人力资源管理双语教学课件01概述

HumanResourceManagement7thEdition学习内容：课程内容教学进度：1-18教学方式：课堂讲授、案例讨论、实验教学考核方式：到课情况30%、期末考试70%参考书目：1.人力资源管理[M].Gary.Dessler，中国人民大学出版社2.人力资源管理:获取竞争的工具[M].LawrenceS.Kleiman，机械工业出版社3.现代企业人力资源管理学[M].王先玉王建业邓少华，经济科学出版社课程简介：ChapterOutlines:syllabus

Cha1:IntroductiontoHumanResourceManagementCha2:JobAnalysis

Cha3:PersonnelPlanning Cha4:RecruitingJobCandidates Cha5:EmployeeTestingandSelectingCha6:Trainin3gandDevelopmentofEmployeesCha7:AppraisingPerformanceCha8:CompensationCha9:BenefitsIntroductionto

ManagingHumanResourcesChapter1Chapter1OUTLINE1-1HumanResource1-1-1HumanResource1-1-2TheTraitsofHR1-2HumanResourceManagement1-2-1TheconceptofHRM1-2-2TheFunctionsofHRM1-2-3ImportanceofHRM1-3HumanResourceManager1-3-1HumanResourceManager1-3-2HRDepartment1-4HRMToday1-4-1HR’sChangingEnvironment1-4-2Tomorrow'sHRMKeyTerms:GlossaryHumanresourceHumanresourcemanagement（HRM）Lineauthority(Linemanager)Staffauthority(Staffmanager)HumanresourcedepartmentHumanresourcemanagerCase:MicrosoftCorp.MicrosoftCorp.正在成为20世纪后期企业经营成功的一个典范。创建于1975年的这家个人电脑软件制造商，经历了前所未有的成长。以其年销售额为例，1990年为12亿美元；1991年达到18亿美元；1992年经历经济不景气仍然达到27亿。作为知识密集型企业，它的持续成长依赖于稳定的充满智慧和激情的员工队伍。正如公司一位高级副总裁指出的：你不可能使用低水平的编程员编制出伟大的计算机程序。1989年公司的工资单上有4000名员工，到1992年，员工数目突破1万。填补公司员工需要的任务变得非常艰巨。一年内，公司招聘员共审阅12万多份简历，举行了7400多次面谈，最终新聘员工2000多人。他们是怎样发现和选聘最优秀的人的？负责招聘者每年要访问130多所大学。申请者在汇集到西雅图郊外的公司总部前，可能已在校园内接受了多次考察。1-1HumanResource1-1-1HumanResourceFinancialresourcesPhysicalresourcesHumanresourcesTechnologicalresourcesInformationManagementAndsoonWhat’sthehumanresource?人力资源：指一定范围内人口总体中能够推动经济和社会发展的依附于劳动者身上的各种能力和素质的总和。（存在于人体内的体能、知识、技能、能力、个性的总和。）Conclusion:ThehumanresourcesofanorganizationconsistoftheemployeesArethereanydifferencesintheseobjects?HumanresourcePopulationLaborTalentHumancapital：对人的投资的积累。资本的本质在于其本身是被生产出来的生产要素。劳动力资源人才资源人力资源人口资源四者的包含关系1-1-2TheTraitsofHR生物性社会性（霍桑实验）能动性再生性（人口再生产/劳动力再生产）增值性时效性浙江一家企业以2000万人民币进口一条国外先进生产线，在设备调试与培训员工上指出70多万人民币，而该企业能够对该生产线的软件和电器进行全面维修的唯一技工月薪仅有436元，仅比当地最低工资标准高26元。该技工要求加薪未果，遂要求解除劳动合同。该企业管理者称，技工的岗位工资就这么多。把我的财产全部拿走，但是把我的员工留下，五年后，我就能使一切恢复旧观。——美国钢铁大王卡耐基对于日本最卓越的企业而言，成功并没有什么不传之密，没有一个理论、计划或政府能够保证企业的成功，唯一的关键在于人。——日本索尼公司盛田昭夫What’stheimportanceofHRtoday?LookingandDiscussing:1-2HumanResourceManagementManagementandManagerTheareasofmanagementinclude:ProductionManagement生产管理MarketingManagement营销管理Projectmanagement项目管理StrategicManagement战略管理FinancialManagement财务管理ManagementInformationSystems信息管理Logistics物流管理QualityControl质量管理1-2-1TheconceptofHRMHRMincludestheseactivitiesdesignedtoprovideforandcoordinatethehumanresourcesofanorganization.(LloydL.Byars,p4)HRMreferstothepracticesandpoliciesyouneedtocarryoutthe“people”orhumanresourceaspectsofamanagementposition,includingspecifically,acquiring,training,appraising,rewarding,andprovidingasafeandfairenvironmentforyourcompany’semployees.(GaryDessler)HRMistheareaofmanagementconcerningitselfwiththerecruitment,selection,training,development,compensation,retention,evaluation,andpromotionofthepeoplewithinanorganization.(H.J.Bernardin.)人力资源管理：通过招聘、甑选、培训、报酬等管理形式有效运用组织相关人力资源实现组织目标的基本管理职能。性质：管理职能目标：组织目标途径：招选录评ProducingAcquiringDevelopingTrainingRewardingIncentiveAppraisingusingDeploymentJobAnalysesHumanResourceWheel1-2-2TheFunctionsofHRMTheareas(activities)ofHRMinclude:ConductingjobanalysesPlanninglaborneedsRecruitingjobcandidatesSelectingjobcandidatesTrainingnewemployeesAppraisingperformanceManagingwagesandsalariesProvidingincentivesandbenefitsDevelopingCareer编制HRP制定企业StrategyEnvironmentAnalysis建立HRISAttractHRRecruitingSelectingTrainingEngageDevelopmentPerformanceAppraisalFire/RetireMotivationExaltCompensationencouragement1-2-3ImportanceofHRMTheImpactsofEffectiveHRMCompanyProfitsandtheHumanResourceManager

