人力资源管理的挑战英文.ppt

Copyright 2004South Western Allrightsreserved Copyright 2004South Western Allrightsreserved 1 2 1 ABriefHistoryofHumanResourceManagement TheCraftSystemMastercraftsmanandapprenticeIndustrialRevolutionMovetofactorysystemandmovetomachinesDivisionoflaborScientificManagementTaylorConductedscientificexperimentstoimproveefficiencyTheoryXHumanRelationsHawthorneexperimentsThe Hawthorneffect ledresearcherstoassociatesocialfactorswithworkTheoryY 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 Copyright 2004South Western Allrightsreserved 1 4 NatureofHumanResourceManagement HumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals Allmanagementdecisionsandpracticesthatdirectlyaffectorinfluencepeople planning acquiring retaining controllingturnover developingortraining performanceappraisal compensation safetyandhealth familyandworklife HRMhaswiderangeoffunctionsandareasofresponsibility Copyright 2004South Western Allrightsreserved 1 5 NatureofHumanResourceManagement WhoIsanHRManager Inthecoursecarryingouttheirduties everyoperatingmanageris inessence anHRmanager HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement Copyright 2004South Western Allrightsreserved 1 6 TypicalDivisionofHRResponsibilities HRUnitDevelopslegal effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassifications ManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring rejectiondecisions Figure1 1 Copyright 2004South Western Allrightsreserved 1 7 HRManagementCompetenciesandCareers HRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities HRSpecialistApersonwithin depthknowledgeandexpertiseinalimitedareaofHR ImportantHRCapabilities KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertise Copyright 2004South Western Allrightsreserved 1 8 QualitiesofHumanResourcesManagers ResponsibilitiesAdviceandcounselServicePolicyformulationandimplementationEmployeeadvocacy CompetenciesBusinessmasteryHRmasteryChangemasteryPersonalcredibility Copyright 2004South Western Allrightsreserved 1 9 HRActivities HRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth Safety andSecurityEmployeeandLabor ManagementRelations Copyright 2004South Western Allrightsreserved 1 10 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 Copyright 2004South Western Allrightsreserved 1 11 HRManagementActivities Copyright 2004South Western Allrightsreserved 1 12 TraditionalandStrategicViewsofHRM a Personnel TheTraditionalView TheOrganization WhatisStrategicHumanResourceManagement SHRM Copyright 2004South Western Allrightsreserved 1 13 DevelopingHumanCapital HumanCapitalTheknowledge skills andcapabilitiesofindividualsthathaveeconomicvaluetoanorganization Valuablebecausecapital Isbasedoncompany specificskills Isgainedthroughlong termexperience Canbeexpandedthroughdevelopment Copyright 2004South Western Allrightsreserved 1 14 2 Strategy Strategicmanagement setofdecisionsandsubsequentactionsusedtoformulateandimplementstrategiesthatwilloptimizethefitbetweentheorganizationanditsenvironmentinanefforttoachieveorganizationalobjectives Competitiveadvantage whenafirmisimplementingavaluecreatingstrategynotsimultaneouslybeingimplementedbyanycurrentorpotentialcompetitor Sustainedcompetitiveadvantage existsonlyaftereffortstoreplicatethatadvantagehaveceased Copyright 2004South Western Allrightsreserved 1 15 StrategyCont Strategicplan theoverallblueprintthatdefineshowanorganizationwilldeployitscapitalresources suchasbudgetaryandhumanresources inpursuitofitsgoalsHowdoyoudevelopastrategicplan ArticulatevaluesandmissionstatementSWOTAnalysisEstablishrealisticgoalsandobjectivesbasedontheforegoingstepsFormulateStrategiesImplementStrategies Copyright 2004South Western Allrightsreserved 1 16 CORPORATESTRATEGY HowcompanieschoosetheirmixturesofdifferentbusinessesContrastswithbusinesslevelstrategyDiversificationrelatedunrelated Copyright 2004South Western Allrightsreserved 1 17 TypesofBusinessStrategiesCostleadership