清华大学人力资源管理教学讲义(人力资源管理与企业战略)

人力资源管理与企业战略,AligningHumanResourcesandBusinessStrategy,Distinctivehumanresourcesarefirmscorecompetencies,SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.,StrategicHumanResourceManagement,The5-PModel,ORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothem,STRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectives,EXTERNALCHARACTERISTICS,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,INTERNALCHARACTERISTICS,LinkingStrategicBusinessNeeds&StrategicHRMActivities,Pepsi-ColaInternationalsstrategy,BeingNo.1byCreatingValuethroughLeadershipandExcellence.,ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompany,The5-PModel,PCIsstrategicbusinessobjectives,CommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplans,The5-PModel,HumanResourcesPoliciesExpressedassharedvalues(guidelines),HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandculture,HumanResourcesProgramsArticulatedasHumanResourcesStrategies,HumanResourcesPracticesForleadership,managerial,andoperationalroles,HumanResourcesProcessesFortheformulationandimplementationofotheractivities,Expresshowtotreatandvaluepeople,Establishesguidelinesforactiononpeople-relatedbusinessissuesandHRprograms,Coordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissues,Motivatesneededrolebehaviors,Defineshowtheseactivitiesarecarriedout,The5-PModel,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,1.HUMANRESOURCESPHILOSOPHY,Thisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.,The5-PModel,AstatementofthecultureatPCI,LEADERSHIPINPEOPLE,Wewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovement,The5-PModel:PHILOSOPHY,LEADERSHIPINOURBRANDS,Wewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmanner,LEADERSHIPINMARKETING,Wewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunities,The5-PModel:AstatementofthecultureatPCI,LEADERSHIPINOPERATIONS,Wewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganization,The5-PModel:AstatementofthecultureatPCI,2.HUMANRESOURCESPOLICIES,Allofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.,The5-PModel,HRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneed,Values:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividualsperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.,The5-PModel:POLICIES,3.HUMANRESOURCESPROGRAMS,ShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.,The5-PModel,Genericquestionshelptoidentifythefundamentalissuesforprograms,Whatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?,The5-PModel:PROGRAMS,4.HUMANRESOURCESPRACTICES,LEADERSHIPROLES,EstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchange,e.g.FPC,LivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleader,The5-PModel,MANAGERIALROLES,MakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriate,OPERATIONALROLES,Contentisfarmorespecificthanfortheotherroles,The5-PModel:PRACTICES,5.HUMANRESOURCESPROCESSES,ThisareadealswithhowalltheotherHRactivitiesareidentified,formulated,andimplemented.,The5-PModel,Strategy-HRfit:,Doesitreallymatter?,FIT:theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirmsstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingther