文库发布：chapter1英语

学习目的在理论和知识层面:了解和掌握人力资源管理理论框架在技能层面:工作分析、招聘、培训、考评和工资管理应具备相应的操作能力。教学形式（LCSP）讲授（Lecture）案例（case）:课堂小案例，课外大案例课堂讨论（Seminar）小论文（Mini－paper）1案例分析形式与要求分组，每组选一个案例消化案例，收集资料，分工合作准备并制作PPT演讲要求小组成员必须全部上台着装整洁，举止得当形式上鼓励创新演讲时间不超过20分钟2参考书加里.德斯勒《HumanResourcemanagement》，第八版张德《人力资源管理》清华大学出版社，2003年余凯成、程文文、陈维政《人力资源管理》，大连理工大学出版社，2001年3

Chapter

1HUMAN

RESOURCE

MANAGEMENT

(第一章人力资源管理概述)4MainContentsHUMANRESOURCE

HUMANRESOURCEMANAGEMENT

HRMHISTORYANDDEVELOPMENTWhySTUDYHRM？5HUMANRESOURCE

（第一节人力资源概述）

WhatisHumanResource?ComponentsofHumanResource

HumanResourcevs.OtherRelativeConceptsFeaturesofHR6Whatishumanresource?Humanresourceisthesumtotalofworkcapability(劳动能力)amongpopulationwithinacertainscope.能够推动整个经济和社会发展的劳动者的能力，即处在劳动年龄的已直接投入建设和尚未投入建设的人口的劳动能力。（清华大学，张德）包含在人体内的一种劳动生产能力，它是表现在劳动着身上的，以劳动者数量和质量表示的资源，它对生产起生产性的作用。（南京大学，赵曙明）企业组织内外具有劳动能力的人的总和。(复旦大学，郑绍谦）7Componentsofhumanresourcequantity

quality8Quantity

9Quality

HRKnowledgeIntelligenceskillsPhysique10

HumanResourcevs.otherRelativeConcepts

PopulationResource(人口资源)

Thetotalsumofallpeoplewithinacountryoranareawithinastatedperiodoftime.WorkforceResource(劳动力资源)

Peoplewhohaveactualworkcapabilitiesandreachedtheagetoworkconferredbythelaw.TalentedPeopleResource(人才资源)Theyrefertotheworkforceswhohavespecialskills，knowledgeandexpertise.11中国目前人力资源状况13亿人口8亿人力资源6075万人才资源12FeaturesofHRHRSocialRe-productiveTimelinessValue-addingConsumingActive13

HUMANRESOURCEMANAGEMENT

（第二节人力资源管理概述）WhatisHRM?HRMPracticesWhoisResponsibleforDevelopingandimplementingHRMPractices？CompetitiveAdvantageandHRM14WhatisHRM?（p3）HRMfunctionfocusesonthepeopleaspectofmanagement.宏观意义上：指政府对社会的人力资源进行开发和管理的过程。(国内教科书）微观意义上：指各种组织的人力资源管理即公共人力资源管理和企业的人力资源管理(国内教科书）15HRMPractices（p3）PreselectionSelectionPostselection16HRPlanning-

aprocessthathelpscompaniesidentifytheirfutureHRneedsandhowthoseneedscanbemet.JobAnalysis-aprocedureforgathering,analyzinganddocumentinginformationaboutparticularjobs.Recruitment–tolocateandattractapplicantsforparticularposition.PerformanceAppraisal-helpsensurethatemployees’activitiesandoutcomesarecongruentwiththeorganization’sobjectives.Compensation-Payandbenefitsthatemployeesreceivefromthecompany.Laborandemployeerelations.HRMPractices（p4）Selection–involvesassessingandchoosingjobcandidatesTraining-aplannedefforttofacilitatelearningofcurrentjob-relatedknowledge,skills,andbehavior

Development-

theacquisitionofknowledge,skills,andbehaviorthatimprovesemployees'abilitytomeetthechallengesoffuturejobs.

17WhoisResponsibleforDevelopingandimplementingHRMPractices？(p6)

TheresponsibilitylieswithHRprofessionalsandlinemanagers18HRprofessional’sRole

(p7)Threemajorresponsibilities:

EstablishHRMProceduresandMethods---decidewhatprocedurestofollowwhenimplementinganHRMpracticeMonitor/EvaluateHRPractices---ensurethatthefirm’sHRMpracticesareproperlyimplementedAdvise/AssistonHRM-relatedMatters---byprovidingformaltrainingprogramontopicshowtoconductinterview19

linemanager’sRole(p8)

Twomajorresponsibilities:ImplementingHRMPracticesProvidingHRProfessionalswithnecessaryinputfordevelopingeffectiveHRMprocedures20HRMDepartment’sRoleFourmajorresponsibilities:StrategicPartnerChangeAgentAdministrativeExpertEmployeeAdvocate21CompetitiveAdvantageandHRM

(p9)

Porter'sGenericStrategies—MichaelPorterhashypothesizedthatcompetitiveadvantagecomesfromcreatingvalueby:reducingcosts(overallcostleadership),orchargingapremiumprice

foradifferentiatedproductorservice(differentiation).22CompetitiveAdvantageandHRMDifferentstrategiesrequiredifferenttypesofemployees.Coststrategyfirmsseekefficiencyandthereforecarefullydefinetheskillstheyneedinemployeesanduseworkerparticipationtoseekcost-savingideas.Differentiationfirmsneedcreativerisktakers.2324

HRMHISTORYANDDEVELOPMENT（第三节人力资源管理的历史与发展）TheoriesandPracticesDifferencebetweenTraditionalPM&HRM25TheoriesandPracticesIndustrialRevolutionScientificManagementPersonalrelationsMovementFromPMtoHRM26TheoriesandPractices“EconomicPeople”Assumption&Theory“X”“SocialPeople”Assumption&OrganizationBehaviorTheory“Self-actualizationPeople”Assumption&Theory“Y”HumanCapital“Z”Theory27Comparisonb