人力资源管理的挑战

Copyright2004South-Western.Allrightsreserved.,Copyright2004South-Western.Allrightsreserved.,12,1).ABriefHistoryofHumanResourceManagement,TheCraftSystemMastercraftsmanandapprenticeIndustrialRevolutionMovetofactorysystemandmovetomachinesDivisionoflaborScientificManagementTaylorConductedscientificexperimentstoimproveefficiencyTheoryXHumanRelationsHawthorneexperimentsThe“Hawthorneffect”ledresearcherstoassociatesocialfactorswithworkTheoryY,Copyright2004South-Western.Allrightsreserved.,WorkersinherentlydislikeworkWorkersmustbecoerced,controlled,directed,threatenedwithpunishmenttogetthemtoaccomplishworkobjectivesTalentisnarrowlydistributedWorkerswilldoaslittleworkastheyarerequiredtodoMotivatedbymoneyNeedforformal,wellestablishedlinesofauthorityClearlydefinedjobs,Workerslikework,cooperative,friendlyWorkiswidelydistributedthroughouttheworkforceWorkerscanbemotivatedtoworkindependentlyManagerswhoacceptedY,wouldnotstructure,control,orcloselysupervisetheworkenvironmentEncourageself-control,motivatebyprovidingsatisfyingwork(e.g.,challengingwork),TheoryX,TheoryY,DouglasMcGregorsManagementStylesManagerscouldorganize,lead,control,andmotivatepeopleindifferentways,Copyright2004South-Western.Allrightsreserved.,14,NatureofHumanResourceManagement,HumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals.Allmanagementdecisionsandpracticesthatdirectlyaffectorinfluencepeople-planning,acquiring,retaining(controllingturnover),developingortraining,performanceappraisal,compensation,safetyandhealth,familyandworklife.HRMhaswiderangeoffunctionsandareasofresponsibility.,Copyright2004South-Western.Allrightsreserved.,15,NatureofHumanResourceManagement,WhoIsanHRManager?Inthecoursecarryingouttheirduties,everyoperatingmanageris,inessence,anHRmanager.HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement.,Copyright2004South-Western.Allrightsreserved.,16,TypicalDivisionofHRResponsibilities,HRUnitDevelopslegal,effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassifications,ManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring/rejectiondecisions,Figure11,Copyright2004South-Western.Allrightsreserved.,17,HRManagementCompetenciesandCareers,HRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities.HRSpecialistApersonwithin-depthknowledgeandexpertiseinalimitedareaofHR.ImportantHRCapabilities:KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertise,Copyright2004South-Western.Allrightsreserved.,18,QualitiesofHumanResourcesManagers,ResponsibilitiesAdviceandcounselServicePolicyformulationandimplementationEmployeeadvocacy,CompetenciesBusinessmasteryHRmasteryChangemasteryPersonalcredibility,Copyright2004South-Western.Allrightsreserved.,19,HRActivities,HRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth,Safety,andSecurityEmployeeandLabor/ManagementRelations,Copyright2004South-Western.Allrightsreserved.,110,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,PresentationSlide14,BusinessMasteryBusinessacumenCustomerorientationExternalRelations,PersonalCredibilityTrustPersonalrelationshipsLivedvaluesCourage,Copyright2004South-Western.Allrightsreserved.,111,HRManagementActivities,Copyright2004South-Western.Allrightsreserved.,112,TraditionalandStrategicViewsofHRM(a)Personnel-TheTraditionalView,TheOrganization,WhatisStrategicHumanResourceManagement(SHRM)?,Copyright2004South-Western.Allrightsreserved.,113,DevelopingHumanCapital,HumanCapitalTheknowledge,