机工社 人力资源管理 英文版教材 PPTchapter 01

1、 获取竞争优势的工具 Hubei UniversityAcademy of Tourism DevelopmentPart One:IntroductionChapter 1-Human Resource Management and Competitive AdvantagePart Three:Human Resource Management Selection PracticesChapter 4-Recruiting ApplicantsChapter 5-Selecting ApplicantsPart Two:Human Resource Management Preselect

2、ion PracticesChapter 2-Planning for Human ResourcesChapter 3-Analyzing JobsPart Six:ConclusionChapter 12-Working in the HRM FieldPart Four:Human Resource Management Postselection PracticesChapter 6-Trainning and Developing EmployeeChapter 7-Appraising Employee Job PerformanceChapter 8-Determining Pa

3、y and BenefitsChapter 9-Implementing Productivity Improvement ProgramsPart Five:HRM Practices Affected by External FactorsChapter 10-Meeting Employee Safety and Health NeedsChapter 11-Establishing HRM Practices in Foreigh Countries 1-1 Human Resource Management 1-2 Who is Responsible for Developing

4、and Implementing HRM Practices? 1-3 Gaining a Competitive Advantage 1-4 Competitive Advantage and HRMChapter 1:Human Resource Management and Competitive AdvantageChapter ObjectivesUnderstand the nature of a firms human resource management practices.Understand the roles played by line managers and hu

5、man resource professionals in the human resource management process.Understand what competitive advantage is and how companies can achieve it.Understand how a firms human resource management practices can help it gain a competitive advantage.Understand why competitive advantage gained from human res

6、ource management practices is likely to be sustained over time. What is Human Resource Management? 1. Management 2. HR 3. HRM1-1 Human Resource Management1. Management? Planning, organizing, controllong, Leading and staffing2. Human Resource? Definition: HR is one of the basic resources in a company

7、 and it is decisive.1-1 Human Resource Management1-1 Human Resource Management An organizations human resource management (HRM) functionfocuses on the people aspect of management. It consists of practices that help the organization deal effectively with its people during the various phases of the em

8、ployment cycle: preselection, selection, and postselection. 1-1a HRM Preselection Practices The HRM preselection practices, which are human resource planning and job analysis, lay the foundation for the other HRM practices. In other words, firms must analyze and plan for their treatment of workers b

9、efore they can carry out the remaining HRM practices.Job AnalysisHuman Resource PlanningA process that helps companies identify their future HRM needs and how those needs can be met.A systematic procedure for gathering, analyzing, and documenting information about particular jobs.PreselectionPractic

10、es1-1b HRM Selection Practices During the selection phase, the organization selects its employee. Selection practices include recruiting applicants, assessing their qualification, and ultimately selecting those who are deemed to be the most qualified.Recruitment Selectionlocating and attracting job

11、applicants for particular positions.assessing and choosing job candidates.1-1c HRM Postselection Practices In the postselection phase, the organization develops HRM practices for effectivily managing people once they have come through the door.Training and DevelopmentCompensationProductivity Improve

12、ment ProgramsPerformanceAppraisalThey are planned learning experiences that teach workershow to perform their current or futurejobs effectively.Through the process,organizations ,measure the adequacy oftheir employee job performances andcommunicate theseevaluations to them. It entails pay and benefi

13、ts.The programs tie job behavior to rewards.1-1d HRM Practices Influenced by External Factors Events outside the work environment can have far-reaching effects on HRM Practices. InfluencesSafety and Health ConcernsInternational Influences1-2 Who is Responsible for Developing and Implementing HRM Pra

14、ctices? Most firms have an HRM department. However, this department does not have sole responsibility for a firms HRM practices. This responsibility lies with both human resource(HR) professionals and line managers. 1. Who is responsible ?Line and staffWho is responsible for HRM?line versus staff au

15、thorityLine manager: Direct the work of subordinates Direct responsibility for accomplishing the organizations basic goals HR managers are generally staff managers. They are responsible for advising line managers in HR areas like recruiting, hiring, and compensation.1-2a HR Professionals RoleHR Prof

