人力资源管理9-17(第二章添加部分内容).doc

Chapter 1Strategic Human Resource Management and Planning(战略性人力资源管理和规划)What is strategic human resource management? 1.1HR Management ChallengesEconomic and Technological Change Occupational ShiftsWorkforce Availability And QualityDemographics And DiversityBalancing Work And FamilyOrganizational RestructuringEliminating layers of managers Closing facilitiesMerging with other organizationsOutplacing workers1.2HR Management Activities(Figure 1-1 Management activities )l HR Planning and Analysisl Equal Employment Opportunityl Staffingl HR Developmentl Compensation and Benefitsl Health, Safety, and Securityl Employee and Labor-Management Relations1.3Nature of HR Managementl HR as Employee Advocatel Roles of HR Management(Figure 1-2 HR Management Rolesl Ethics and HR Managementl HR Management Competencies and Careers1.4Organizational Strategies and HR Planning (FIRGURE 1-3 HR Planning Process) l Scanning the External EnvironmentGovernment influencesEconomic conditionsGeographic and competitive concernsWorkforce composition and work patternsl Internal Assessment of Organizational Workforce The Balance Between Jobs needed to be done and Skills of people available to do the jobsOrganizational Capabilities Inventoryl Human Resource Information SystemsAn HRIS and the internetEnsuring security and privacyl Forecasting1.5Managing a Human Resource Surplus Workforce Reductions and the WARN ActThe Worker Adjustment And Retraining Notification (WARN) Downsizing: reducing the size of an organizational workforce. “Rightsizing”.Consequences of downsizingManaging survivors of downsizingAttrition and hiring freezesEarly retirement buyoutsLayoffsOutplacement servicesStrategic Management Tools? FIRGURE 1-1 Management Activities Environment Organization HR Activities Goals 表1-2 人力资源管理的角色 Figure 1-2 HR Management Roles 行政的administrative 运营的operational 战略的strategic着重于focus管理过程与记录administrative processing and record keeping营运的支持operational support组织范围的，全球的organization-wide, global时间timing短期（不超过一年）short term (less than 1 year)中期（1到2年）intermediate term (1-2 years)长期（2到5年）longer term (2-5 years)典型活动typical activitiesl 管理员工的福利administering employee benefitsl 对新员工情况简介conducting new employee orientationsl 说明人力资源政策与程序interpreting HR polices and proceduresl 准备公平就业的报告preparing equal employment reportsl 对薪酬项目的管理managing compensation programsl 为空缺职位招聘、选择员工recruiting and selecting for current openingsl 实行安全培训conducting safety trainingl 处理员工投诉问题resolving employee complaintsl 劳动力趋势、问题评估assessing workforce trends and issuesl 参与社区劳动力发展规划engaging in community workforce development planningl 组织重构与缩员进行协助assisting in organizational restructuring and downsizingl 对合并与收购提供建议advising on mergers or acquisitionsl 规划薪酬战略planning compensation strategiesFIRGURE 1-3 HR Planning Process 图1-3 人力资源规划过程组织目标与战略organizational objectives and strategies对外部环境的审视Scan external environment for changes affecting labor supply对内部的人力资源能力清单的分析analyze internal inventory of HR capabilities预测forecasting组织对人员的需要Organizational need for people对可用人员的调查Survey of people available组织人力资源战略与规划HR strategies and plansChapter 2 Organizational Performance and Global Effectiveness(组织绩效及全球效能)2.1 Organizational And Global ProductivityGlobal Competitiveness And Productivity High Productivity Leads To Higher Standards Of Living.Increase The National Wage Levels Without In National Productivity Lead To InflationLower Rates Of Productivity Make For Higher Labor Costs Which Lead To Less Competitive.Organizations and ProductivityProductivity Ultimately Affects Profitability And Competitiveness In A For-Profit Organization And Total Costs In A Not-For-Profit Organization.Productivity Is The Value Of An Organization.Increasing ProductivityOutsourcing Making Workers More Efficient With Capital EquipmentReplacing Workers With EquipmentHelping Workers Work BetterRedesigning The Work Quality And ProductivityQuality of production must be considered part of productivity.W. Edwards Deming: “Getting The Job Done Right The First Time Is Important To Quality Production.”ServiceDelivering high-quality customer service is another important outcome that affects Organizational competitive performance.Including product design, interaction with customers and so on.Service excellence is difficult to define2.2 Individual / Organizational RelationshipsLoyalty and length of service with one company ( individual / organizational relationship )Factors of changing:l Mergers and acquisitionsl Self-employment and contingent workl Outsourcing jobsl Loss of employment securityl Less management job tenurel Altered psychological contractsPsychological contract: The unwritten expectations that employees and employers have about the nature of their work relationships.Expectations for improving loyaltyEmployers provide： l Competitive compensationl benefits tailored to the workforcel flexibility to balance work and home lifeEmployees contribute : l Continuous performance improvement l reasonable tenure with the organizationl Extra effort when neededFigure 2-1 Model Of Individual / Organizational Performance2.3 Productivity And Job DesignConsequences Of Job DesignEmployee Satisfaction , Health .ReengineeringReengineering ProcessTeams And JobMake Jobs More MeaningfulTake AdvantageThe Self-Directed Work TeamAdvantages And Disadvantages Of Team JobsAdvantage: .Disadvantage: .（详情请点击）2.4 Job Satisfaction And Organizational Commitment (OC)l Job Satisfaction : a positive emotional state resulting from evaluating ones job experiences.l Job dissatisfaction:l The relationship between productivity and job satisfaction is not entirely clear.l Job satisfaction has impact on OC.l OC: the degree to which employees believe in and accept organizational goals and want to remain with the organization.l OC is specifically reflected in employee absenteeism and turnover.l OC affects the goals of productivity, quality, and service.AbsenteeismCategoriesVoluntary：avoidableInvoluntary: unavoidableAbsenteeism control optionsDisciplinePositive reinforcementA combination of bothPTO (a paid time off): vacation time, holidays, sick leave for each employee are combined into a PTO account. Employees use days from their accounts at their discretion for illness, personal time, or vacation. If employees run out of days in their accounts, then they are not paid for any additional days missed.Turnover： Occurs when employees leave an organization and have to be replaced. Excessive turnover can be a very costly problem, with a major impact on productivity. So organizations must take steps to control excessive turnover, particularly that caused by organizational factors.Voluntary (By Choice): lack of challenge, better opportunity elsewhere, pay, supervision, geographic relocation, and pressure.Involuntary (Fired)Not all turnovers are negative: some workforce losses are desirable, especially if the workers leaving are lower-performing, less reliable individuals.The Way To Control ( 7 Methods )l Good recruiting: use realistic job previews and avoid hiring employees who have a high probability of leaving;l Good initial employee orientation;l Competitive compensation;l Promotion from within;l Good supervision;l Adequate training;l Consistent HR policies.2.5 Assessing HR EffectivenessSome examples of data from records can include the following: l HR expense per employee;l Compensation as a percent of expense;l HR department expense as a percent of total expenses;l Turnover rate;l Absence rate.HR audits：assess HR effectivenessEvaluate How well HR activities have been performed, so that management can identify what needs to be improved.Employee attitude surveysFocuses on employees feelings and beliefs about their jobs. To allow employees to air their views about their jobs, their supervisors, their co-workers, and organizational policies and practices.Can be starting points for improving job satisfaction.Some employers conduct attitude surveys on a regularly scheduled bases (such as every year), while others do so intermittently.Exit InterviewsThose who are leaving the organization are asked to identify the reasons for their departure.HR specialists rather than supervisors usually conduct exit interviews.Issues to be examined: reasons for leave, pay, supervision, training, and the best-liked and least-liked aspects of the job.HR Performance And BenchmarkingA standard is a model or measure against which something is compared to determine its performance.Benchmarking: compares specific measures of performance against data on those measures in other “best practices” organizations.l Total compensation as a percentage of net income before taxes;l Percentage of management positions filled internally;l Dollar sales per employee;l Benefits as a percentage of payroll cost.A useful way to analyze HR involves calculating ratios. Figure 2-2 HR ratios and measure of assessment2.6 Global Human Resource ManagementDifferent Cultures, Economies, And Legal Systems Presents Some Challenges To HRM.FIRGURE 2-3 Considerations Affecting Global HR Management Legal And Political FactorsStable / turbulent political system, Economic Factorsl Different countries have different economic systems.l The cost of living is a major economic consideration for global corporations.Cultural Factorsl culture is the total accumulation of beliefs、customs、values、behaviors、institutions and communication patterns that are shared, learned and passed down through the generations in an identifiable group of people .l Getting individuals from different ethnic or tribal backgrounds to work together may be difficult in some parts of the world.2.7 Types Of Global Organizations.Three Stages To Broaden Out Into The World:Importing And ExportingHR activities are not affected except for travel policies for those going abroad.Multinational EnterprisesAs the MNE expands, it hires workers from the countries in which it has operations, but key management positions in the foreign operations are filled with employees from the home country of the corporation, HR practices for employees sent from corporate headquarters must be developed so that these employees and their dependents may continue their economic lifestyles while stationed outside the home country.Global OrganizationsGlobal HR policies and activities are developed, but decentralization of decision making to subsidiary units and operations in other countries is necessary in order for country-specific adjustments to be made.2.8 International Staffing And Training: 军人、服刑犯、外交人员，远离权力核心圈的部门与人员：职业生涯（成长）压力、融合难（主流语言、文化、思维、生活方式）Types Of International EmployeesExpatriateHost-Country NationalThird-Country NationalSelection For International Assignments:Cultural adjustmentHost-country languageThe preferences and attitudes of spouses and other family members (spouses career, schooling of children)International Training And DevelopmentFIGURE 2-4 International Training and Development Predeparture orientation and trainingLanguageCultureHistoryLiving conditionsContinuing employee training and developmentBroadened skillsCareer planningDevelopment programsrepatriation Reverse culture shockAcceptance of returnee2.9 International Compensation And Other ActivitiesInternational compensationBalance-Sheet Approach: a compensation package that equalizes cost differences between the international assignment and the same assignment in the home country of the individual or the corporation.Tax Equalization Plan: the company adjusts an employees base income downward by the amount of estimated U.S. tax to be paid for the year. Thus, the employee pays only the foreign-country tax.International security and terrorismU.S. citizens are especially vulnerable to extortions, kidnapping, bombing, physical harassment.Nevertheless, individual employees and their families living abroad must constantly be aware of security issues.Global Labor Management Relations: The UnionThe strength and nature of unions differ from country to country.Co-determination: in European countries, it is required that firms have union worker representatives on their boards of directions.Figure 2-1 model of individual / organizational performanceProductivity HR EFFECTIVENESSJob Satisfaction/DissatisfactionOrganizational CommitmentThe IndividualAbilityMotivationSupportQuality The JobDesignIndividual vs. TeamJob ElementsService Figure 2-2 HR ratios and measure of assessmentHR FUNCTIONUSEFUL RATIOSSelectionLong-term vacanciesTotal jobsVacancies filled internallyTotal vacanciesTime to fill vacancyTotal vacanciesOffers acceptedOffers extendedTrainingNumber of days trainingNumber of employeesTotal training budgetTotal vacanciesCompensationTotal compensation costsTotal revenueBasic salary costTotal compensation costEmployee relationsResignationsTotal employees per yearLength of serviceTotal employeesAbsencesDays worked per monthTotal managersTotal employeesOverall HRPart-time employeesTotal employeesHR professionalsTotal employeesFIRGURE 2-3 Considerations Affecting Global HR ManagementPOLITICAL ECONOMICLEGAL CULTURAL FIGURE 2-4 International Training and DevelopmentINTERNATIONAL TRAINING AND DEVELOPMENTPredeparture Orientation and Trainingl Languagel Culturel Historyl Living ConditionsContinuing Employee Training/Developmentl Broadened Skills l Career Planningl Development ProgramsRepatriation Training and Developmentl Reverse Culture Shock l Acceptance of Returnee案例： 物流外包 团队工作：西游记 决算表平衡法 税负平衡计划Chapter 3Equal Employment Opportunity 3.1DIVERSITY Figure 3-1 Dimensions of Diversityl Women in the workforce l Racial and ethnic diversity in the workforce l Aging of the workforce l Individuals with disabilities in the workforce l Individuals with differing sexual orientations in the workforce 3.2MANAGING DIVERSITY Figure 3-2 Major Components of Successful Diversity Management3.3EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION l Affirmative action l Reverse discrimination l Civil rights acts of 1964 and 1991 l Enforcement agencies l Interpretations of EEO laws and regulations l EEO compliance l Pre -employment versus after-hire inquiries l Who must have an affirmative action plan 3.4UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURES l “No-disparate-impact “ approach l Job-related validation approach 3.5GENDER DISCRIMINATION AND SEXUAL HARASSMENT Sexual harassment Reasonable care Pregnancy discrimination Equal pay and pay equity The “glass ceiling “ 3.6AGE DISCRIMINATION 3.7AMERICANS WITH DISABILITIES ACT (ADA) Essential job functions Reasonable accommodation Undue hardship3.8OTHERS BASES OF DISCRIMINATION Immigration reform and control act (IRCA) Religious discrimination Sexual orientation Veterans employment rights Military employment rights IN CHINA?Figure 3-1 Dimensions of Diversity Race/EthnicityAgeGender DIVERSITYSexual orientationPhysical Disabilities al Disabilities Figure 3-2 Major Components of Successful Diversity Management Incorporate Diversity Training in managementSeparate Managing Diversity From Affirmative Action Form a Diversity Committee SUCCESSFUL DIVERSITY MANAGEMENT Establish Informal Mentoring SystemsEmphasize Diversity in Succession and Promotion Establish Management Accountability for Diversity Chapter 4Job Analysis (工作分析) 4.1 Nature of job analysisInformation that can be helpful in making the distinctiona. Work activities and behaviors;b. Interactions with others;c. Performance standards;d. Financial and budgeting impact;e. Machines and equipment used;f. Working conditions;g. Supervision given and received;Knowledge, skills, and abilities needed.Job and positionA job is a grouping of tasks, duties, and responsibilities;A position is a job operated by one person;Thus, if there are two people operating word processing equipment, there are two positions (one for each person) but just one job (word processing operator)Work analysisA systematic way to gather and analyze information about the content and human requirement of job, and the context in which jobs are performed.Task-based analysisAnalyzing jobs based upon what is done on the job focuses on the tasks, duties, and responsibilities performed in a job. Task, duty, and responsibilities.Competency approach to job analysis There is a growing interest in focusing on the competencies that individuals need in order to perform jobs, rather than on the tasks, duties, and responsibilities composing a job. This shift emphasizes that it is the capabilities that people have that truly influence organizational performance. Competencies are basic characteristics that can be linked to enhanced performance by individuals or teams of individuals. Knowledge, skills, and abilities. Examples of the competen