国外著名HR咨询公司HRM培训.PPT

HumanResourceManagementPART1,PersonnelManagementtoHumanResourceManagement,RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980sintheUSAUKfollowedquicklyConceptisastrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresourcethepeoplewhoworkforitArmstrong1991,FeaturesofHRM,ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfitintegrationwithbusinessstrategyCommitmentorientedTwoperspectiveshardandsoftInvolvesstrongculturesandvalues,PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformance,FeaturesofHRM,Fombrum,TichyandDevannaModel1984,Selection,Performance,Appraisal,HRD,Reward,WarwickModelofHRM,BusinessStrategyContext,InnerContext,HRMContent,HRMContext,OUTERCONTEXT,WarwickModelcontentoftheboxes,Outercontextsocio-economic,technical,politico-legal,competitiveInnercontextculture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontextobjectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontentHRflows,worksystems,rewardsystems,employeerelations,TheHarvardModel,StakeholderIssues:WorkforcecharacteristicsBusinessstrategyabovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds,Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussion,Appraisal,Development,ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities,EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess,Development,Reward,PromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority,Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshighfacevalidityandfeltfairperceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategy,Reward,Integration,Vertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-grationtheintegrationofthepartsofacomponentofHRstrategye.grewardstrategybasepay,variablepayandbenefitsallsupporteachother,CurrentHRMIssueslooksnaveintodaysturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.,Evolutionary:NaturalSelection,EmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment,Evolutionarylawofthejungle,HRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritiquemarketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant,Processuallifeismessy,ConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoptionsufficingOrganisationsascoalitionsconsensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechangesparecapacityasbufferStrategyacomfortingritual,ProcessualandHRM,HRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritiquelacksvision;maynotbeabletorespondquicklyenoughtothreats,Systemic:sociallygrounded,Manmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese,SystemicandHR,HRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritiquefocusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences,Resource-BasedTheoryoftheFirm,PlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess,EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymaking,Resource-BasedTheoryoftheFirm,Resource-BasedTheorynorm-based,TakenforgrantedInvisiblePre-conscious,CommonOrganisationStories,Canemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?,CULTURE:Socialisation:learning,pre-arrival:“preconception”,metamorphosis:“absorb”,security,commitment,productivity,encounter:“provisional”,(Hmayconflictwithespousedvaluesandeachother,CultureChange,Whychange?Environmentchanges:Businessmergers,technology,marketGovernmentlaws,Hinternallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailablegraduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapply,HandlingApplications,Informationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationform,Developimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomer,Selection,Theimportance:Itisfairlyeasytouseselectiontoimproveproductivityby6%.Underveryfavourablecircumstancesselectioncanbringaboutgainsof20%ormore.Smith&Robertson1993Ethicalissues:-principleofpositiveselfregard-principleofinformedconsent-principleofcompetence-principleofconfidentiality,CommonSelectionMethods,ApplicationformandCVReferences,recommendationsandtestimonialsGroupexercisesWorksampletestsSelectioninterviewsPsychometrictests,UsageofSelectionMethodsWithintheUK,Interview100%Applicationform98%References97%CV84%Personalitytests58%Ability/aptitudetests47%Assessmentcentres30%,ChoosingaSelectionMethod,PracticalitySensitivityReliabilityValidity-face-content-criterion(predictiveorcurrent)-construct,ValidityofSelectionMethods,Assessmentcentres0.2-0.4Biodata0.2-0.4Abilitytests0.1-0.3Worksampletests0.1-0.3Personalitytests0.1-0.2Interviews0.0-0.2References