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1、Human Resource ManagementPART1精品资料网shu.Personnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach to acquiring, developing, managing and gaining

2、the commitment of the organisations key resource the people who work for it Armstrong 1991精品资料网shu.Features of HRM Management focussed and top management drivenLine management role keyEmphasises strategic fit integration with business strategyCommitment orientedTwo perspectives hard and softInvolves

3、 strong cultures and values精品资料网shu.Performance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy

4、 goalsStrong emphasis on quality to customersRewards differentiated by skill, competence or performance Features of HRM精品资料网shu.Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward精品资料网shu.Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CO

5、NTEXT精品资料网shu.Warwick Model content of the boxesOuter context socio-economic, technical, politico-legal,competitiveInner context culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context objectives, product market, strategy and tacticsHRM context- role, defi

6、nition, organisation, HR outputsHRM content HR flows, work systems, reward systems, employee relations精品资料网shu.The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersM

7、anagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well being精品资料网shu.Guest ModelDefine

8、s four policy goals of HRMFurther development of the Harvard modelStrategic integration HRM into strategic plans, in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functional, adaptable structures, capability

9、to innovate精品资料网shu.Soft HRMStresses human aspectEmphasis on HRDParticipationMotivationCommitmentLeadershipHUMAN resource management精品资料网shu.Hard HRMPeople as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE Management精品资料网shu.Competence-Based HRMDefinitions:

10、The skills, knowledge and experience that an individual brings to their role IDS 1997Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits, motives, skills, characteristics and knowledge related to superior performa

11、nce Boyatsis 1982精品资料网shu.Uk v. US definitionsUS - input oriented what the individual brings to the jobUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performanceOne or both?精品资料网shu.Levels of InfluenceStrategicFunctionalSystemsIndividual精品资料网shu.

12、Implications at Strategic LevelThe identification of core competencies of the organisation which confer sustained competitive advantageOwned by more than one person and grow through use and experience therefore difficult to imitate精品资料网shu.Implications for the Human Resource FunctionDevelop manageri

13、al competenceStrategic selection and staffingDevelop internal labour marketDesign jobs round capabilityDevelop individual competenceDevelop culture to foster innovationBuild learning organisationDevelop organisational learning mechanisms精品资料网shu.Implications for Human Resource SystemsVertical integr

14、ation link individual competence to the core competence of the organisationHorizontal integration provide a framework for the integration of HR systems componentsVital player in the development of core competenciesCan be used to develop individual HR systems精品资料网shu.Recruitment and SelectionBased on

15、 past behaviour as the most valid predictor of future behaviourBuilding the competence framework requires multiple information sourcesCompetence specification should cover both technical and personal/interpersonal competencies精品资料网shu.Develop interview questions that elicit examples of past behaviou

16、rsIn assessment centres create tasks that require demonstrated competenciesUse competencies to select test instrumentsUse competencies to evaluate candidate performanceRecruitment and Selection精品资料网shu.AppraisalSet outcome and performance targets for each competenceOutcome levels and performance tar

17、gets can be graded if desired.e.g standard performance; above standard; excellent etcBelow standard performance can be used to generate development needs精品资料网shu.Can provide forum for the identification of new/changing competence requirementsCan provide forum for setting acquisition of competence ti

18、me scalesProvides a clear and agreed framework for performance evaluation and discussionAppraisal精品资料网shu.DevelopmentProvides a framework for individual training needsNo transfer problems as competence can only be demonstrated by on the job behavioursDevelopment contributes directly to current perfo

19、rmanceEncourages a broad based approach to development activities 精品资料网shu.Ensures line manager commitment to developmentOffers common language to all participants in the development processOffers transparent process to all stakeholdersFacilitates validation and evaluation of the development process

20、Development精品资料网shu.RewardPromotes flexibilityPromotes a development focused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority精品资料网shu.Can assist in addressing the technical/managerial

21、divideOffers a route for the reward of knowledge workersCarries high face validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strategyReward精品资料网shu.IntegrationVertical - integration with corporate strategyHorizontal - the internal integra

22、tion of the components of an HR strategyIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other精品资料网shu.Current HRM Issues & DebatesResponding to increased competitionManaging international operationsRidi

23、ng the waves of changeManaging the changing relationship with the workforceChanging legislative and regulatory frameworksBest practice versus best fit精品资料网shu.HRM and Corporate Strategy精品资料网shu.StrategyDiversity of viewpointsTwo dimensions of agreementDegree of planning: deliberate emergentOutcomes:

24、 profit maximisation range of outcomes (plural)Four key approaches (Whittington)精品资料网shu.Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcesses精品资料网shu.Classical: Rational Economic ManApplication of rational analysisSeparation of pl

25、anning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit goals cascaded down the organisation精品资料网shu.Classical and HRMHRM matching and downstreamTool of implementationHR policies and strategies geared to achieving profit maximisationCritique product of its time;

26、looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. 精品资料网shu.Evolutionary: Natural SelectionEmphasis on environmental fitProfit maximisation achieved by market competitionFit determined by chance rather than strategySurvival by short term str

27、ategies aimed at current fitStrategy and illusion in unpredictable environment精品资料网shu.Evolutionary law of the jungleHR key role in environmental scanningPolicies and strategies aimed at flexibility and adaptabilityMatching modelCritique markets more regulated than jungle; by government, law, intern

28、ational agreementsConcept of flexibility important精品资料网shu.Processual life is messyConcept of bounded rationalitySubjective interpretation of data therefore strategy flawed and incompleteWe take the first best option sufficingOrganisations as coalitions consensus by negotiationMinimum adaptation for

29、 survival rather than proactive change spare capacity as bufferStrategy a comforting ritual精品资料网shu.Processual and HRMHR policies evolving and reactiveSoft HRMOD, best practice and development of internal competencies importantCritique lacks vision; may not be able to respond quickly enough to threa

30、ts精品资料网shu.Systemic: socially groundedMan makes decisions based on social factors not economic;Social networks define normsInternal context of firm influenced by social groups, interests, resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic perspective

31、includes national culture, family, gender, social groups Strategy must be sensitive to these精品资料网shu.Systemic and HRHR policies and processes will have to reflect local cultureManagement style and strategies for motivation and commitment reflect local and national cultureCritique focuses on differen

32、ce at the expense of similarity and cross-cultural influences精品资料网shu.Resource-Based Theory of the FirmPlaces HR at heart of strategyCompetitive advantage stems from strategic core competencies built up over timeRecognises importance of leadership in building top team; fostering creativity and innov

33、ation; facilitate the learning process精品资料网shu.Emphasises renewal aspect and dynamic capabilities of the organisationCapacity of a firm to renew, adapt and augment its core competencies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and ast

34、ute leadership with employee involvement in strategy makingResource-Based Theory of the Firm精品资料网shu.Resource-Based Theory & HRMBasis for human resource as competitive edgeHRM valued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing a

35、nd retentionHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies精品资料网shu.Defining Strategic Core CompetenciesINTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and

36、 explicit knowledge an activityCore competence: delivers a fundamental customer benefit精品资料网shu.- is not easily imitated by competitors- provides a gateway to new marketsContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across t

37、he range of organisational activitiesDefining Strategic Core Competencies精品资料网shu.Role of HR in Managing Core CompetenciesIdentifying core competencies linking them to individualsBuilding core competencies learning and cross discipline communication精品资料网shu.Role of HR in Managing Core CompetenciesUt

38、ilising core competencies developing management capability and forms of working that maximise deploymentProtecting core competencies retention strategies, protection during major change, identifying owners of core competence精品资料网shu.COMPARATIVE HUMAN RESOURCE MANAGEMENT精品资料网shu.Definitionshow things

39、 are done around here(Drennan, 1992)Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in the behaviour of its m

40、embers.(Brown, 1995)精品资料网shu.Organisational Culture - DefinitionsThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsA set of habitual ways of thinking, feeling and reacting that are characteristic