16、essionals:Establish HRM Procedures and MethodsMonitor/Evaluate HR PraticesAdvise/Assist Managers on HRM-Related Matters1-2b Line Managers RoleuImplementing HRM Practices 1) Interview iob applicants. 2) Provide orientation, coaching, and on-the-job training. 3) Provide and communicate job performance

17、 ratings. 4) Recommend salary increases. 5) Carry out disciplinary procedures. 6) Investigate accidents. 7) Settle grievance issues.uProviding HR Professionals with Needed Input1-3 Gaining a Competitive Advantage1-3a Competitive Advantage Defined1-3b Cost Leadership1-3c Product Differentiation1. Wha

18、t is Competitive Advantage? Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share. It means a status achieved by a company when gaining a superior market place position relative to its competitor. How to gain this status

19、? Cost leadership and Differentiation2. Cost leadership Under a cost leadership strategy, a firm provides the same services of products as its competitors, but products them at a lower cost. A per unit cost is the cost of producing one unit of product or service. It can be reduced by increasing the

20、number of units produced relative to the total cost of producing them. A firm can reduce its per unit cost by increasing the value of the following ratio: Number of units produced/Total cost of production3. Product Differentiation Product differentiation occurs when a firm produces a product or serv

21、ice that is preferred by buyers. A firm can accomplish this aim by: Creating a better quality product or service than its competitors Providing innovative products or services that are not offered by its competitors Choosing a superior location-one that is more accessible to its customers Promoting

22、and packaging its product to create the preception of higher quality1-4 Competitive Advantage and HRM The HRM practices of an organization can be important source of competitive advantage. As we shall see, effective HRM practices can enhance a firms competitive advantage by creating both cost leadre

23、ship and product differentiation.1-4a Evidence Linking HRM Practices to Competitive Advantage A growing body of research-based evidence indicates that a firms HRM practices can have a rather strong impact on competitive advantage. A growing number of studies have been published that link specific HR

24、 practices to profits.1-4b A Model Linking HRM Practices to Competitive Advantage 1. The model2. HRM practices 3. Employee-centered outcomes 4. Organization-centered outcomes1. The model-How HRM practices can gain a competitive advantage? The model indicates two paths from HRM practices to competiti

25、ve advantage:direct and indirect. The Direct Impact of HRM Practices on Competitive Advantage Firms can achieve cost leadership through the use of effective HRM practices. HRM-related costs associated with recruitment, selection, training, compensation, and so forth comprise a significant portion of

26、 a firms expenditures.The Indirect Impact of HRM Practices on Competitive Advantage A firms HRM practices can also impact competitive advantage in an indirect way: 2. HRM Practices Sixteen HRM Practices That Enhance Competitive Advantage 1) Employment security 2) Selectivity in recruiting 3) High wa

27、ges 4) Incentive pay 5) Employee ownership 6) Information sharing 7) Participation and empowerment 14）Long-term perspective 15）Measurement of practices 16）Overarching philosophy3. Employee-Centered Outcomes Employee-centered outcomes refer to the competence, motivation, and work-related attitudes of

28、 a firms employees.Competence: The extent to which employees possess the knowledge, skills, and abilities that their jobs require. -TrainingMotivation: The extent to which employees are willing to extert the necessary effort to perform their jobs well. -promotion withinuwork-related attitudes: The e

29、xtent to which employees are satisfied eith their jobs, committed to their organizations, and act as good organizational citizens.l Job satisfactionl Organizational commimentl Organizational citizenship -rewarding fairly4. Organization-Centered Outcomes Organization-centered outcomes consist of outp

30、ut, employee retention, legal compliance, and company reputation or image.output: quantity, quality, and innovativeness of the product or service offered by a firm.employee retention: the amount of employee turnover a firm experiences. TURNOVER RATE: the number of employees leaving the company/the total size of the workforceuLegal