0.0-0.15,PsychometricTests,MaximalversusTypicalperformanceMaximalperformance-aptitude/attainmentTypicalperformance-personality-interestsandvaluesManycountrieshavelegalconstraintsonuse,AptitudeTests,Specificabilities-e.g.mechanical/spatialSpecificoccupations-e.g.clerical/computerGeneralintelligence-numerical-verbal-abstractreasoning,TheSelectionInterview,Aconversationwithapurposeto:MakeanassessmentofacandidateinrelationtoanorganisationalroleInformationexchangeSelltheorganisationSocialfunction,TypesofSelectionInterview,IndividualPanelSequential,InformationgatheringStructuredSituationalBehaviouralStressHypothetical,FailuresofHumanJudgement,MemoryQuickdecisionshalo/hornseffectEmphasisonnegativeinformationInconsistentevaluationofinformationPerceptualselectivityLikepeoplelikeyouStereotypingInformationoverloadPrimacyExpectancy,StructuredInterviewing,BasequestionsonjobanalysisorcompetencestatementsEachcandidateisaskedthesamequestionsSystematicscoringprocedureIndependentassessmentofcandidates,InterviewingasaSocialProcess,CreateappropriatephysicalenvironmentCreateappropriatesocialenvironmentCreateandmeetcandidateexpectationsUseactivelisteningEndthesocialencounter,QuestioningTechniques,OpenrequirefulleranswerClosedstraightforwardinformationProbingfollowupforfurtherinformationorareasofuncertaintyLeadingsupplythecandidatewithcluestothebestresponseMultiplecandidatewillanswertheeasiest,AssessmentCentres,Anassessmentcentreisaprogrammeoftests,exercisesandinterviewsdesignedtomeasureandassessawiderangeofdifferentabilities,skillsandbehaviouralcharacteristicsandpotentialrequiredforeffectiveperformanceinthejobBeardwellandHolden,1994,AdvantagesofAssessmentCentres,AllowsmoretimetomakeanassessmentInvolvesmoremeasuresbetterpredictivevalidityProjectsaprofessionalimageSpinoffse.g.developmentalexperienceforassessors,DisadvantagesofAssessmentCentres,CostTimeDifficulttodoStressfulforcandidatesNeedtotrainassessors,DesigninganAssessmentCentre,DefinecompetenciesChoosetests,exercisesandmeasureseachcompetencyatleasttwiceTrainingofassessorsPilotthecentreRunthecentreFeedbackEvaluation,ChoosingtheSelectionTestsandExercises,TypesoftechniquesavailableCoveringthecompetenciesHowmanyshouldtherebe?Buyinordeviseyourself?Issuesindesign,EnsuringCompetentAssessment,Familiarisation/ownershipoftheassessmentcriteriaAssessmentofperformancecriterianotperformanceinexercisesAssessmentdocumentationIndependentassessmentTrainingandpractiseforassessors,Performancemanagement,.Thevariousmanagementprocessesbywhichstandardsofperformanceareaddressedatboththeindividualandorganisationallevel.theuseofobjectivesettingandperformancereviewsviaemployeeappraisal.Taylor(1998),Definitionsofperformancemanagement,Theessenceofperformancemanagementisestablishingaframeworkinwhichperformancebyindividualscanbedirected,monitored,motivatedandrefined:andwherebythelinksinthecyclecanbeaudited.(Mabey&Salaman,1995),Performancemanagement,PerformanceManagementasanIntegratingForce,PerformanceManagement,RewardManagement,ImprovingIndividualandOrganisationalPerformance,ImprovingManagerialEffectiveness,DevelopingSkillsandCompetences,(Armstrong,1996),PerformanceManagementCycle,OrganisationalObjectives,IndividualObjectives,PerformanceReview,DevelopmentandReward,MonitorandReview,ElementsOfPerformanceManagement,Organisationhasasharedvisionofitsobjectiveswhichitcommunicatestoallemployees.Organisationsetsindividualperformancetargetswhicharerelatedtobothoperatingunitandwiderorganisationalgoals.Organisationconductsaformalreviewofprogresstowardsthetargets.Organisationusesthereviewprocesstoidentifytraining,developmentandrewardoutcomes.Organisationevaluatestheeffectivenessofthewholeprocess.,CommonFeatures,ProvidingDataonContributionofHumanResourcestoStrategicObjectivesFormingaFrameworkofTechniquestoSecureMaximumAchievementofObjectivesforGivenInputsProvidingaMeansofCheckingtheFunctioningoftheProcessLinkswhichDeliverPerformanceAgainstObjectives(Mabey&Salaman,1995),ClarifyingBusinessObjectives,Training&Development,Performance&Potential,CareerManagement,RewardSystems,CultureChange,IndividualorTeam?,APPRAISAL,PRP,Bonuses,Increments,AssessmentSuccessionSelf-developmentGuidance&Counselling,RoleofPerformanceManagement,CriteriaforSuccess,Performance-orientedcultureTopmanagementsupportandcommitmentAppropriatetraininganddevelopmentoftwowayresponsibility-linemanagers-individualemployeesUtiliseappropriatetheoriesofsocialpsychologyAdministrativelysimpleRecognisetheimportan