41、of the ways in which a specific organisation meets its problems at a particular point in time精品资料网shu.Levels of CultureCulture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesTurner (1971) defined industrial sub-culture by:- distinctive s

42、et of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture精品资料网shu.Aspects of cultureArtifactsLanguage jokes, jargon, storiesBehaviour patterns rituals, ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs, values and

43、 attitudesSymbols精品资料网shu.Models of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985精品资料网shu.Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions

44、:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-conscious精品资料网shu.Common Organisation StoriesCan employees break the rules?Is the big boss human?Can the little person rise to the top?Will

45、 I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the organisation deal with obstacles?精品资料网shu.CULTURE:Socialisation: learningpre-arrival: “preconceptionmetamorphosis: “absorbsecuritycommitmentproductivityencounter: “provisional(H&B 2002)精品资

46、料网shu.Organisational Culture and the Life Cycle of the Firm Phase 1 - Birth and Early GrowthPurpose foster cohesion during growthNeed for change economic or successionStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders精品资料网shu.Organisational Culture

47、 and the Life Cycle of the FirmPhase 2 Organisational mid-lifePurpose culture deeply embedded, may develop sub-cultures Strategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism 精品资料网shu.Organisational Culture and the Life Cycle of the FirmPhase 3 orga

48、nisational maturityPurpose source of pride, resistantStrategies coercive persuasion - turnaround - recognition, destruction, re-birth精品资料网shu.Culture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLO精品资料网shu.Communication Hall Model Arab UKChina GermanyHigh context

49、Low contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient 精品资料网shu.Hofstedes ModelIndividualismHigh power distanceMasculinityHigh uncertainty avoidanceShort termismCo

50、llectivismLow power distanceFemininityLow uncertainty avoidanceLong termism精品资料网shu.HRM and Culture Change精品资料网shu.Layers of CultureArtefacts physical objects, behaviour and processesEspoused values those appearing publicly in mission statement, policies Underlying assumptions rarely articulated; ma

51、y conflict with espoused values and each other精品资料网shu.Culture ChangeWhy change? Environment changes:Business mergers, technology, market Government laws, H &S, diversity,Demographic changes in the human resources available精品资料网shu.The Nature of ChangeExternally imposedTransformationalGlobalHostileL

52、arge scaleLong termStrategicInternally imposedIncrementalLocalPositiveSmall scaleUrgentOperational精品资料网shu.Introducing Culture ChangeCan be very difficultCan be a long term processIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature

53、 cognitive and behavioural- timescale精品资料网shu.Principles of Culture ChangeValues and assumptions define accepted and appropriate behavioursIn successful organisations culture is aligned with strategyCulture change may be difficult if the culture is incompatible with strategyCheck strategy before emb

54、arking on culture changeCan the changes required be achieved by other means精品资料网shu.Senior management must understand the implications and be committedCulture change must pay attention to the opinion leadersShould take into account the work systems, management style and HR policiesNew messages reinf

55、orced and old ones eliminatedThe deeper the level of culture change the more difficult it will bePrinciples of Culture Change精品资料网shu.Multiple and sub cultures will make culture change more difficultBehavioural norms are the easiest to change, deeper layers require a participative approachTop down a

56、pproaches are difficult to sustain over timeParticipative approaches are more successful but difficult to implement and time consumingPrinciples of Culture Change精品资料网shu.Approaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives fo

57、r measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURES精品资料网shu.STEP 3 MODIFYING THE EX

58、ISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Chang

59、e(Bate)精品资料网shu.STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.Approaches to Culture Change(Bate)精品资料网shu.Why People Resist Culture ChangeSelective perceptionHabitSecurityEconomicStatus and esteem精品资料网shu.Multi-cultural Orga

60、nisationsA culture that fosters and values diversityPluralism as an acculturation processFull structural integrationFull integration of informal networksAbsence of institutionalised cultural biasMinimum of inter-group conflict due to proactive management of diversity精品资料网shu.Changing CultureCultureE