人员分配及人力调配页英文版

1、Sept 2001Chris JarvisBS3403Human Resource ManagementBS3403 HRM2Schedulez Lecturesz Case study discussionz Coursework 50%, Examination 50%z On-line Forum/Bulletin Boardz Study guide and Learning Resourcesycourse WWW-site sol.brunel.ac.uk/jarvis/degreemodules/bs3403/yBOLAsol.brunel.ac.uk/jarvis/bola/p

2、ersonnel/BS3403 HRM3Chris Jarvis: HRM Theory and PracticeMG5012 Managing Human ResourcesModule TextsEssential (pre-season training)z Maund L, 2001, Intro to HRM, Palgrave z Beardwell I & Holden, 2000, HRM, Pitman Furtherz Cornelius, N (1999) HRM: a Managerial Perspective, International Thomsonz

3、Legge K, (1995), HRM: rhetorics and realities, MacMillan BS3403 HRM4HRM: a mature discipline?Scientific/philosophical rigourCritical evaluationComplex synthesisAnalytical explanationTechnical applicationContextual understandingDescriptive knowledgeand categorisationBS3403 HRM5Scope of HRMzWhat busin

4、ess activities? Who does them?zEvolution of HRM/Personnel functionzHR contentyjob and employee related service functionszHR contexts (STEEPLE)ysocial, technological, economic, ethical, legal and environmentalBS3403 HRM6HR AnalysisPlanning, Policy andImplementationStaffingRecruitmentPlacementRecordsL

5、earning,Training, andEvaluatingRewardsandContractsOrganisationalculture &managementworkforcerelationshipsHRM/Personnel ActivitiesThe organisation employs peopleMacro Meso Micro Meta issuesBS3403 HRM7Karen Legge - Perspectives on HRM Rhetoric 1. descriptive functional (policies, procedures, purpo

6、ses, rules, regulative mechanisms)2. normative (values and commitments: managerial, libertarian, egalitarian, ethical)3. critical evaluative (strength of theory, rhetoric and experience)4. descriptive behavioural (practice, experience and interpretation) Approaches, theoretical strength, control, ph

7、ilosophies & tension BS3403 HRM8Brain of the Firm?Personnel/HRM at Board Levelnon-Exec DirectorsSales andMarketing DirectorFinance Directorincl. IT Systemsand PayrollOperations andDistributionDirectorDirector of Human ResourcesManaging DirectorCompany SecretaryChairmanVariants for public sectorS

8、taff? Systems?Functionalresponses to internal& external conditionsBS3403 HRM9ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOpe

9、rative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewards policy and change?Union bargaining and staffrepresent

10、ationContractsSocial/structural & legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesEmployment lawStrategy, external/internal, policy, standards,service quality, organisational Learning and culturesa service to managementnot a third party, mediator between compan

11、y & staffDisciplineCentral, functional HRM Services modelBS3403 HRM10STAGE 1Records and administrationRegulativeaccountabilityCompetitive AdvantageDevelopment of HRM/PersonnelSTAGE 3STAGE 2Admin. Service ManagerContracts Service ManagerStrategic ManagerProblem-solving, power and innovationBS3403

12、 HRM11Personnel administratoryClerk of works: chores, reactive, little authority, difficult to prove success, cost not profit centreyContracts manager & Architect deploy systems + innovate (Tyson & Fell 1986)Conformist innovator (contacts)y professionalism - accepts “ends” & adjusts “mea

13、ns”y service & innovation within prevailing norms.y policies for effective staffing, admin services & consultancyDeviant innovator (architect)y influence “ends -means” relationships. ygain acceptance for different success criteria. ystrategic: empowerment, creativity, organisational culture(

14、Legge 1978)Clerks & InnovatorsBS3403 HRM12Managerial control: values and assumptionsEmploying people - unregulated master-servant relationshipModern, bureaucratic, efficient corporation - internal regulationDevelopment of HRM/Personnel - 2Externally regulated bureaucratic, efficient corporationC

15、ompetitive, global, lean, high quality, high tech firmDispersed,networked, flexible, K-based organisationBS3403 HRM13The distributed organisationz Centralised, corporate activities. Compare withyRetail distributionyThe short life organisationySoftware house, consultancy and facilities managementyEur

16、opean or global firmyThe academic organisationyThe professional organisation (solicitors, accountants)yThe NHSyLocal and central governmentyThe knowledge-centred organisationBS3403 HRM14Why a separate, bolt on HRM/personnel servicing function?Bureaucratic system & maintenancez regulated environm

17、ent to service transactions (staff firm). z admin. burden. Routinisation, consistency, predictability.Strategic preparedness & developmentz intelligence & expertise. z anticipate staffing problems. Coordinate, reduce riskz strategic analysis, choice & implementation (global or local) z S

18、upport development & business prosperityStick to the knitting? = OutsourcingEach section manager as their own HR manager?BS3403 HRM15ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices

19、 ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewar

20、ds policy and change?Union bargaining and staffrepresentationContractsSocial/structural & legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesScope for Out-sourcing HRM ServicesEmployment lawStrategy, external/internal, policy, standards,service quality, organisati

21、onal Learning and culturesa service to managementnot a third party, mediator between company & staffOut-source ?Out-source ?DisciplineThe distributed, Knowledge-based organisationBS3403 HRM16HR PlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYInternal&externallaboursupplyService

22、 and Innovationbusiness and population trendsThe right people, in the right place, at the right time, at the right cost and with the right frame of mind.Jobs, contracts, skills, organisational membershipPlanning objectives?Short-/long-termPIMs & Internet technologiesBS3403 HRM17Jobs filledCompet

23、enciesReputationCostsFlexibilityHarmonyContribution & performanceAttractRecruitment Internal External: advertising sources costs methodsSelectThe right candidatefor the job:ValidityReliabilityUtility of :application processinterviews & testsassessment centresreference & security checksSt

24、affingOrganizationalGoalsBS3403 HRM18Competence, training and learning1. Needs2. Design and implementation3. Evaluation business needs? what training needs? training objectives & learning outcomes know-how & learning criteria for evaluation what methods training policy learning processes res

25、ources & materials scheduling delivery & learning support Assess outcomes against criteria What outcomes? What criteria?BS3403 HRM19Rewards and equity issuesExternal equityretention & distributionpay survey & benchmarking key jobsoccupational class & transfer valuesInternal equit

26、yJob evaluation:MethodsIndividual equity (acceptance & motivation)Direct: pay rises (seniority& performance) broad banding skill-based pay gain sharingIndirect: benefits and trappings of membershipBS3403 HRM20Performance AppraisalDescribe proceduresValues and assumptionsEvaluate theory/pract

27、iceDescribe behavioursBS3403 HRM21Exchange, bargaining and the lawz Contracts - rights and obligationsz Fairness and justice - unfair dismissalz Liberty, ownership and property - redundancy and TUPEz Right to work eligibilityz Discrimination and equal opportunityz Union recognition, membership and a

28、ctivitiesz Negotiation of wage-work bargainz Employee surviellancez Global adaptation and frameworksBS3403 HRM22Transactions in internal and external labour marketsz services to support staff employmentz personnel records & documentationz recruitment & selectionz contracts of employmentz rew

29、ard systemsz staff training & developmentz unions & collective bargaining z welfare servicesz equal opportunities policiesz communications & cultureDescriptive-Functional perspectivePurposes, policies, rules, procedures & competencies of personnel & HRM practice. Prescriptions &a

30、mp; guidelines:Very practicalMembership +Boundary managementBS3403 HRM23Pay-offs in Employer-Employee Relationship z Task structure - work within policy, procedure & technical constraints. Jobs, work arrangementsz Knowledge & skill - employer wants know-how, competence, experience. Employee

31、wants to be put to good use & be developedz Psychological - mgt & co-workers want committed, loyal, motivated staff. Individual wants satisfactionz Efficiency/rewards - employer wants performance & quality output. Employee wants equity, felt-fair rewards & opportunityz Ethical - valu

32、es & commitments in right/wrong behaviour(after Mumford 1972)BS3403 HRM24Normative perspective Culture & values: explicit & implicit assumptions: hire-fire, caring,“tough love”, profit maximisation, power, TQM, competitiveness.Horse-power contracts vs. “you for your own sake” perform-rew

33、ard orientation“people are our greatest asset” if. minimum costteams, participation, empowerment, quality, creativity e.g. McGregor Theory X & Yunitary vs. pluralistic frameworks & TUsflexible, lean firm & learning organisationBS3403 HRM25HRM credibility gapz Dirty Harry. Big hat - no ca

34、ttle. Other?z Line mgr & staff disappointment with HRM people.z Personnels status vs. the control of HRM systems z Rag bag of incidental techniques. Little cohesion.z Personnel cul-de-sac? Filing clerk, social worker. Welfare & fire-fighter images.z “Im Steve from Personnel. I can help.” yDi

35、stant, out of touch, react to events or passiveyDefend status quo - existing policyyNot risk takers + insufficiently business orientedyLittle influence over power-brokersBS3403 HRM26“Managers confused, stereotyped perception of a personnel service. They agree that.personnel. exists to provide a serv

36、ice to “the line” who must decide what this. should be but when. asked about what ideal service they needed.many. were at a loss to suggest anything other than routines.”Ambiguities & tensions in rhetoric & delivery of hard & soft HRM under market capitalism.Legge 1978Critical-Evaluative

37、 perspectiveBS3403 HRM27Talk and the social construction of realityIs HRM theory robust or built on weak foundations?z primary driver of strategy?z greatest assets = funds + products + brands?z staff & HRM people are costs. Down-size & out-source! z language of power - justifications & m

38、ystifications. z HRM policies/practices control & direct performancesz power imbalance - NOT between equal partners. z external politico-legal interventionz employers under competition want invisible-hand not welfare intervention.z normative, inclusive view neglects countervailing forcesz employ

39、ees as stakeholders - what stake & contract?Critical-Evaluative Perspective - 2BS3403 HRM28Compare actual behaviour with normative rhetoric? Say vs. Do.Actual behaviour & experience of parties. z The dramatic metaphor: actor, “Face”, role demands, choices & constraints. On-stage, back stage, off stagez What do “they” actually do-feel-assume-accomplishz political world, pragmatism, egoism vs. idealism & altruismxstrategic?xoperational staffing?xclient-server relationships & alliances - individuals/groups?z B