(ppt)-国外著名hr咨询公司hrm培训(ppt132)英文-管理培训

Human Resource ManagementPART1,Personnel Management to Human Resource Management,Recognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991,Features of HRM,Management focussed and top management drivenLine management role keyEmphasises strategic fit integration with business strategyCommitment orientedTwo perspectives hard and softInvolves strong cultures and values,Performance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goalsStrong emphasis on quality to customersRewards differentiated by skill, competence or performance,Features of HRM,Fombrum, Tichy and Devanna Model 1984,Selection,Performance,Appraisal,HRD,Reward,Warwick Model of HRM,Business Strategy Context,Inner Context,HRM Content,HRM Context,OUTER CONTEXT,Warwick Model content of the boxes,Outer context socio-economic, technical, politico-legal,competitiveInner context culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context objectives, product market, strategy and tacticsHRM context- role, definition, organisation, HR outputsHRM content HR flows, work systems, reward systems, employee relations,The Harvard Model,Stakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal values,Stakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnions,HRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flows,HR Outcomes:CommitmentCongruenceCompetenceCost effectiveness,LT consequences:Individual well beingOrganisational effectivenessSocietal well being,Guest Model,Defines four policy goals of HRMFurther development of the Harvard modelStrategic integration HRM into strategic plans, in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functional, adaptable structures, capability to innovate,Soft HRM,Stresses human aspectEmphasis on HRDParticipationMotivationCommitmentLeadershipHUMAN resource management,Hard HRM,People as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE Management,Competence-Based HRM,Definitions:The skills, knowledge and experience that an individual brings to their role IDS 1997Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982,Uk v. US definitions,US - input oriented what the individual brings to the jobUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performanceOne or both?,Levels of Influence,StrategicFunctionalSystemsIndividual,Implications at Strategic Level,The identification of core competencies of the organisation which confer sustained competitive advantageOwned by more than one person and grow through use and experience therefore difficult to imitate,Implications for the Human Resource Function,Develop managerial competenceStrategic selection and staffingDevelop internal labour marketDesign jobs round capabilityDevelop individual competenceDevelop culture to foster innovationBuild learning organisationDevelop organisational learning mechanisms,Implications for Human Resource Systems,Vertical integration link individual competence to the core competence of the organisationHorizontal integration provide a framework for the integration of HR systems componentsVital player in the development of core competenciesCan be used to develop individual HR systems,Recruitment and Selection,Based on past behaviour as the most valid predictor of future behaviourBuilding the competence framework requires multiple information sourcesCompetence specification should cover both technical and personal/interpersonal competencies,Develop interview questions that elicit examples of past behavioursIn assessment centres create tasks that require demonstrated competenciesUse competencies to select test instrumentsUse competencies to evaluate candidate performance,Recruitment and Selection,Appraisal,Set outcome and performance targets for each competenceOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcBelow standard performance can be used to generate development needs,Can provide forum for the identification of new/changing competence requirementsCan provide forum for setting acquisition of competence time scalesProvides a clear and agreed framework for performance evaluation and discussion,Appraisal,Development,Provides a framework for individual training needsNo transfer problems as competence can only be demonstrated by on the job behavioursDevelopment contributes directly to current performanceEncourages a broad based approach to development activities,Ensures line manager commitment to developmentOffers common language to all participants in the development processOffers transparent process to all stakeholdersFacilitates validation and evaluation of the development process,Development,Reward,Promotes flexibilityPromotes a development focused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority,Can assist in addressing the technical/managerial divideOffers a route for the reward of knowledge workersCarries high face validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strategy,Reward,Integration,Vertical - integration with corporate strategyHorizontal - the internal integration of the components of an HR strategyIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other,Current HRM Issues & Debates,Responding to increased competitionManaging international operationsRiding the waves of changeManaging the changing relationship with the workforceChanging legislative and regulatory frameworksBest practice versus best fit,HRM and Corporate Strategy,Strategy,Diversity of viewpointsTwo dimensions of agreementDegree of planning: deliberate emergentOutcomes: profit maximisation range of outcomes (plural)Four key approaches (Whittington),Approaches to Strategy,Outcomes,Profit maximising,Plural,Deliberate,Emergent,Classical,Evolutionary,Systemic,Processual,Processes,Classical: Rational Economic Man,Application of rational analysisSeparation of planning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit goals cascaded down the organisation,Classical and HRM,HRM matching and downstreamTool of implementationHR policies and strategies geared to achieving profit maximisationCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons.,Evolutionary: Natural Selection,Emphasis on environmental fitProfit maximisation achieved by market competitionFit determined by chance rather than strategySurvival by short term strategies aimed at current fitStrategy and illusion in unpredictable environment,Evolutionary law of the jungle,HR key role in environmental scanningPolicies and strategies aimed at flexibility and adaptabilityMatching modelCritique markets more regulated than jungle; by government, law, international agreementsConcept of flexibility important,Processual life is messy,Concept of bounded rationalitySubjective interpretation of data therefore strategy flawed and incompleteWe take the first best option sufficingOrganisations as coalitions consensus by negotiationMinimum adaptation for survival rather than proactive change spare capacity as bufferStrategy a comforting ritual,Processual and HRM,HR policies evolving and reactiveSoft HRMOD, best practice and development of internal