnderlyingassumptions rarelyarticulated mayconflictwithespousedvaluesandeachother CultureChange Whychange Environmentchanges Business mergers technology marketGovernment laws H S diversity Demographic changesinthehumanresourcesavailable TheNatureofChange ExternallyimposedTransformationalGlobalHostileLargescaleLongtermStrategic InternallyimposedIncrementalLocalPositiveSmallscaleUrgentOperational IntroducingCultureChange CanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosingstrategy scale incrementalorradical Locus organisation unit department nature cognitiveandbehavioural timescale PrinciplesofCultureChange ValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeans SeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbe PrinciplesofCultureChange MultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsuming PrinciplesofCultureChange ApproachestoCultureChange Bate STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture Leadingto PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough peakexperience workshops INDIVIDUALDEVELOPM TLEADERSHIPDEVELOPMENTACTION STUDYTASKFORCEWORKTEAMCULTURES STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas LeadershipmodellingWorkteamsInformation communicationPerformancerewardOrganisationalstructuresTraining developmentFirstlinesupervisionResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKING ApproachestoCultureChange Bate STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess ApproachestoCultureChange Bate WhyPeopleResistCultureChange SelectiveperceptionHabitSecurityEconomicStatusandesteem Multi culturalOrganisations AculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter groupconflictduetoproactivemanagementofdiversity ChangingCulture Culture Exitthosewhorejectnewculture Enter socialisenewstaff communication behaviourchange ExaminingandJustifyingBehaviourchange interventionpoint BusinessProcessRe engineering STRATEGYSYSTEMSTECHNOLOGYPEOPLE Inputs Outputs Environment RationalPlanningApproach Feedback Environmentaldevelopmentloop Probleminitialised Definetheproblem Evaluationphase Implementsolution Monitor evaluate Socio TechnicalApproaches CoreJobCriticalPersonalandDimensionsPsychologicalWorkStatesOutcomeSkillvarietyExperiencedHighTaskidentitymeaningfulnessintrinsicTasksignificanceatworkmotivationAutonomyExperiencedHighjobResponsibilitysatisfactionforworkFeedbackKnowledgeoflowlabourresultsofworkt oandabsence OrganisationalDevelopmentApproach FormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom attitudes perceptions values emotions aboutformalstructuresandpeopleNormativebehaviour communications informalinstructions abouttacticaloperationsoforganisation HRLeverageinChange TheAcquisitionofHumanResources RecruitmentandSelection Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation Armstrong1995Therecruitmentandselectionprocess definingrequirements attractingcandidates recruitment selectingcandidates selection makingthedecision DefinitionofRecruitment Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds DowlingandSchuler1990Recruitment theprocessesusedtoattractapplicationsSelection theprocessesusedtoidentifythemostsuitablecandidate JobAnalysis Theprocessofcollecting analysing andsettingoutinformationaboutthejob Armstrong1992MethodsofJobAnalysis refertoexistingjobdescription interview selfanalysis questionnaire checklist criticalincidenttechnique repertorygrid WritingJobDescriptions Includebasicdetails title locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs toissueetcBepreciseAvoidvagueandmisleadingwords ExampleofaJobDescription JobTitle PersonnelAssistantDepartment HumanResourcesSummary ResponsibleforrecruitmentandotherHumanResourcesactivityDuties ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontr