三、过程型激励理论MAJOR PROCESS THEORIES.doc

宝鸡文理学院人力资源管理Human Resource Management 教学单位： 经 济 管 理 系 教师姓名： 王 静 华 教学对象： 人力资源管理2005级 教学时间：20082009学年第一学期课程说明课时安排 4课时/周20周80课时教学目的 通过教学，使学生掌握完整的人力资源管理理论体系，了解人力资源管理的各项工作职能，为今后专业课的学习打好基础，并适当培养学生的实践能力。教学重点 人力资源管理的职能：工作分析(job analysis)、人力资源规划(human resource planning)、招聘录用(recruitment and employment)、培训开发(training and development)、绩效管理(performance management)、薪酬管理(compensation management)教学难点 本门课程比较抽象，学生对人力资源管理的实践工作几乎完全不了解。如何将课本上枯燥的知识点能讲授成易于让学生掌握并且有兴趣继续在专业课程中探寻下去的能力储备，是课程的教学难点。教学方法 双语教学、多媒体辅助教学、案例分析与讨论相结合教材选择 1人力资源管理概论，董克用、叶向峰编著，中国人民大学出版社2003年版2Human Resource Management（Ninth Edition）Gary Dessler,2005教学参考1 人力资源管理第7版，【美】劳埃德拜厄斯、莱斯利鲁著，李业昆译. 北京：人民邮电出版社，20052 Human Resource Management【A】Lloyd L.Byars ,Leslie W. Rue. Posts & Telecom Press , 20053 Managing Human Resource, AmericanGeorgeBohlander, ScottSnell. Thirteen Edition, DaLian：Dongbei University of Finance & Economics Press, 20034 人力资源管理（第9版）【美】加里德斯勒（Gary Dessler）（佛罗里达大学）,吴雯芳，刘昕译，北京：中国人民出版社，20055 人力资源管理基础【美】雷蒙德A诺伊（Raymond A. Noe）,雷丽华译，北京：中国人民大学出版社，20056 人力资源管理第9版，【美】约翰M伊万切维奇（John M. Ivancevich）（休斯顿大学）,【中】赵曙明（南京大学）著，北京：机械工业出版社，20057 人力资源管理高等院校应用型特色规划教材廖三余主编，北京：清华大学出版社20068 人力资源管理实务徐光华等编著，北京：清华大学、北京交通大学联合出版，20059 人力资源总监张文贤著，上海：复旦大学出版社，2005绪论IntroductionI the importance of Human Resource Management 经济发展的角度economic developmentEndogenous Growth Theory Kuznets: (for his empirically founded interpretation of economic growth which has led to new and deepened insight into the economic and social structure and process of development.)defines economic growth as a sustained increase in output per person or per worker Romer(1986) and Lucas(1988): The growth process occurs through endogenous factors. They believe that improvements in productivity can be linked to a faster pace of innovation and extra investment in human capital. The main points of the endogenous growth theory are as follows:1. The rate of technological progress should not be taken as a given in a growth model appropriate government policies can permanently raise a countrys growth rate particularly if they lead to a higher level of competition in markets and a higher rate of innovation2. There are potential increasing returns from higher levels of capital investment3. Theory emphasizes that private investment in R&D is the central source of technical progress4. Protection of property rights and patents can provide the incentive to engage in R&D5. Investment in human capital (education and training of the workforce) is an essential ingredient of growth Theodore Schultz:（ an economist at the University of Chicago who was awarded the Nobel Prize in economic sciences in 1979. ） produced his ideas of human capital in the early 1960s as a way of explaining the advantages of investing in education to improve agricultural output. 追随管理的实践：70年代关注生产环节的管理重视市场销售的管理偏向资产运营的管理强调以发挥人的潜力为主的人力资源管理60年代80年代90年代以及未来很长一段时间 HRM and Organizational Performance Personnel Mistakes： Hire the wrong person for the job 雇佣不合适的人来从事某项工作 Experience high turnover 雇员的流动率很高 Have your people not doing their best 发现自己的雇员下属不尽力 Waste time with useless interviews 在无效的面试上浪费很多时间 Have your company in court because of discriminatory actions由于采取了歧视性行为而被诉诸于法庭 Have some employees think their salaries are unfair and inequitable relative to others in the organization系数雇员感到自己所得到的薪资与组织中的其他人相比，是不公平的或者不公正的。 Allow a lack of training to undermine your departments effectiveness由于对于雇员培训不足而导致本部门的效益受损。 Commit any unfair labor practices 出现任何不公正的劳资行为Human resource managers are somewhat limited in the impact they can have on the capital, materials, and energy aspects of productivity. However, they can have a great deal of impact on the labor component. Specifically, they can affect the commitment of employees and the management philosophy of the individual managers. Because of this, human resource managers have a unique opportunity to improve productivity and hence organizational performance. II major research objective of HRM 将人力资源看作推动组织和社会发展，创造物质和精神财富的重要资源。人力资源管理学的研究对象就是人力资源这种特殊的资源，通过研究，在实践中科学的培养人力资源、使用人力资源，使人力资源与其他资源一样，得到最大化的资源使用效率和效益。III the theoretical system of HRMIV background knowledge管理学、 经济学、心理学、教育学、行为科学等上篇 人力资源管理基础Part I The Foundation of Human Resource Management第一章 人力资源概述Chp1 Introduction to Human Resource教学目标 A 知识点重点掌握人力资源的概念、理解人力资源与人力资本的区别、理解人力资源的性质和作用 B 技能点 掌握专业词汇、通过人力资本的相关学习端正学习态度教学重点 人力资源的含义；人力资源性质和作用；教学难点 人力资源与人力资本的区别教学方法 讲授，多媒体辅助教学教学课时 2学时第一节 人力资源及其相关概念Chp1.1 Human Resource and the Relevant Conception一、人力资源的含义In all the factors of the economic development, human is the most important one. The human resources in one nation or region are extraordinarily essential in fully and efficiently using material resources and in economic increasing. Peter F. Drucker, the authority in the science of administration, once said: “Human is the only and true resource in enterprise or institution. Administration is something that can exploit human resources for work.”Peter Drucker wrote in 1954 about the worker as a resource saying, We must consider man (person) as a human being. We must, in other words, also put the emphasis on human. This approach focuses on the person as a moral and a social creature, and asks how work should be organized to fit his qualities as a personThe human resource is the one least efficiently used the one holding the greatest promise for improved economic performance.” Peter Drucker本书定义：人力资源是指人所具有的对价值创造起贡献作用并且能够被组织所利用的体力和脑力的总和。P6 Human resource vs Human CapitalThe basis of human capital lies in the theories of Theodore Schultz, an economist at the University of Chicago who was awarded the Nobel Prize in economic sciences in 1979. Schultz, an agricultural economist, produced his ideas of human capital in the early 1960s as a way of explaining the advantages of investing in education to improve agricultural output. He believed human capital was like any other type of capital; it could be invested in through education, training and enhanced benefits that will lead to an improvement in the quality and level of production.Gary Becker, the 1992 Nobel Prize winner for economics, built on the idea, explains that expenditure on education, training and medical care could all be considered as investments in human capital. They are called human capital, he wrote, because people cannot be separated from their knowledge, skills, health or values in the way they can be separated from their financial and physical assets. 与社会财富和社会价值的关系上区别 研究问题的角度和关注的重点不同 计量形式不同二、人力资源的数量和质量（Quantity and Quality of HR） Quantity Method of measurementEmployment of the right ageUnemploymentElseYoungpersonThe elderlyHandicapped16 years oldM 60F 55 Influence factors Total populationAge structure Quality 劳动者素质体能素质智能素质先天的素质后天的素质经验知识科技知识普通知识专业知识三、人口资源、人力资源、人才资源Talentmanpowerpopulation第二节 人力资源的性质和作用Chp1.2 The Features and Functions of HR一、Features of HR The resource must be of value.People are a source of competitive advantage when they improve the efficiency or effectiveness of the company. Value is increased when employees find ways to decrease costs, provide something unique to customers, or something combination of the two. Empowerment programs, total quality initiatives, and continuous improvement effort at companies are intentionally designed to increase the value that employees represent on the bottom line. The resource must be rare. People are a source of competitive advantage when their skills, knowledge, and abilities are not equally available to competitors. Companies invest a great deal to hire and train the best and the brightest employees in order to gain advantage over their competitors. The resource must be difficult to imitate.People are a source of competitive advantage when employee capabilities and contributions cannot be copied by others. Disney, Inter, Microsoft are each known for creating unique cultures that get the most from employees(through teamwork) and difficult to imitate. The resource must be organized. People are a source of competitive advantage when their talents can be combined and deployed to work on new assignments at a moments notice. 第三节 人力资源的分布和结构Chp1.3 The Distribution and Structure of HR一、 The Distribution and Structure of HR in a nation Industry distribution Age composition/structure二、 The Distribution and Structure of HR in company Age composition/structure Education structure Poison distribution Department distribution Diathesis structure第二章 人力资源管理概述Chp2 Introduction to Human Resource Management教学目标 A 知识点重点掌握人力资源管理的概念、理解人力资源管理的地位和层次、了解人力资源管理的职能与功能 B 技能点 掌握专业词汇、初步明确人力资源管理的工作内容和性质教学重点 人力资源管理的含义；人力资源性质和作用；教学难点 人力资源管理的目标；人力资源管理的地位和层次教学方法 讲授，多媒体辅助教学教学课时 4学时第二节 管理及其相关问题（略）Chp2.1 Management and the Relevant Conception一、Conception: Human Resource Management彻林顿Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise (Cherrington, 1995, p. 5)加里德里斯: The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.乔治伯兰德 Successful organizations are particularly adept at bringing together different kinds of people to achieve a common purpose. This is the essence of human resources management.劳埃德拜厄斯 Human resource management encompasses those activities designed to provide for and coordinate the human resources of an organization. HRM vs Personnel administrationPersonnel administration, which emerged as a clearly defined field by the 1920s(at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of staff function in most organizations. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. The field also lacked a unifying paradigm.二、HRM的模式米尔科维克和布德罗1997年根据人力资源管理发展历程所提出的四种模式： 工业或产业模式（industrial model）20世纪50年代以前。以劳动关系的协调为主，关注工作规则的建立、职业晋升阶梯和职业生涯设计、以资历为基础的报酬体系、雇员关系和绩效评估等。 投资模式（investment model）20世纪6070年代。公平就业，培训和开发，给员工更多的自主权、工作丰富、长期薪酬 参与模式（involvement model）20世纪8090年代。 高度灵活的模式（highflex model）20世纪90年代以后。“外脑”、聘请顾问、外包、灵活的雇佣关系、多样的报酬三、功能FunctionRecruitmentMaintainDevelopMotivate 四、目标 帮助实现组织的目标 有效利用劳动者的技能 提供训练有素和良好动机的员工 提高员工的满意度和自我实现 实现职业生涯的质量 坚持符合伦理规范和社会责任的行为 管理变革 提高应急管理能力和加快循环时间五、人力资源管理的职能和活动 Human Resource FunctionsHuman Resource Functions (HRF) refers to those tasks and duties performed in both large and small organizations to provide for and coordinate human resource. Human resource functions encompass a variety of activities that significantly influence all areas of an organization.人力资源职能是在各种规模的组织中用以提供和协调人力资源的任务和责任。人力资源职能包括对组织的所有领域具有重大影响的各种活动。The Society for Human Resource Management （人力资源管理协会）has identified six major functions of human resource management. Human resource planning, recruitment, and selection Human resource development Compensation and benefits Safety and health Employee and labor relations Human resource researchHuman Resource Wheel was developed by the American Society for Training and Development (美国培训和开发协会)as part f an effort to define the field of human resource management.HR areas: improve/increasedQuality of lifeProductivityHR satisfactionHR developmentReadiness for changeOrganization DevelopmentFocus: Assuring Organizations/job designFocus: Defining how tasks, authorityand systems will beorganized and integrated acrossorganizational unitsand in individual jobs.Human Resource PlanningFocus: Determining Selection& StaffingFocus: Matching people and their career needs and capabilities withFocus: Assuring healthyinter-and intra-unit relation-ships and helping groupsinitiate and manage changePersonnel research & information SystemsFocus: Assuring a personnelInformation base.Training& DevelopmentCompensation benefitsFocus: Assuring compensationand benefits fairness and consistencyEmployee assistanceFocus: Providing personal problem-solving, counseling toindividual and career pathsUnion/labor relationsFocus: Assuringhealthy union organization relationship.the organizations major human resource needs, strategies, and philosophies.Focus: Identifying, assessingAnd through planned learningHelping develop the key com-potencies that enableindividuals to perform current or future jobs. Relationships between HRFJob Analysis & Job AppraisalHuman Resource PlanningEmployee RelationsManagementRecruitmentPerformanceManagement CompensationManagementSelectionTraining&Development六、人力资源管理的地位和层次七、人力资源管理的作用 HRM and Organizational Performance Michael A. SheppeckEmployeeSatisfactionCustomer SatisfactionWorkefficientlyCustomerLoyaltyPerformanceHRMpracticeEnvironmentStrategyPracticeOrganizational PerformanceSupport Human resource manager can have a direct impact on company profits in a number of specific ways Reduce unnecessary overtime expenses by increasing productivity during a normal days. 通过提高劳动生产率来减少在一个正常工作日期间不必要的超时花费。 Stay on top of absenteeism and institute programs designed to reduce money spent for time not work保持低缺勤率和制定用于减少非工作时间开支的计划 Eliminate wasted time by employees through sound job design通过合理的工作设计消除员工对时间的浪费 Minimize employee turnover and unemployment benefit costs by practicing sound human relations and creating a work atmosphere that promotes job satisfaction通过建立出色的人际关系和创造一种促进工作满意度的工作气氛来使员工流动和失业福利成本最低化 Install and monitor effective safety and health programs to reduce lost-time accidents and keep medical and workers compensation costs low.建立和监控有效的安全和健康计划以减少造成时间损失的事故，并降低医疗及报偿成本 Properly train and develop all employees so they can improve their value to the company and do a better job for producing and selling high- quality products and services at the lowest possible cost恰当的培训和开发所有员工以便他们能提高对公司的价值感，并以尽可能低的成本把生产和销售高质量产品和服务的工作做的更好 Decrease costly material waste by eliminating bad work habits and attitudes and poor working conditions that lead to carelessness and mistakes通过消除不良的工作习惯及态度和导致粗心及错误的不良工作条件，来降低对昂贵材料的浪费 Hire he best people available at every level and avoid overstaffing在每个层次上雇佣可以获得的最好人员和避免人员的冗余 Maintain competitive pay practices and benefit programs to foster a motivational climate for employees保持有竞争力的报酬给付和福利方案，以形成员工激励氛围 Encourage employees, who probably know more about the nits and bolts of their jobs than anyone else, to submit ideas for increasing productivity and reducing costs鼓励那些可能比其他员工对工作的具体细节知道得等多得员工提出提高生产效率和降低成本得主意 Install human resource information system to streamline and automate many human resource functions建立人力资源信息系统以保证多数人力资源职能通畅和自动化。 HRM and Organizational Strategy 第四章 人力资源管理者和管理部门Chp4 The Manager and Department of HR教学目标 A 知识点理解人力资源管理者和管理部门的角色，理解人力资源管理部门的绩效 B 技能点 了解能力模型，了解人力资源管理者应具备的基本素质教学重点 人力资源管理者和管理部门的角色；人力资源管理部门的绩效；教学难点 人力资源管理部门的绩效教学方法 讲授，多媒体辅助教学，案例讨论教学课时 6学时一、人力资源管理者和部门承担的活动和任务 三类活动： 战略性和变革性的活动 业务性活动： 行政性活动：员工工作纪律的监督、档案的管理、手续的办理、信息的保存员工服务以及福利的发放 赖特和麦克马汉的研究：HR管理者和部门所从事的各类活动的投入时间和具有的附加值并不是正相关的。二、人力资源管理者和部门的角色Dave Ulrich is Professor of Business Administration at the University of Michigan. His teaching and research addresses the question: how to create an organization that adds value to employees, customers, and investors? He studies how organizations change fast, build capabilities, learn, remove boundaries, and leverage human resource activities.密歇根州立大学商学院教授，他致力于研究如何使组织通过人力资源建立快速发展、学习、协作、责任、智能和领导力等方面的能力，并在此领域享有盛誉。他还在评估策略与人力资源实践和能力的数据库方面做出了突出贡献。Future/strategyProcessPersonnelthe trivial round/ operationStrategic partnerInnovationistProfessionalMotivator四、HR管理者应具备的素质能力模型：对员工核心能力进行不同层次的定义以及相应层次的行为描述，确定关键能力和完成特定工作所需求的熟练程度。五、人力资源管理的责任所有的管理者都要承担人力资源管理的责任。人力资源管理决策必须反映本企业的实际、HRM的政策和制度需要各个部门的支持和配合才能落到实处、人力资源管理工作要贯穿对员工的日常管理之中。HRM管理者与非HRM管理者的责任有区别，体现在三个对应关系上：制度制定与制度执行的关系、监控审核与执行申报的关系、需求提出和服务提供的关系。六、人力资源管理部门的绩效 评价人力资源管理部门本身的工作将HRM工作分解成一系列可以量化的指标quantitative analysis、借助定性指标qualitative analysis（不能让评价者只是根据自己的理解来对指标做总体的评价）、将定性的指标划分成不同的等级并且给出每个等级的定义。 衡量HRM部门的工作对企业整体绩效的贡献 工作描述指数法job descriptive indexThe JDI is one of the most popular and widely used measures of job satisfaction. The JDI measures five factors of employee satisfaction: satisfaction with the work itself; satisfaction with pay; satisfaction with opportunities for promotion; satisfaction with supervision; satisfaction with co-worker. Satisfaction with workThis factor concerns the employees satisfaction with the work itself. The satisfaction literature has identified various attributes of work that may be related to satisfaction, including opportunities for creativity and task variety, allowing an individual to increase his or her knowledge, and changes in responsibility, amount of work, authority, job enrichment, and