人力资源概论讲义英文版

HUMANRESOURCEMANAGEMENT:ANOVERVIEWSEMINARASSIGNMENTSCREATEADATABASEFORAPPLICANTSANDFOREMPLOYEESDEVELOPANDPRESENTANOUTLINEOFANORIENTATIONPROGRAMCREATEAPERFORMANCEAPPRAISALFORMATANDPROCESSCHAPTEROBJECTIVES1.Identifythehumanresourcemanagementfunctions.2.Explainhoworganizationsareadjustingtohumanresourcerestructuringtrends.3.Explaintheneedforhumanresourcestobeastrategicpartner.4.Describehumanresourcemanagementandthesmallbusinessmanager.CHAPTER

OBJECTIVES

(CONTINUED)5.Distinguishamongexecutives,generalists,andspecialists.6.Describethechangesthatoccurinthehumanresourcefunction.7.Explainthenatureofprofessionalizationofhumanresourcesandthedirectionithastaken.8.Defineethicsandrelateethicstohumanresourcemanagement.THEHUMANRESOURCEMANAGEMENTSYSTEMHRPlanning,Recruitment&SelectionHUMANRESOURCEMANAGEMENTFUNCTIONSEmployee&LaborRelationsSafety&HealthCompensation&BenefitsHumanResourceDevelopment

HRFUNCTIONSAREINTERRELATED

AREASOFHRAREINFLUENCEDBYGOVERNMENTACTIONS,NEWLAWS,CHANGESINSOCIETYANDCOURTDECISIONSHRDEFINEDPHILOSOPHY,POLICIES,PROCEDURESANDPRACTICESFORMANAGINGPEOPLEATWORKSUPPORTCOMPANYGOALSINCREASEJOBSATISFACTIONPRODUCTIVITY

HRDEVELOPMENT(HRD)TrainingCareerDevelopmentDevelopmentCareerPlanning

COMPENSATION&BENEFITS

PayBenefitsNonfinancialRewardsJobEnvironmentUnionization14.5%UnionMembershipIntheUnitedStates10%ofPrivateIndustrySubjecttoWorkerApprovalMembershipisLegallyProtected

StrategicRecentralizationFocusOnCostReductions

DeliveryofManyHRFunctionsShiftedtoLineManagersHRRESTRUCTURINGTRENDSHumanResourceManagersSharedServiceCentersOutsourcingFirmsLineManagersWHOPERFORMSTHEHUMANRESOURCEMANAGEMENTTASKS?WHOPERFORMSTHEHUMANRESOURCEMANAGEMENTTASKS?HUMANRESOURCEMANAGERSPERFORMINGHRTASKSActinanAdvisoryorStaffCapacityServicingMore&MoreEmployeesPrimarilyResponsibleforCoordinatingHRSharedResponsibilityBetweenLineManagers&HRProfessionals

SHAREDSERVICECENTERS(SSCs)PERFORMINGHRTASKS:

ConsolidationofRoutine,

Transaction-basedActivities

SSCsAllowHRManagerstoAssumeaMoreStrategicRoleFewerHRPersonnelNeeded

OUTSOURCING:

TRANSFERRINGHRRESPONSIBILITIESTOANEXTERNALPROVIDER

ReducesTransactionTimeReducesCostImprovesQuality

LINEMANAGERSPERFORMINGHRTASKSInvolvedWithHumanResourcesUsedMoretoDeliverHRServicesReducestheSizeoftheHRDepartment

HRASASTRATEGICPARTNERHRisaLegitimateBusinessUnitHighlyStrategicinNatureCriticaltoAchievingCorporateObjectivesMustDetermineWorkforceCapabilitiesHRManagersmustForgeStrategicPartnershipsHRExecutivesmustUnderstandtheComplexOrganizationalDesignHRASASTRATEGICPARTNERHUMANRESOURCEMANAGEMENTANDTHESMALLBUSINESSMANAGER90%ofAllU.S.BusinesseshaveFewerthan20EmployeesSmallBusinessesCreate2Outof3NewNetJobsSmallBusinessesProvide60%ofAllPrivate-sectorJobsApproximately400,000SmallBusinessesareEstablishedAnnuallyCompaniesEmployingFewerthan100WorkersAccountforOver90%ofJobGrowthHUMANRESOURCEMANAGEMENTANDTHESMALLBUSINESSMANAGERTECHNOLOGY'SIMPACTONHRRapidTechnologicalSkillsChange3or4ChangesImpactHRTimesDuringCareersHREXECUTIVES,GENERALIST&SPECIALISTVPHUMANRESOURCES*1&*2MANAGER,COMPENSATION&BENEFITS*3MANAGER,TRAINING&DEVELOPMENT*3MANAGER,EMPLOYMENT*3BENEFITSANALYST*3VPINDUSTRIALRELATIONS*1&*3*1--Executive*2--Generalist*3--SpecialistCHARACTERISTICSOFANHREXECUTIVEATop-levelManagerReportsDirectlytotheCorporation'sCEOPerformsOneorMoreHRFunctionsCHARACTERISTICSOFANHRGENERALISTOftenanExecutivePerformsTasksinVariousHRRelatedAreasInvolvedinSeveral,orAll,oftheFiveHRMFunctionsCHARACTERISTICSOFANHRSPECIALISTMaybeanHRExecutive,Manager,orNon-manager

TypicallyConcernedwithOnlyOneoftheFiveFunctionalAreas

HRINSMALLBUSINESSESSeldomHaveaFormalHRUnitOtherManagersHandleHRFunctionsFocusesonHiring&RetainingCapableEmployeesTHEHUMANRESOURCEFUNCTIONINASMALLBUSINESS

HRINAMEDIUM-SIZEDFIRMLittleSpecializationHRManagerisEssentiallytheEntireDepartmentTHEHUMANRESOURCEFUNCTIONINAMEDIUM-SIZEDBUSINESS

TRADITIONALHUMANRESOURCEFUNCTIONSINALARGE-SIZEDFIRMSeparateSectionsareOftenCreatedPlacedUnderanHRManagerEachHRFunctionMayhaveaSupervisor&StaffHRManagerWorksCloselywithTopManagementinFormulatingPolicyTHEHUMANRESOURCEFUNCTIONSINALARGEFIRM

ANEWANDEVOLVINGHRORGANIZATIONFORLARGE-SIZEFIRMSPerformanceinFiveFunctionalAreas;OutsourcingMayOccurSharedServiceCentersMayBeUtilizedLineManagersMayHaveMoreHRAuthorityANEXAMPLEOFANEW&EVOLVINGHR

ORGANIZATIONFORLARGEFIRMSPresident&CEOSafety&HealthManagerHumanResourceManagerCompensation&BenefitsTraining&DevelopmentSharedServiceCenterOutsourcedTHENATUREOFAPROFESSIONExistenceofaCommonBodyofKnowledgeAProcedureforCertifyingMembersofaProfessionPerformanceStandardsareEstablishedbyMembersofaProfessionHRPROFESSIONALGROUPSSocietyForHumanResourceManagementAmericanSocietyfor