competencies importantCritique lacks vision; may not be able to respond quickly enough to threats,Systemic: socially grounded,Man makes decisions based on social factors not economic;Social networks define normsInternal context of firm influenced by social groups, interests, resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic perspective includes national culture, family, gender, social groups Strategy must be sensitive to these,Systemic and HR,HR policies and processes will have to reflect local cultureManagement style and strategies for motivation and commitment reflect local and national cultureCritique focuses on difference at the expense of similarity and cross-cultural influences,Resource-Based Theory of the Firm,Places HR at heart of strategyCompetitive advantage stems from strategic core competencies built up over timeRecognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning process,Emphasises renewal aspect and dynamic capabilities of the organisationCapacity of a firm to renew, adapt and augment its core competencies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy making,Resource-Based Theory of the Firm,Resource-Based Theory & HRM,Basis for human resource as competitive edgeHRM valued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing and retentionHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies,Defining Strategic Core Competencies,INTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and explicit knowledge an activityCore competence: delivers a fundamental customer benefit,- is not easily imitated by competitors- provides a gateway to new marketsContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across the range of organisational activities,Defining Strategic Core Competencies,Role of HR in Managing Core Competencies,Identifying core competencies linking them to individualsBuilding core competencies learning and cross discipline communication,Role of HR in Managing Core Competencies,Utilising core competencies developing management capability and forms of working that maximise deploymentProtecting core competencies retention strategies, protection during major change, identifying owners of core competence,COMPARATIVE HUMAN RESOURCE MANAGEMENT,Definitions,how things are done around here(Drennan, 1992)Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown, 1995),Organisational Culture - Definitions,The pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsA set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in time,Levels of Culture,Culture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesTurner (1971) defined industrial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture,Aspects of culture,ArtifactsLanguage jokes, jargon, storiesBehaviour patterns rituals, ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs, values and attitudesSymbols,Models of culture,Artifacts,Beliefs, values, attitudes,Basic assumptions,Most superficial manifestations of culture,Deepest level of cultureSchein, 1985,Organisational Culture,Artifacts artVisible behavioursaudible behaviours,Values,Basic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment,Visible but notoften decipherable,What “ought to be; norm-based,Taken for grantedInvisiblePre-conscious,Common Organisation Stories,Can employees break the rules?Is the big boss human?Can the little person rise to the top?Will I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the organisation deal with obstacles?,CULTURE:Socialisation: learning,pre-arrival: “preconception”,metamorphosis: “absorb”,security,commitment,productivity,encounter: “provisional”,(H&B 2002),Organisational Culture and the Life Cycle of the Firm,Phase 1 - Birth and Early GrowthPurpose foster cohesion during growthNeed for change economic or successionStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders,Organisational Culture and the Life Cycle of the Firm,Phase 2 Organisational mid-lifePurpose culture deeply embedded, may develop sub-cultures Strategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism,Organisational Culture and the Life Cycle of the Firm,Phase 3 organisational maturityPurpose source of pride, resistantStrategies coercive persuasion - turnaround - recognition, destruction, re-birth,Culture in organisations: Handy/Harrison:,POWER: ZEUS,PERSON: DIONYSUS,TASK: ATHENA,ROLE: APOLLO,Communication Hall Model,Arab UKChina Germany,High contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient,Hofstedes Model,IndividualismHigh power distanceMasculinityHigh uncertainty avoidanceShort termism,CollectivismLow power distanceFemininityLow uncertainty avoidanceLong termism,HRM and Culture Change,Layers of Culture,Artefacts physical objects, behaviour and processesEspoused values those appearing publicly in mission statement, policies Underlying assumptions rarely articulated; may conflict with espoused values and each other,Culture Change,Why change? Environment changes:Business mergers, technology, market Government laws, H &S, diversity,Demographic changes in the human resources available,The Nature of Change,Externally imposedTransformationalGlobalHostileLarge scaleLong termStrategic,Internally imposedIncrementalLocalPositiveSmall scaleUrgentOperational,Introducing Culture Change,Can be very difficultCan be a long term processIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature cognitive and behavioural- timescale,Principles of Culture Change,Values and assumptions define accepted and appropriate behavioursIn successful organisations culture is aligned with strategyCulture change may be difficult if the culture is incompatible with strategyCheck strategy before embarking on culture changeCan the changes required be achieved by other means,Senior management must understand the implications and be committedCulture change must pay attention to the opinion leadersShould take into account the work systems, management style and HR policiesNew messages reinforced and old ones eliminatedThe deeper the level of culture change the more difficult it will be,Principles of Culture Change,Multiple and sub cultures will make culture change more difficultBehavioural norms are the easiest to change, deeper layers require a participative approachTop down approaches are difficult to sustain over timeParticipative approaches are more successful but difficult to implement and time consuming,Principles of Culture Change,Approaches to Culture Change(Bate),STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURES,STEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKING,Approaches to Culture Change(Bate),STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.,Approaches to Culture Change(Bate),Why People Resist Culture Change,Selective perceptionHabitSecurityEconomicStatus and esteem,Multi-cultural Organisations,A culture that fosters and values diversityPluralism as an acculturation processFull structural integrationFull integration of informal networksAbsence of institutionalised cultural biasMinimum of inter-group conflict due to proactive manag