skills,andcapabilitiesofindividualsthathaveeconomicvaluetoanorganization.Valuablebecausecapital:Isbasedoncompany-specificskills.Isgainedthroughlong-termexperience.Canbeexpandedthroughdevelopment.,Copyright2004South-Western.Allrightsreserved.,114,2).Strategy,Strategicmanagement:setofdecisionsandsubsequentactionsusedtoformulateandimplementstrategiesthatwilloptimizethefitbetweentheorganizationanditsenvironmentinanefforttoachieveorganizationalobjectives.Competitiveadvantage:whenafirmisimplementingavaluecreatingstrategynotsimultaneouslybeingimplementedbyanycurrentorpotentialcompetitor.Sustainedcompetitiveadvantage:existsonlyaftereffortstoreplicatethatadvantagehaveceased.,Copyright2004South-Western.Allrightsreserved.,115,StrategyCont.,Strategicplan:theoverallblueprintthatdefineshowanorganizationwilldeployitscapitalresources,suchasbudgetaryandhumanresources,inpursuitofitsgoalsHowdoyoudevelopastrategicplan?ArticulatevaluesandmissionstatementSWOTAnalysisEstablishrealisticgoalsandobjectivesbasedontheforegoingstepsFormulateStrategiesImplementStrategies,Copyright2004South-Western.Allrightsreserved.,116,CORPORATESTRATEGY,HowcompanieschoosetheirmixturesofdifferentbusinessesContrastswithbusinesslevelstrategyDiversificationrelatedunrelated,Copyright2004South-Western.Allrightsreserved.,117,TypesofBusinessStrategiesCostleadership:Afirmpursuingacostleadershipstrategyaggressivelyseeksefficienciesinproductionandusestightcontrolstogainanedgeoncompetitors.Differentiationstrategy:involvesanattempttosetacompanysproductsorservicesapartfromthoseofitscompetitors.,Copyright2004South-Western.Allrightsreserved.,118,LinkageofOrganizationalandHRStrategies,Figure24,Copyright2004South-Western.Allrightsreserved.,119,TraditionalandStrategicViewsofHRM(b)HRM-TheStrategicView,Copyright2004South-Western.Allrightsreserved.,120,Table2.1TheoreticalPerspectivesonSHRM,UniversalisticThereisonebestwaytomanagehumanresources.StrategicHRMistheprocessoftransformingtraditionalHRpracticesintoalimitedsetof“correct”HRproceduresandpolicies.StrategicFitStrategicHRMinvolvesmatchingspecificHRpracticestothefirmsoverallbusinessstrategy.HRasinternalStrategicHRMinvolvesHRprofessionalsprovidingHRserviceproviderservicestobusinessunitswithinthefirm.TheHRgoalistoenhancetheeffectivenessandefficiencyoftheoperationsoftheirbusinessunitcustomers.,PerspectiveDescription,WhatisStrategicHumanResourceManagement(SHRM)?(Continued),Copyright2004South-Western.Allrightsreserved.,121,Table2.1TheoreticalPerspectivesonSHRM,ConfigurationalTherearevariousconfigurationsor“bundles”ofHRpracticesthatgotogetherand,collectively,canimprovebusinessperformance.Certainbundlesareeffectiveincertainindustriesand/orincertainbusinessconditions,whereasotherbundlesshouldbeusedinotherindustriesorunderdifferentbusinessCircumstancesResource/CompetencySHRMengendersorganizationalsuccessbyenhancingafirmsabilitytoacquire,develop,use,andretainemployeeswithhighcompetencelevelsrelevanttofirmactivities.,PerspectiveDescription,WhatisStrategicHumanResourceManagement(SHRM)?(Continued),Copyright2004South-Western.Allrightsreserved.,122,CompetitiveAdvantagethroughPeople,CoreCompetenciesIntegratedknowledgesetswithinanorganizationthatdistinguishitfromitscompetitorsanddelivervaluetocustomers.Sustainedcompetitiveadvantagethroughpeopleisachievedifthesehumanresources:Havevalue.Arerareandunavailabletocompetitors.Aredifficulttoimitate.Areorganizedforsynergy.,Copyright2004South-Western.Allrightsreserved.,123,-Itinvolvesdesigningandimplementingasetofinternallyconsistentpoliciesandpracticesthatensureafirmshumancapitalcontributetotheachievementofitsbusinessobjectives.