精品战略人力资源管理讲义.ppt

CHAPTER1ANINVESTMENTPERSPECTIVEOFHUMANRESOURCEMANAGEMENT,PowerPointPresentationbyCharlieCookCopyright2002South-Western.Allrightsreserved,天马行空官方博客：,Copyright2002South-Western.Allrightsreserved.,12,TheStrategicViewofHumanResources,Employeesarehumanassetsthatincreaseinvaluetotheorganizationandthemarketplacewheninvestmentsofappropriatepoliciesandprogramsareapplied.Effectiveorganizationsrecognizethattheiremployeesdohavevalue,muchassameastheorganizationsphysicalandcapitalassetshavevalue.Employeesareavaluablesourceofsustainablecompetitiveadvantage.,Copyright2002South-Western.Allrightsreserved.,13,Copyright2002South-Western.Allrightsreserved.,14,SourcesofEmployeeValue,TechnicalKnowledgeMarkets,Processes,Customers,EnvironmentAbilitytoLearnandGrowOpennesstonewideasAcquisitionofknowledgeandskillsDecisionMakingCapabilitiesMotivationCommitmentTeamworkInterpersonalskills,Leadershipability,Copyright2002South-Western.Allrightsreserved.,15,ValuationofHumanAssets,ImplicationsforIndividualsandOrganizationsDeterminationofcompensationInternalandexternalequityforemployeesinreturnfortheircontributionstotheorganization.Organizationplacementofresourcesandreturnsonemployeedevelopmentarealignedandwell-matched.AdvancementopportunitiesDevelopingcurrentemployeescreatesmotivationandpermitspromotionfromwithin.DevelopmentofretentionstrategiesEffectivemeansofretainingvaluableemployeesallowsfortherecaptureoftheinvestedcostsoftheirdevelopment.,Copyright2002South-Western.Allrightsreserved.,16,InvestmentOrientation,Copyright2002South-Western.Allrightsreserved.,17,TheInvestment-OrientedOrganization,OrganizationalCharacteristicsSeespeopleascentraltoitsmission/strategy.Hasamissionstatementandstrategicobjectivesthatespousethevalueofhumanassetsinachievinggoals.Hasamanagementphilosophythatencouragesthedevelopmentandretentionofhumanassetsanddoesnottreatorregardhumanassetsinthesamewaysasphysicalassets.,Copyright2002South-Western.Allrightsreserved.,18,InvestmentOrientationFactors,SeniorManagementValuesandActionsAnorganizationswillingnesstoinvestinitshumanresourcesisdeterminedbythe“investmentorientation”ofitsmanagers.AttitudeTowardRiskInvestmentinhumanresourcesisinherentlyriskierduetolackofabsolute“ownership”oftheasset.NatureofSkillsNeededbyEmployeesThemorelikelythatskillsdevelopedbyemployeesaremarketableoutsidethefirm,themoreriskythefirmsinvestmentinthedevelopmentofthoseskills.,Copyright2002South-Western.Allrightsreserved.,19,InvestmentOrientationFactors,Utilitarian(“BottomLine”)MentalityAnattemptismadetoquantifyemployeeworthtotheorganizationthroughacost-benefitanalysis.The“soft”benefitsofHRprogramsandpolicesaredifficulttoobjectivelyquantifybecausetheyaffectmanydifferentorganizationalareasandhavedifferentialeffectsonindividualemployees.AvailabilityofOutsourcingIfcost-effectiveoutsourcingisavailable,investmentswillbemadeonlyinHRactivitiesproducingthehighestreturnsandlargestsustainablecompetitiveadvantages.,Copyright2002South-Western.Allrightsreserved.,110,Reading1.1:TheSWAValueCycle,ValueatSouthwestAirlinesis:1.Createdthroughsatisfactionofemployeeneeds.2.Convertedtocustomerandshareholdervalueviaorganizationalcapabilities(thedesignofspecificoperatingprocesses).3.CapturedbySWAascompetitiveadvantagethroughlowercostsandsuperiorservice(productivity)inrelationtoitscompetitors.,Copyright2002South-Western.Allrightsreserved.,111,Reading1.2:EffectiveHRMPractices,EmploymentSecuritySelectivityinRecruitingHighWagesIncentivepayEmployeeOwnershipInformationSharingParticipationdemandingmoremeaningfulworkandinvolvementinorganizationaldecisionsIncreasedPersonalandFamilyDynamicEffectsMoresingle-parentfamilies,dual-careercouples,anddomesticpartnersIncreasedNontraditionalWorkRelationshipsPart-time,consulting,andtemporaryemploymentflexibilityOutsourcingandentrepreneurialopportunities,Copyright2002South-Western.Allrightsreserved.,119,ManagingWorkplaceDiversity,UnderstandingandAppreciatingDiversityIscriticaltoeffectivelymarketingtoethnicandminoritygroupsIspromotedbyhavingadiverseworkforceatallorganizationlevelsHelpsensurethathiringandpromotiondecisionsareunbiasedbypersondifferencesDiversityManagementPrograms/InitiativesMustbeintegratedwithorganizationsmissionandobjectivesHelpkeydecisionmakersidentifydiversitysbenefitstotheorganizationMakecriticaldecisionsaboutimplementingtheoptimalprogram/initiativecontingentontheorganizationanditspeople,missionandculture.,Copyright2002South-Western.Allrightsreserved.,120,Reading2.1:Telecommuting,BenefitsReducedworkcommutingtimeEmployeeretentionIncreasedgeographicrecruitingflexibilityReducedcostsofdoingbusiness(reducedofficespace)Significantproductivitygains,ObstaclesDifficultyinmeasuringperformanceDeterminingeligiblejobsIndividualemployeecharacteristicsAssumptionofhomeofficeexpenses/liabilitiesManagerialresistancetotelecommutingIncreasednetworkingcost,Copyright2002South-Western.Allrightsreserved.,121,Reading2.2:WorkplaceDiversity,IssuesAffectingDiversityPolicymakingWhydiversityisinternallyandexternallyimportanttotheorganization?Howisdiversityrelatedtothecurrentandfuturemissionandstrategicobjectivesoftheorganization?Howisdiversitytobedefinedinitsinclusionandexclusionoftheextent,composition,andrecognitionof“differences”?Shouldtheorganizationmakespecialeffortstoattractadiverseworkforce?andforwhatpurposes?Howdoexistingemployeesandconstituentsfeelaboutdiversity?Whatspecifictypesofdiversityinitiativeswillbeundertaken?andtomeetwhatobjectives?,CHAPTER3STRATEGICPLANNING,PowerPointPresentationbyCharlieCookCopyright2002South-Western.Allrightsreserved,Copyright2002South-Western.Allrightsreserved.,123,StrategicManagement,StrategicHumanResourceManagementInvolvesaligninginitiativesinvolvinghowpeoplearemanagedwiththeorganizationalmissionandobjectives.StrategicManagementProcessDeterminingwhatneedstobedone(how)toachievecorporateobjectivesoverathree-tofiveyeartimespan.Examiningtheorganizationandthecompetitiveenvironment.Establishingastrategic(optimal)“fit”betweentheorganizationanditsenvironmentthatengenderssuccess.Reviewingandrevisingthestrategicplanasnecessary.,Copyright2002South-Western.Allrightsreserved.,124,ModelsofStrategy,IndustrialOrganization(O/I)ModelTheexternalenvironmentistheprimarydeterminantoforganizationalstrategyratherthantheinternaldecisionsofitsmanagers.Theenvironmentpresentsthreatsandopportunities.Allcompetingorganizationscontrolorhaveequalaccesstoresources.Resourcesarehighlymobilebetweenfirms.Organizationalsuccessisachievedbyofferinggoodsandservicesatlowercoststhancompetitorsorbydifferentiatingproductssuchthattheybringpremiumprices.,Copyright2002South-Western.Allrightsreserved.,125,ModelsofStrategy(contd),Resource-BasedView(RBV)Anorganizationsresourcesandcapabilities,notexternalenvironmentalconditions,shouldbethebasisforstrategicdecisions.Competitiveadvantageisgainedthroughtheacquisitionandvalueoforganizationalresources.Organizationscanidentify,locateandacquirekeyvaluableresources.Resourcesarenothighlymobileacrossorganizationsandonceacquiredareretained.Valuableresourcesarecostlytoimitateandnon-substitutable.,Copyright2002South-Western.Allrightsreserved.,126,Copyright2002South-Western.Allrightsreserved.,127,TheMissionStatement,Copyright2002South-Western.Allrightsreserved.,128,CorporateStrategies:Growth,BenefitsGainingeconomiesofscaleinoperationsandfunctionsEnhancingcompetitivepositionvis-visindustrycompetitorsProvidingopportunitiesforemployeeprofessionaldevelopmentandadvancementHRIssuesPlanningfornewhiringAlertingcurrentemployeesEnsuringqualityandperformancestandardsaremaintained,InternalMethodsPenetrationofexistingmarketsDevelopingnewmarketsDevelopingnewproductsorservicesforexistingornewmarketsExternalMethodsAcquiringotherorganizationsVerticalintegrationHRIssuesMergingorganizationsDismissingredundantemployees,Copyright2002South-Western.Allrightsreserved.,129,CorporateStrategies(contd),StabilityMaintainingthestatusquoduetolimitedenvironmentalopportunitiesforgainingcompetitiveadvantage.Fewemployeeswillhaveopportunitiesforadvancement.CriticalthatmanagementidentifykeyemployeesanddevelopspecificHRretentionstrategiestokeepthem.TurnaroundorRetrenchmentDownsizingorstreamliningtheorganizationinacost-cuttingattempttoadjusttothecompetitiveenvironment.Fewopportunitiesandmanyenvironmentalthreats.ImportanttodevelopHRpracticestomanagethe“survivors.”,Copyright2002South-Western.Allrightsreserved.,130,BusinessUnitStrategies:CostLeadership,Increasesinefficiencyandcuttingofcosts;thenpassingthesavingstotheconsumer.Assumespriceelasticityindemandforproductsorservicesishigh;smallchangeinpricewillcauselargeincreaseindemand.Assumesthatcustomersaremorepricesensitivethanbrandloyal.HRstrategyfocusesonshort-termperformancemeasuresofresultsandpromotingefficiencythroughjobspecializationandcross-training.,Copyright2002South-Western.Allrightsreserved.,131,BusinessUnitStrategies:Differentiation,Attemptingtodistinguishorganizationalproductsorservicesfromothercompetitorsorcreatingtheperceptionofadifferenceinordertodemandapremiumpricefromconsumers.Organizationoffersemployeesincentivesandcompensationforcreativity.HRstrategyfocusesonexternalhiringofuniqueindividualsandonretainingcreativeemployees.,Copyright2002South-Western.Allrightsreserved.,132,BusinessUnitStrategies:Focus,Businessattemptstosatisfytheneedsofonlyaparticulargroupornarrowsegmentofthemarket.Strategicintentistogainconsumerloyaltyofneglectedgroupsofconsumers.StrategicHRissueisensuringemployeeawarenessofuniquenessofmarketsegment.Thoroughemployeetrainingandafocusoncustomersatisfactionarecriticalfactors.Hiringmembersofthetargetsegmentwhoareempathetictocustomerinthetargetsegment.,Copyright2002South-Western.Allrightsreserved.,133,BusinessUnitStrategies:LogicsofControl,Copyright2002South-Western.Allrightsreserved.,134,EXHIBIT3-3:DYERANDHOLDERSTYPOLOGYOFSTRATEGIES(contd),BusinessUnitStrategies:LogicsofControl(contd),Copyright2002South-Western.Allrightsreserved.,135,BenefitsofaStrategicApproachtoHR,Facilitatesthedevelopmentofahigh-qualityworkforcethroughitsfocusonthetypesofpeopleandskillsneeded.Facilitatescost-effectiveutilizationoflabor,particularlyinserviceindustrieswherelaborisgenerallythegreatestcost.Facilitatestheplanningandassessmentofenvironmentaluncertaintyandtheadaptationoftheorganizationtotheexternalforcesthatimpacttheorganization.,Copyright2002South-Western.Allrightsreserved.,136,Reading3.2:TheFivePsModelofSHRM,PhilosophyStatementsofhowtheorganizationvaluesandtreatsemployees;essentiallythecultureoftheorganization.PoliciesExpressionsofsharedvaluesandguidelinesforactiononemployee-relatedbusinessissues.ProgramsCoordinatedandstrategizedapproachestoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbystrategicbusinessneeds.,Copyright2002South-Western.Allrightsreserved.,137,Reading3.2:TheFivePsModelofSHRM,PracticesHRpracticesthatmotivatebehaviorsthatallowindividualstoassumerolesconsistentwiththeorganizationsstrategicobjectives.ProcessesThecontinuumofparticipationbyallemployeesinthespecificactivitiesoftofacilitatetheformulationandimplementationofotheractivities.,Copyright2002South-Western.Allrightsreserved.,138,Reading3.2:ImplicationsofSHRM,SuccessfulSHRMeffortsbeginwithidentificationofstrategicneeds.EmployeeparticipationiscriticaltolinkingstrategyandHRpractices.StrategicHRdependsonasystematicandanalyticalmindset.CorporateHRdepartmentscanhaveanimpactontheirorganizationseffortstolaunchstrategicinitiatives.,CHAPTER4THEEVOLVING/STRATEGICROLEOFHUMANRESOURCEMANAGEMENT,PowerPointPresentationbyCharlieCookCopyright2002South-Western.Allrightsreserved,Copyright2002South-Western.Allrightsreserved.,140,StrategicHumanResourceManagement,Involvesthedevelopmentofaconsistent,alignedcollectionofpractices,programs,andpoliciestofacilitatetheachievementoftheorganizationsstrategicobjectives.Requiresabandoningthemindsetandpracticesof“personnelmanagement”andfocusingonstrategicissuesthanoperationalissues.IntegrationofallHRprogramswithinalargerframework,facilitatingtheorganizationsmissionanditsobjectives.,Copyright2002South-Western.Allrightsreserved.,141,Copyright2002South-Western.Allrightsreserved.,142,TraditionalHRversusStrategicHR,Copyright2002South-Western.Allrightsreserved.,143,BarrierstoStrategicHR,Copyright2002South-Western.Allrightsreserved.,144,Copyright2002South-Western.Allrightsreserved.,145,Copyright2002South-Western.Allrightsreserved.,146,Reading4.1:HRandOrganizationalExcellence,HRcanhelpdeliverorganizationalexcellenceby:Becomingapartnerwithseniorandlinemanagersinstrategyexecution.Becomingexpertinthewayworkisorganized,deliveringadministrativeefficiencytoensurethatcostsarereducedwhilequalityismaintained.Becomingachampionforemployees,representingtheirconcernstoseniormanagementandworkingtoincreaseemployeecontributions.Becominganagentofcontinuoustransformationbyshapingprocessesandorganizationalculture.,Copyright2002South-Western.Allrightsreserved.,147,Reading4.1:FiveCriticalBusinessChallenges,GlobalizationProfitabilitythroughGrowthTechnologyIntellectualCapitalChange,Change,andMoreChange,Copyright2002South-Western.Allrightsreserved.,148,Reading4.1:HRasStrategyExecutionPartner,HRisresponsiblefordefininganorganizationalstructureasthemodelforthecompanyswayofdoingbusiness.HRmustbeaccountableforconductinganorganizationalaudit.HRistoidentifymethodstorenovatepartoftheorganizationalarchitecture.HRmusttakestockofitsownworkandsetclearpriorities.,Copyright2002South-Western.Allrightsreserved.,149,Reading4.1:HRandOrganizationalCulture,HRcanhelpbringaboutaculturalchangeby:Definingandclarifyingtheconceptofculturalchange.Articulatingwhyculturalchangeiscentraltobusinesssuccess.Definingaprocessforassessingthecurrentcultureandthedesirednewculture,aswellasmeasuringthegapbetweenthetwo.Identifyingalternativeapproachestocreatingculturechange.,Copyright2002South-Western.Allrightsreserved.,150,Reading4.1:FourChangesfortheLine,HowsenioroperatingmanagementcancreateanenvironmentinwhichHRbecomesfocusedonoutcomesinsteadofactivities:Communicatetotheorganizationthatthe“softstuff”matters.ExplicitlydefinethedeliverablesfromHR,andholdHRaccountableforresults.InvestininnovativeHRpractices.UpgradeHRprofessionals.,Copyright2002South-Western.Allrightsreserved.,151,Reading4.2:HumanCapitalManagement,Tobecomeeffectivehumancapitalmanagers,HRmangersmustdevelopcompetenciesin:Knowledgeofthebusiness.Humanresourcefunctionalexpertise.Themanagementofchange.,Copyright2002South-Western.Allrightsreserved.,152,Reading4.2:NewFunctionalRoleforHR,HRmustfocusonbusinessleveloutcomesratherthanHRlevelinputs.HRmustbecomeastrategiccorecompetencyratherthanamarketfollower.Strategiccompetenciesaremoreimportantthanfunctionalcompetencies.ThemostimportantmissingelementintheHRfunctionexpertiseisasystemsperspective.,Copyright2002South-Western.Allrightsreserved.,153,Reading4.3:OrganizationCultureQuestionnaire,Topicstobeincludedinthequestionnaire:Howisperformancedefined,measuredandrewardedintheorganization?Howareinformationandresourcesallocatedandmanagedintheorganization?Whatistheoperationalphilosophyoftheorganizationwithregardtorisk-taking,leadership,andconcernforoverallresults?Doestheorganizationregarditshumanresourcesascostsorassets?,Copyright2002South-Western.Allrightsreserved.,154,Reading4.3:AnalyzingDysfunctionalCultures,Whichcomponentsoftheculturearemisaligned?Whatprioritiesshouldbeassignedeachofthegapsbetweenwhatthecultureisandwhatpeoplefeelthatitshouldbe?Whatresourcesareneededandhowshouldtheybeusedtochangetheculture?Howshouldthechangeeffortbemanagedandwhodoeswhat?WhatroleshouldHRstrategyplayinsignaling,makingandreinforcingthenecessarychanges?,CHAPTER5HUMANRESOURCEPLANNING,PowerPointPresentationbyCharlieCookCopyright2002South-Western.Allrightsreserved,Copyright2002South-Western.Allrightsreserved.,156,HumanResourcePlanning(HRP),IsthefirstcomponentofHRMstrategyAllotherfunctionalHRactivitiesarederivedfromandflowoutoftheHRPprocess.HasitsbasisinconsiderationsoffutureHRrequirementsinlightofpresentHRcapabilitiesandcapacities.IsproactiveinanticipatingandpreparingflexibleresponsestochangingHRrequirements.Hasbothaninternalandexternalfocus.,Copyright2002South-Western.Allrightsreserved.,157,FiveMajorObjectivesofHRP,Copyright2002South-Western.Allrightsreserved.,158,TypesofPlanning,AggregatePlanningAnticipatingtheneedsforgroupsofemployeesinspecific,usuallylowerleveljobsandthegeneralskillsemployeeswillneedtoensuresustainedhighperformance.SuccessionPlanningFocusesonensuringthatkeyindividualmanagementpositionsintheorganizationremainfilledwithindividualswhoprovidethebestfitforthesecriticalpositions.,Copyright2002South-Western.Allrightsreserved.,159,AggregatePlanning:ForecastingDemand,ForecastingthedemandforemployeesConsidersthefirmsstrategicplanseffectsonincreasesordecreasesinthedemandforthefirmsproductsorservices.Assumptionsonwhichtheforecastispredicatedshouldbewrittendownandrevisitedwhenconditionschange.Unitforecasting(bottom-upplanning)involves“pointofcontact”estimationofthefuturedemandforemployees.Top-downforecastinginvolvesseniormanagersallocatingafixedpayrollbudgetacrosstheorganizationalhierarchy.Thedemandforemployeeskillsrequirementsmustalsobeconsidered.,Copyright2002South-Western.Allrightsreserved.,160,AggregatePlanning:ForecastingSupply,Thelevelandquantitiesofabilities,skillsandexperiencescanbedeterminedusingaSkillsInventory.Ahumanresourceinformationsystem(HRIS),especiallycomputerizeddatabases,updatedatleastannually,isadynamicsourceofHRinformation.Markovanalysiscanbeusedtocreateatransitionprobabilitymatrixthatpredictsthemobilityofemployeeswithinanorganization.,Copyright2002South-Western.Allrightsreserved.,161,Copyright2002South-Western.Allrightsreserved.,162,BalancingHRSupplyandDemand,Copyright2002South-Western.Allrightsreserved.,163,SuccessionPlanning,Involvesidentifyingkeymanagementpositionstheorganizationcannotaffordtohavevacant.PurposesofSuccessionPlanningFacilitatestransitionwhenanemployeeleaves.Identifiesthedevelopmentneeds