HumanResourceManagementandOrganizationalPerformanceHRMinAction:MaterialReference:HumanResourceManagement(8th),Gary.DeslerP7人力资源管理（6版），加里.德斯勒，P8-91.Reduceunnecessaryovertime加班expenses2.Stayontopofabsenteeism缺勤3.Eliminatewastedtimebyemployeesthroughsoundjobdesign4.Minimizeemployeeturnover

andunemploymentbenefitcosts失业救济5.Installandmonitoreffectivesafetyandhealthprograms6.Properlytrainanddevelopallemployeessotheycanimprovetheirvaluetothecompanyanddoabetterjob.7.Decreasecostlymaterial浪费wastebyeliminatingbadworkhabitsattitudesandworkingconditions8.Hirethebestpeopleavailable9.Maintaincompetitivepaypractices竞争性薪酬

andbenefitprograms10.Encourageemployeeswhoprobablyknowmoreaboutthenutsandbolts具体细节

oftheirjobsthananyoneelse,tosubmitideas.11.InstallHRIStostreamlineandautomate自动化QuotedinFredK.Foulkes,“TheexpandingRoleofthePersonnelFunction,”HarvardBusinessReview(March-April1975),PP.71-84.Formanyyearsithasbeensaidthatcapitalisthebottleneck瓶颈

foradevelopingindustry.Idon’tthinkthisanylongerholdstrue适用.Ithinkit’stheworkforcethatdoesconstitutethebottleneckforproduction生产率.Idon’tknowofanymajorproject重点工程

backedbygoodideas,vigor,andenthusiasm热情

thathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycan’tmaintain维持

anefficientandenthusiasticlaborforce,andIthinkthiswillholdtrue

evenmoreinthefuture.Material:1-3HumanResourceManager1-3-1HumanResourceManagerWhohastheresponsibilityforHRM？(case)

WhoperformsthefunctionsofHRM?Whoismysupervisor?Case:在罗伊罗杰餐馆连锁店，每年全公司的人员流动率差不多在80%-90%之间，每年使组织付出的成本超过100万美元。人力资源管理部在现场经理中间作了一项调查，以收集他们对该问题的看法。经理们把高流动率归因于好几个与人员有关的问题，如：不良的招聘、薪金、培训、绩效反馈以及晋升机会。有意思的是，那些在单位里经历了较高流动率的餐馆经理们更多的要求人力资源管理部门负责解决这些问题，他们看不到这些问题与自己有何关联。另一方面，那些经历较低流动率的经理们则坚持依靠他们自己去解决这些问题。适应现实的经理们试图使用下述方法解决这些问题：对招聘选拔提供投入；以某种能创造一种团队情感的方式去实施监督；提供培训和教练；为雇员的职业发展创造机会；为大学生及其他非全职性工作者提供弹性工作制。ManagerandoperatorAuthority职权：指经由一定的正式程序赋予某项职位的一种权力，即职务范围内的管理权限。是一种职位相关的权力，而非个人的权力。Lineauthority直线职权：领导、监督、指挥、管理下属的权力，是一种指挥权。Coordinatingauthority参谋职权：提供咨询、建议的辅助性职权。Staffauthority职能职权：由于专业化分工的需要，把直线职权中需要专业能力的一部分权力授予专业人士而形成的权力。Linemanagersareauthorizedtodirecttheworkofsubordinates(inchargeofaccomplishingtheorganization’sbasicgoals)StaffmanagersassistandadviselinemanagersinaccomplishingthesegoalsRoleofHRManagerHRmanagersaregenerallystaffmanagers

LineauthorityinHRdepartmentCoordinateauthoritytosupervisorStaffauthoritytootherdepartmentAllmanagersare,inasense,HRmanagerDirection指导——traininganddevelopingSupervise监督——appraisingandmotivatingCommand指挥——appointmentHRManager’sHRResponsibilities

LinefunctionMaintainingemployeerecords,HandlinginitialphasesofemployeeorientationCoordinativefunctionPerformanceappraisalsCompensationmattersStrategyStafffunction(SpecificServices)Disciplinarymatters EqualemploymentandopportunitymattersForExample:Case:Intheareaofrecruitingandhiringit’sthelinemanager’responsibilitytospecify指定

thequalifications资格条件

employeesneedtofillspecificposition.ThentheHRstafftakesover接管.Theydevelopsourcesofqualifiedapplicantsandconductinitialscreening初试

interviews.Theyadministertheappropriatetests.Thentheyreferthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.LineManager’sHRResponsibilities

PlacingtherightpersonintherightjobStartingnewemployeesintheorganizationTrainingemployeesforjobsthatarenewtothemImprovingjobperformanceInterpretingthecompany’spoliciesandproceduresControllinglaborcostsdevelopingemployeeabilitiesProtectingemployees’healthandphysicalconditionsWhyIsHRMImportanttoAllManagers?Helpsyouensureyougetresultsthroughothers.Helpsyouavoidcommonpersonnelmistakes:HiringthewrongpersonforthejobExperiencinghighturnoverFindingemployeesnotdoingtheirbestWesttimewithuselessinterviewsHavingyourcompanytakentocourtbecauseofyourdiscriminatoryactionsHavingyourcompanycitedunderfederaloccupationalsafetylawsforunsafepracticesDiscussing:Thinking:rightorwrong

Hotelmanagersandsalesmanagersarelinemanagersinmostorganizations.Thehumanresourcemanagerisalwaysalinemanager,howeverneverastaffspecialist.Allmanagers,inasense,arepersonnelmanagersbecausetheyareallinvolvedinactivitiessuchasrecruiting,selecting,andtraining.1-3-2HRDepartmentIsanyorganizationhasits’ownHRdepartment?NothaveHRdepartmentMini-sizeorganizationHumanresourcegeneralistHaveaHRdepartmentMedium-sizeorganizationLargeorganizationHumanresourcespecialist

小型组织人事组织设计图Mini-sizeorganizationManagerMarketingProductionFinance小型组织出于成本、效率的考虑，很少有正式的HRM部门，人员数量少、组织层次少，单独设立HRM部门既不经济又不实用，无谓的信息传递只会增加沟通与管理复杂度。这样的组织主要由直线经理处理HRM问题。特点：没有详细的分工和职责说明，某一职能由一人或多人共同承担，甚至一人身兼数职。中型组织人事组织设计图Medium-sizeorganizationGeneralManagerMarketingManagerProducingManagerFinancingManagerHRManager随着组织规模的扩大，组织的HRM职能变得日益复杂，独立设立HRM部门成为必需，HRM工作对于专业人士的专业技能的依赖增强，外行管理和临时管理不适应组织发展的需要。特点：HRM尽管分化出来，但仍不是一个专业化分工很细的部门，HRM经理全面而直接处理HRM事务性工作。LargeorganizationCEOTopMarketingManagerTopFinancingManagerTopHRManagerTopProducingManagerRecruitingCompensationTrainingRelation