-Thisincludesbothvertical(linkingHRMpracticeswithstrategicmanagementprocess)andhorizontal(theintegrationofthevariousHRMpractices)integrationaswell.-Additionally,linkingthepeopleofthefirm(intermsoftheirskillsandactions)tothestrategicneedsofthefirm.,SHRMDefined,Copyright2004South-Western.Allrightsreserved.,124,DifferentRolesforHRManagement,Figure15,Copyright2004South-Western.Allrightsreserved.,125,HRManagementRoles,AdministrativeRoleClericalandadministrativesupportoperations(e.g.,payrollandbenefitswork)EmployeeAdvocateRole“Champion”foremployeeconcernsEmployeecrisismanagementRespondingtoemployeecomplaintsOperationalRoleIdentificationandimplementationofHRprogramsandpoliciesEEO,hiring,training,andotheractivitiesthatsupporttheorganization.,Copyright2004South-Western.Allrightsreserved.,126,HowHRSpendsItsTime,Figure16,Source:Adaptedfrom“HowMuchTimeShouldYourHRstaffSpendonRecruiting?”HumanResourcesDepartmentManagementReport,June2000,p.6.,Copyright2004South-Western.Allrightsreserved.,127,StrategicRoleforHR,HRbecomesastrategicbusinesspartnerby:FocusingondevelopingHRprogramsthatenhanceorganizationalperformance.InvolvingHRinstrategicplanningattheonset.Participatingindecisionmakingonmergers,acquisitions,anddownsizing.RedesigningorganizationsandworkprocessesAccountinganddocumentingthefinancialresultsofHRactivities.,Copyright2004South-Western.Allrightsreserved.,128,OverviewofHRManagementRoles,Figure17,Copyright2004South-Western.Allrightsreserved.,129,HRManagementChallenges,OrganizationalRestructuring,Mergers,andAcquisitions“Right-sizing”eliminatingoflayersofmanagement,closingfacilities,mergingwithotherorganizations,andoutplacingworkersIntendedresultsareflatterorganizations,increasesinproductivity,quality,serviceandlowercosts.Costsaresurvivormentality,lossofemployeeloyalty,andturnoverofvaluableemployees.HRmanagersmustworktowardensuringculturalcompatibilityinmergers.,Copyright2004South-Western.Allrightsreserved.,130,3).HRManagementChallenges,EconomicandTechnologicalChangesShiftinjobsformanufacturingandagriculturetoserviceindustriesandtelecommunications.Pressuresofglobalcompetitioncausingfirmstoadaptbyloweringcostsandincreasingproductivity.Growthofinformationtechnology(Internet).,Copyright2004South-Western.Allrightsreserved.,131,JobsoftheFuture,Figure13,Source:U.S.DepartmentofLabor,BureauofLaborStatistics,2001.,Copyright2004South-Western.Allrightsreserved.,132,HRManagementChallenges,WorkforceAvailabilityandQualityInadequatesupplyofworkerswithneededskillsfor“knowledgejobs”EducationofworkersinbasicskillsGrowthinContingentWorkforceIncreasesintemporaryworkers,independentcontractors,leasedemployees,andpart-timerscausedby:NeedforflexibilityinstaffinglevelsIncreaseddifficultyinfiringregularemployees.Reducedlegalliabilityfromcontractemployees,Copyright2004South-Western.Allrightsreserved.,133,HRManagementChallenges,DemographicsandDiversityIssuesMorediversityofrace,gender,age,andethnicityintheU.S.workforceBalancingWorkandFamilyDual-careercouplesSingle-parenthouseholdsDeclineinthe“traditionalfamily”Workingmothersandfamily/childcareSingleemployee“backlash”againstfamily-orientedprograms.,Copyright2004South-Western.Allrightsreserved.,134,NewMomsintheWorkforce,Figure14,Source:U.S.CensusBureau,2000.,Copyright2004South-Western.Allrightsreserved.,135,EthicsandHR,WhatisEthicalBehavior?What“ought”tobedone.Dimensionsofdecisionsaboutethicalissuesinmanagement:ExtendedconsequencesMultiplealternativesMixedoutcomesUncertainconsequencesPersonaleffects,Copyright2004South-Western.Allrightsreserved.,136,EthicsandHR(contd),RespondingtoEthicalSituationsGuidedbyvaluesandpersonalbehavior“codes”thatinclude:Doesresponsemeetallapplicablelaws,regulations,andgovernmentcodes?Doesresponsecomplywithallorganizationalstandardsofethicalbehavior?Doesresponsepassthetestofprofessionalstandardsforethicalbehavior?,Copyright2004South-Western.Allrightsreserved.,137,EthicalIssuesinManagement,MostCommonFormsofUnethicalConductLyingtosupervisorsEmployeedruguseoralcoholabuseFalsificationofrecordsInternationalEthicalIssuesGiftgivingandbriberyDiscriminationinhiringandtreatmentAddressingEthicalIssuesCodeofethicsTrainingmanagersandemployees,Copyright2004South-Western.Allrightsreserved.,138,CodeofEthics,AsamemberoftheSocietyforHumanResourceManagement,Ipledgeto:Maintainthehigheststandardsofprofessionalandpersonalconduct.StriveforpersonalgrowthinthefieldofHRM.SupporttheSocietysgoalsandobjectivesfordevelopingthehumanresourcemanagementprofession.Encouragemyemployertomakethefairandequitabletreatmentofallemployeesaprimaryconcern.Strivetomakemyemployerprofitablebothinmonetarytermsandthroughthesupportandencouragementofeffectiveemploymentpractices.,Copyright2004South-Western.Allrightsreserved.,139,CodeofEthicsCont.,Instillinemployeesandthepublicasenseofconfidenceabouttheconductandintentionsofmyemployer.Maintainloyaltytomyemployerandpursueitsobjectivesinwaysthatareconsistentwiththepublicinterest.Upholdalllawsandregulationsrelatingtomyemployersactivities.Refrainfromusingmyofficialpositions,eitherregularorvolunteer,tosecurespecialprivilege,gainorbenefitformyself.Maintaintheconfidentialityofprivilegedinformation.Improvepublicunderstandingoftheroleofhumanresourcemanagement.,Copyright2004South-Western.Allrightsreserved.,140,OverallFrameworkforHumanResourceManagement,PresentationSlide11,COMPETITIVECHALLENGESGlobalizationTechnologyManagingchangeHumancapitalResponsivenessCostcontainment,HUMANRESOURCESPlanningRecruitmentStaffingJobdesignTraining/developmentAppraisalCommunicationsCompensationBenefitsLaborrelations,EMPLOYEECONCERNSBackgrounddiversityAgedistributionGenderissuesEducationallevelsEmployeerightsPrivacyissuesWorkattitudesFamilyconcerns,Figure1.1,Copyright2004South-Western.Allrightsreserved.,141,CompetitiveChallengesandHumanResourcesManagement,Themostpressingcompetitiveissuesfacingfirms:GoingglobalEmbracingtechnologyManagingchangeDevelopinghumancapitalRespondingtothemarketContainingcosts,Copyright2004South-Western.Allrightsreserved.,142,GoingGlobal,GlobalizationThetrendtowardopeningupforeignmarketstointernationaltradeandinvestment.ImpactofGlobalizationPartnershipswithforeignfirms“Anything,anywhere,anytime”marketsLowertradeandtariffbarriersNAFTA,EU,APECtradeagreementsWTOandGATT,Copyright2004South-Western.Allrightsreserved.,143,GoingGlobal(contd),ImpactonHRMDifferentgeographies,cultures,laws,andbusinesspracticesIssues:Identifyingcapableexpatriatemanagers.Developingforeigncultureandworkpracticetrainingprograms.Adjustingcompensationplansforoverseaswork.,Copyright2004South-Western.Allrightsreserved.,144,EmbracingNewTechnology,KnowledgeWorkersWorkerswhoseresponsibilitiesextendbeyondthephysicalexecutionofworktoincludeplanning,decisionmaking,andproblemsolving.TheSpreadofE-commerceTheRiseofVirtualWorkers,Copyright2004South-Western.Allrightsreserved.,145,InfluenceofTechnologyinHRM,HumanResourcesInformationSystem(HRIS)Computerizedsystemthatprovidescurrentandaccuratedataforpurposesofcontrolanddecisionmaking.Benefits:Storeandretrieveoflargequantitiesofdata.Combineandreconfiguredatatocreatenewinformation.Institutionalizationoforganizationalknowledge.Easiercommunications.Loweradministrativecosts,increaseproductivityandresponsetimes.,Copyright2004South-Western.Allrightsreserved.,146,HumanResourceInformationSystems,Humanresourceinformationsystems(HRIS)Anintegratedsystemofhardware,software,anddatabasesdesignedtoprovideinformationusedinHRdecisionmaking.BenefitsofHRISAdministrativeandoperationalefficiencyincompilingHRdataAvailabilityofdataforeffectiveHRstrategicplanningUsesofHRISAutomationofpayrollandbenefitactivitiesEEO/affirmativeactiontracking,Copyright2004South-Western.Allrightsreserved.,147,MajorUsesForHRInformationSystems,Source:HRandTechnologySurvey,Deloitte&ToucheandLawsonSoftware,1998.,HRM1,Copyright2004South-Western.Allrightsreserved.,148,UsesofanHRInformationSystem(HRIS),Figure212,Copyright2004South-Western.Allrightsreserved.,149,ImpactofITonHRM,TransformationalImpact,OperationalImpact,RelationalImpact,HRM,Copyright2004South-Western.Allrightsreserved.,150,DesigningandImplementinganHRIS,HRISDesignIssuesWhatinformationavailableandwhatisinformationneeded?Towhatuseswilltheinformationbeput?Whatoutputformatcompatibilitywithothersystemsisrequired?Whowillbeallowedtoaccesstotheinformation?Whenandhowoftenwilltheinformationbeneeded?,Copyright2004South-Western.Allrightsreserved.,151,AccessingtheHRIS,IntranetAnorganizational(internal)networkthatoperatesovertheInternet.ExtranetAnInternet-linkednetworkthatallowsemployeesaccesstoinformationprovidedbyexternalentities.Web-basedHRISUsesBulletinboardsDataaccessEmployeeself-serviceExtendedlinkage,Copyright2004South-Western.Allrightsreserved.,152,AGuideToInternetSites,AmericanManagementAssociation(/start.htm)AMAmembership,programs,training,etc.SocietyforHumanResourceManagement()Currentevents,information,connections,articles.HRProfessionalsGatewaytotheInternet(LinkstoHR-relatedwebpages.TrainingandDevelopmentHomepage(Jobmart,traininglinks,T&Delectronicmailinglistlinks.,HRM2,Copyright2004South-Western.Allrightsreserved.,153,AGuideToInternetSites(contd),FedWorld()Agatewaytomanygovernmentwebsites.U.S.DepartmentofLabor()Jobbank,laborstatistics,pressreleases,grants,contractinformation.OccupationalSafetyandHealthResources()OSHA-relatedsites,governmentpages,resources,etc.AFL-CIO(/home.htm)Unionnews,issuepapers,pressreleases,linkstolaborsites.,HRM2,Copyright2004South-Western.Allrightsreserved.,154,HRMITInvestmentFactors,InitialcostsandannualmaintenancecostsFitofsoftwarepackagestotheemployeebaseAbilitytoupgradeIncreasedefficiencyandtimesavingsCompatibilitywithcurrentsystems,User-friendlinessAvailabilityoftechnicalsupportNeedsforcustomizingTimerequiredtoimplementTrainingtimerequiredforHRandpayroll,Copyright2004South-Western.Allrightsreserved.,155,ManagingChange,TypesofChangeReactivechangeChangethatoccursafterexternalforceshavealreadyaffectedperformanceProactivechangeChangeinitiatedtotakeadvantageoftargetedopportunitiesFormalchangemanagementprogramshelptokeepemployeesfocusedonthesuccessofth