Afirmpursuingacostleadershipstrategyaggressivelyseeksefficienciesinproductionandusestightcontrolstogainanedgeoncompetitors Differentiationstrategy involvesanattempttosetacompany sproductsorservicesapartfromthoseofitscompetitors Copyright 2004South Western Allrightsreserved 1 18 LinkageofOrganizationalandHRStrategies Figure2 4 Copyright 2004South Western Allrightsreserved 1 19 TraditionalandStrategicViewsofHRM b HRM TheStrategicView Copyright 2004South Western Allrightsreserved 1 20 Table2 1TheoreticalPerspectivesonSHRM UniversalisticThereisonebestwaytomanagehumanresources StrategicHRMistheprocessoftransformingtraditionalHRpracticesintoalimitedsetof correct HRproceduresandpolicies StrategicFitStrategicHRMinvolvesmatchingspecificHRpracticestothefirm soverallbusinessstrategy HRasinternalStrategicHRMinvolvesHRprofessionalsprovidingHRserviceproviderservicestobusinessunitswithinthefirm TheHRgoalistoenhancetheeffectivenessandefficiencyoftheoperationsoftheirbusinessunitcustomers PerspectiveDescription WhatisStrategicHumanResourceManagement SHRM Continued Copyright 2004South Western Allrightsreserved 1 21 Table2 1TheoreticalPerspectivesonSHRM ConfigurationalTherearevariousconfigurationsor bundles ofHRpracticesthatgotogetherand collectively canimprovebusinessperformance Certainbundlesareeffectiveincertainindustriesand orincertainbusinessconditions whereasotherbundlesshouldbeusedinotherindustriesorunderdifferentbusinessCircumstancesResource CompetencySHRMengendersorganizationalsuccessbyenhancingafirm sabilitytoacquire develop use andretainemployeeswithhighcompetencelevelsrelevanttofirmactivities PerspectiveDescription WhatisStrategicHumanResourceManagement SHRM Continued Copyright 2004South Western Allrightsreserved 1 22 CompetitiveAdvantagethroughPeople CoreCompetenciesIntegratedknowledgesetswithinanorganizationthatdistinguishitfromitscompetitorsanddelivervaluetocustomers Sustainedcompetitiveadvantagethroughpeopleisachievedifthesehumanresources Havevalue Arerareandunavailabletocompetitors Aredifficulttoimitate Areorganizedforsynergy Copyright 2004South Western Allrightsreserved 1 23 Itinvolvesdesigningandimplementingasetofinternallyconsistentpoliciesandpracticesthatensureafirm shumancapitalcontributetotheachievementofitsbusinessobjectives Thisincludesbothvertical linkingHRMpracticeswithstrategicmanagementprocess andhorizontal theintegrationofthevariousHRMpractices integrationaswell Additionally linkingthepeopleofthefirm intermsoftheirskillsandactions tothestrategicneedsofthefirm SHRMDefined Copyright 2004South Western Allrightsreserved 1 24 DifferentRolesforHRManagement Figure1 5 Copyright 2004South Western Allrightsreserved 1 25 HRManagementRoles AdministrativeRoleClericalandadministrativesupportoperations e g payrollandbenefitswork EmployeeAdvocateRole Champion foremployeeconcernsEmployeecrisismanagementRespondingtoemployeecomplaintsOperationalRoleIdentificationandimplementationofHRprogramsandpolicies EEO hiring training andotheractivitiesthatsupporttheorganization Copyright 2004South Western Allrightsreserved 1 26 HowHRSpendsItsTime Figure1 6 Source Adaptedfrom HowMuchTimeShouldYourHRstaffSpendonRecruiting HumanResourcesDepartmentManagementReport June2000 p 6 Copyright 2004South Western Allrightsreserved 1 27 StrategicRoleforHR HRbecomesastrategicbusinesspartnerby FocusingondevelopingHRprogramsthatenhanceorganizationalperformance InvolvingHRinstrategicplanningattheonset Participatingindecisionmakingonmergers acquisitions anddownsizing RedesigningorganizationsandworkprocessesAccountinganddocumentingthefinancialresultsofHRactivities Copyright 2004South Western Allrightsreserved 1 28 OverviewofHRManagementRoles Figure1 7 Copyright 2004South Western Allrightsreserved 1 29 HRManagementChallenges OrganizationalRestructuring Mergers andAcquisitions Right sizing eliminatingoflayersofmanagement closingfacilities mergingwithotherorganizations andoutplacingworkersIntendedresultsareflatterorganizations increasesinproductivity quality serviceandlowercosts Costsaresurvivormentality lossofemployeeloyalty andturnoverofvaluableemployees HRmanagersmustworktowardensuringculturalcompatibilityinmergers Copyright 2004South Western Allrightsreserved 1 30 3 HRManagementChallenges EconomicandTechnologicalChangesShiftinjobsformanufacturingandagriculturetoserviceindustriesandtelecommunications Pressuresofglobalcompetitioncausingfirmstoadaptbyloweringcostsandincreasingproductivity Growthofinformationtechnology Internet Copyright 2004South Western Allrightsreserved 1 31 JobsoftheFuture Figure1 3 Source U S DepartmentofLabor BureauofLaborStatistics 2001 Copyright 2004South Western Allrightsreserved 1 32 HRManagementChallenges WorkforceAvailabilityandQualityInadequatesupplyofworkerswithneededskillsfor knowledgejobs EducationofworkersinbasicskillsGrowthinContingentWorkforceIncreasesintemporaryworkers independentcontractors leasedemployees andpart timerscausedby NeedforflexibilityinstaffinglevelsIncreaseddifficultyinfiringregularemployees Reducedlegalliabilityfromcontractemployees Copyright 2004South Western Allrightsreserved 1 33 HRManagementChallenges DemographicsandDiversityIssuesMorediversityofrace gender age andethnicityintheU S workforceBalancingWorkandFamilyDual careercouplesSingle parenthouseholdsDeclineinthe traditionalfamily Workingmothersandfamily childcareSingleemployee backlash againstfamily orientedprograms Copyright 2004South Western Allrightsreserved 1 34 NewMomsintheWorkforce Figure1 4 Source U S CensusBureau 2000 Copyright 2004South Western Allrightsreserved 1 35 EthicsandHR WhatisEthicalBehavior What ought tobedone Dimensionsofdecisionsaboutethicalissuesinmanagement ExtendedconsequencesMultiplealternativesMixedoutcomesUncertainconsequencesPersonaleffects Copyright 2004South Western Allrightsreserved 1 36 EthicsandHR cont d RespondingtoEthicalSituationsGuidedbyvaluesandpersonalbehavior codes thatinclude Doesresponsemeetallapplicablelaws regulations andgovernmentcodes Doesresponsecomplywithallorganizationalstandardsofethicalbehavior Doesresponsepassthetestofprofessionalstandardsforethicalbehavior Copyright 2004South Western Allrightsreserved 1 37 EthicalIssuesinManagement MostCommonFormsofUnethicalConductLyingtosupervisorsEmployeedruguseoralcoholabuseFalsificationofrecordsInternationalEthicalIssuesGiftgivingandbriberyDiscriminationinhiringandtreatmentAddressingEthicalIssuesCodeofethicsTrainingmanagersandemployees Copyright 2004South Western Allrightsreserved 1 38 CodeofEthics AsamemberoftheSocietyforHumanResourceManagement Ipledgeto Maintainthehigheststandardsofprofessionalandpersonalconduct StriveforpersonalgrowthinthefieldofHRM SupporttheSociety sgoalsandobjectivesfordevelopingthehumanresourcemanagementprofession Encouragemyemployertomakethefairandequitabletreatmentofallemployeesaprimaryconcern Strivetomakemyemployerprofitablebothinmonetarytermsandthroughthesupportandencouragementofeffectiveemploymentpractices Copyright 2004South Western Allrightsreserved 1 39 CodeofEthicsCont Instillinemployeesandthepublicasenseofconfidenceabouttheconductandintentionsofmyemployer Maintainloyaltytomyemployerandpursueitsobjectivesinwaysthatareconsistentwiththepublicinterest Upholdalllawsandregulationsrelatingtomyemployer sactivities Refrainfromusingmyofficialpositions eitherregularorvolunteer tosecurespecialprivilege gainorbenefitformyself Maintaintheconfidentialityofprivilegedinformation Improvepublicunderstandingoftheroleofhumanresourcemanagement Copyright 2004South Western Allrightsreserved 1 40 OverallFrameworkforHumanResourceManagement PresentationSlide1 1 COMPETITIVECHALLENGESGlobalizationTechnologyManagingchangeHumancapitalResponsivenessCostcontainment HUMANRESOURCESPlanningRecruitmentStaffingJobdesignTraining developmentAppraisalCommunicationsCompensationBenefitsLaborrelations EMPLOYEECONCERNSBackgrounddiversityAgedistributionGenderissuesEducationallevelsEmployeerightsPrivacyissuesWorkattitudesFamilyconcerns