AdvisingServicing组织规模进一步增大，各项职能工作专业化程度提高，职能工作的分工日益细化，HRM经理需要从直线工作中脱身出来，做好与组织其它各部门的协调与支持工作，需要HRM进行专业化建设。特点：专业部门的设立使HRM工作规范化，分工明确、责任到位。HRM经理不再是事务性人员，而成为咨询、参谋和决策参与人。HRPositions

YouMightFindinaLargeCompanyRecruiters.Maintaincontactwithinthecommunityandperhapstravelextensivelytosearchforqualifiedjobapplicants.JobAnalysts.Collectandexaminedetailedinformationaboutjobdutiestopreparejobdescriptions.CompensationManagers.Developcompensationplansandhandletheemployeebenefitsprogram.TrainingSpecialists.Responsibleforplanning,organizing,anddirectingtrainingactivities.LaborRelationsSpecialists.Advisemanagementonallaspectsofunion-managementrelations.行政管理总裁人力资源总监保险经理人资计划经理招聘经理培训经理薪酬经理人资信息系统专家级国际HRM经理地区HRM经理劳资关系经理专家级专家级专家级专家级专家级专家级专家级专家级员级员级员级员级员级员级员级员级员级1-4HRMToday1-4-1HR’sChangingEnvironmentKnowledgesocietyandknowledgeworkerTechnologicalAdvances技术进步Globalization全球化WorkforceDiversity劳动力多元化morewomen,includingsinglemothersdramaticchangesinracialcompositionage:moreolderworkersLegalTrendsAffectingHRMCommunicationsTelecommutingCAD/CAM1-4-2Tomorrow'sHRMNewManagementPractices(case):Thetraditional,pyramid-shapedorganization金字塔组织/层峰组织

isgoingoutofstyle过时.Employeesarebeingempowered授权.Flatterorganizations扁平化组织

arebecomingthenorm.Workisincreasinglyorganizedaroundteamsandprocesses.Thebasesofpowerarechanging.Managerstodaymustbuildcommitment承诺.Reference:人力资源管理：赢得竞争优势（3版），雷蒙德.A.诺伊，中国人民大学出版社，P8-31Incident1-1（邮电版p16）1.Whatdoyouthinkabouttheideaofahumanresourcedepartmentinaprofessionaloffice?Theconceptofhumanresourcemanagementisapplicableinallorganizations.Humanresourcemanagementisconcernedwithmanagingthehumanresourcesofanorganization.Althoughaprofessionalofficesituationdiffersfromamoreproduction-orientedsituation,theneedforeffectivehumanresourcemanagementstillexists.However,theexistenceofahumanresourcedepartmentdoesnotautomaticallysolveallhumanresourcerelatedproblems.Managersmustnotattempttosolveallhumanresourceproblemsbysimplyreferringtheseproblemstothehumanresourcedepartment.Abetterapproachisforthehumanresourcedepartmenttoworkwiththeinvolvedparties.2.Howwouldyouselltheideaofahumanresourcedepartmenttothemanagingpartner?Studieshaveshownthatexecutivesspendaconsiderableamountoftimeonhumanresourcerelatedmatters.Thetimemanagersexpendonroutinehumanresourcerelatedmattersthatshouldbehandledbythehumanresourcedepartmentisvaluableand,therefore,isinefficientandexpensivetotheorganization.Thistimecouldbemoreeffectivelyutilizedonmattersdirectlyrelatedtoorganizationalobjectives.Managersshouldworkwiththehumanresourcedepartment,butnotperformtheirfunction.Also,thecosttotheorganizationduetothehighattritionrateamongyoungerstaffmembersiscostlytotheorganizationas