Figure1 1 Copyright 2004South Western Allrightsreserved 1 41 CompetitiveChallengesandHumanResourcesManagement Themostpressingcompetitiveissuesfacingfirms GoingglobalEmbracingtechnologyManagingchangeDevelopinghumancapitalRespondingtothemarketContainingcosts Copyright 2004South Western Allrightsreserved 1 42 GoingGlobal GlobalizationThetrendtowardopeningupforeignmarketstointernationaltradeandinvestment ImpactofGlobalizationPartnershipswithforeignfirms Anything anywhere anytime marketsLowertradeandtariffbarriersNAFTA EU APECtradeagreementsWTOandGATT Copyright 2004South Western Allrightsreserved 1 43 GoingGlobal cont d ImpactonHRMDifferentgeographies cultures laws andbusinesspracticesIssues Identifyingcapableexpatriatemanagers Developingforeigncultureandworkpracticetrainingprograms Adjustingcompensationplansforoverseaswork Copyright 2004South Western Allrightsreserved 1 44 EmbracingNewTechnology KnowledgeWorkersWorkerswhoseresponsibilitiesextendbeyondthephysicalexecutionofworktoincludeplanning decisionmaking andproblemsolving TheSpreadofE commerceTheRiseofVirtualWorkers Copyright 2004South Western Allrightsreserved 1 45 InfluenceofTechnologyinHRM HumanResourcesInformationSystem HRIS Computerizedsystemthatprovidescurrentandaccuratedataforpurposesofcontrolanddecisionmaking Benefits Storeandretrieveoflargequantitiesofdata Combineandreconfiguredatatocreatenewinformation Institutionalizationoforganizationalknowledge Easiercommunications Loweradministrativecosts increaseproductivityandresponsetimes Copyright 2004South Western Allrightsreserved 1 46 HumanResourceInformationSystems Humanresourceinformationsystems HRIS Anintegratedsystemofhardware software anddatabasesdesignedtoprovideinformationusedinHRdecisionmaking BenefitsofHRISAdministrativeandoperationalefficiencyincompilingHRdataAvailabilityofdataforeffectiveHRstrategicplanningUsesofHRISAutomationofpayrollandbenefitactivitiesEEO affirmativeactiontracking Copyright 2004South Western Allrightsreserved 1 47 MajorUsesForHRInformationSystems Source HRandTechnologySurvey Deloitte ToucheandLawsonSoftware 1998 HRM1 Copyright 2004South Western Allrightsreserved 1 48 UsesofanHRInformationSystem HRIS Figure2 12 Copyright 2004South Western Allrightsreserved 1 49 ImpactofITonHRM TransformationalImpact OperationalImpact RelationalImpact HRM Copyright 2004South Western Allrightsreserved 1 50 DesigningandImplementinganHRIS HRISDesignIssuesWhatinformationavailableandwhatisinformationneeded Towhatuseswilltheinformationbeput Whatoutputformatcompatibilitywithothersystemsisrequired Whowillbeallowedtoaccesstotheinformation Whenandhowoftenwilltheinformationbeneeded Copyright 2004South Western Allrightsreserved 1 51 AccessingtheHRIS IntranetAnorganizational internal networkthatoperatesovertheInternet ExtranetAnInternet linkednetworkthatallowsemployeesaccesstoinformationprovidedbyexternalentities Web basedHRISUsesBulletinboardsDataaccessEmployeeself serviceExtendedlinkage Copyright 2004South Western Allrightsreserved 1 52 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 Copyright 2004South Western Allrightsreserved 1 53 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 Copyright 2004South Western Allrightsreserved 1 54 HRMITInvestmentFactors InitialcostsandannualmaintenancecostsFitofsoftwarepackagestotheemployeebaseAbilitytoupgradeIncreasedefficiencyandtimesavingsCompatibilitywithcurrentsystems User friendlinessAvailabilityoftechnicalsupportNeedsforcustomizingTimerequiredtoimplementTrainingtimerequiredforHRandpayroll Copyright 2004South Western Allrightsreserved 1 55 ManagingChange TypesofChangeReactivechangeChangethatoccursafterexternalforceshavealreadyaffectedperformanceProactivechangeChangeinitiatedtotakeadvantageoftargetedopportunitiesFormalchangemanagementprogramshelptokeepemployeesfocusedonthesuccessofthebusiness Copyright 2004South Western Allrightsreserved 1 56 ManagingChange WhyChangeEffortsFail Notestablishingasenseofurgency Notcreat