某公司人力资源管理知识综述[英文版](ppt 230页)

1、William J. Rothwell, Ph.D., SPHR,Human Resource Management Core Module, Copyright 2004 by William J. Rothwell. All rights reserved.,March 2004 in Shanghai,Part I:Introduction to the Core Module,Facilitator IntroductionWilliam J. Rothwell, Ph.D., SPHR,Professor of Human Resource Development at Penn S

2、tate University President of Rothwell and Associates, Inc. (see www.rothwell-) Contact him at ,William J. Rothwell, Ph.D., SPHR,Author of numerous books. A few examples:,William J. Rothwell, Ph.D., SPHR,Author of numerous books. A few examples:,Module Purpose,This core module describes th

3、e strategic importance of human resource management (HRM).,Module Objectives,Upon completing this module, participants will be able to discuss: The strategic importance of human resource management within the organization How human resource management contributes to business strategy How to implemen

4、t appropriate motivation and reward systems and strategies,Module Objectives,How to evaluate the performance of the team and individuals How to plan training and development programmes,Module Organization and Structure,Day 1 Introduction to the Core Module The Strategic Importance of Human Resource

5、Management Within the Organization Day 2 How Human Resource Management Contributes to Business Strategy How to Implement Appropriate Motivation and Reward Systems and Strategies,Module Organization and Structure,Day 3 How to Evaluate the Performance of the Team and Individuals Day 4 How to Plan Trai

6、ning and Development Programmes Evaluation of Your Competence Conclusion,Instructional Approach: What Are Experiential Learning Methods, and Why Are they Used?,This session uses experiential learning methodsand not pure lecture In experiential learning methods, participants use the results of small

7、group activities, role plays, case studies, or other active learning techniques as a basis for learning,Icebreaker,Tell us: Your name Your job title Your companys name What you do at the company Why you are here,Icebreaker,Stand up Introduce yourself to another participant in the session and trade b

8、usiness cards Find out what the other person most wants to learn in the session Be prepared to share what you learn in about 3 minutes,Opening Activity,Form small groups of 3-5 people each Appoint a spokesperson for your group who will provide your groups answers Spend about 15 minutes to answer thi

9、s question: What is human resource management, and why should organizational leaders care about it? When you finish, your group spokesperson should be prepared to volunteer your answer to the group,Debrief of the Activity,Would your group spokesperson please provide your answer for the large group?,

10、Part II:The Strategic Importance of Human Resource Management Within the Organization,Overview of This Part,What is strategy, and why is it important? How does strategy relate to purpose and mission? How is strategy determined? Who determines strategy, and why is that important? What are the range o

11、f business strategies, and how are they determined? How does the strategic planning process work? Activity: How does the strategic planning process work? Debrief of the activity,What Is Strategy?,Strategy is: The process of achieving competitive advantage Originated from a word used by the Ancient G

12、reeks around 400 B.C. and pertained to the art and science of directing military forces An outline of the steps that management plans to take to achieve objectives A means to an end,What Is Competitiveness?,Competitiveness is a multidimensional concept. It can be looked at from three different level

13、s: country, industry, and firm level. Competitiveness originated from the Latin word, competer, which means involvement in a business rivalry for markets. It has become common to describe economic strength of an entity with respect to its competitors in the global market economy in which goods, serv

14、ices, people, skills, and ideas move freely across geographical borders (Murths, 1998).,Source: Ambastha, A., only 5% of strategy is formal and is written down Strategy is formulated by the chief leaders of the organization, and they determine the organizations strategic direction,Who Determines Str

15、ategy, and Why Is That Important?,Strategy is determined by the organizational leaders The organizations structure (organization chart) determines the leadership That leads to the most famous question in strategic planning: Which comes first, structure or strategy?,How Does The Strategic Planning Pr

16、ocess Work?,Clarify Vision, Purpose, Goals and Objectives,Assess Present Strengths and Weaknesses,Scan Future Threats and Opportunities,Conduct SWOT Analysis,Consider Range of Strategies and Select One,Implement and Evaluate Strategy,How Is Strategy Determined in Your Organization?,Form teams of 3-5

17、 people Spend about 10 minutes In your teams, discuss the process used in your organizations to formulate, implement and evaluate strategy and discuss how HR is handled in that process. Be sure to describe your organizations strategic objectives, if you know them, and (if possible) explain how HR is

18、 aligned with them,How Is Strategy Determined in Your Organization?,When you finish, be prepared to explain how the process is handled in your organization,Debrief: How Is Strategy Determined in Your Organization?,Could I have some volunteers to discuss how organizational strategy is formulated, imp

19、lemented and evaluated in your organization Could I have some volunteers to discuss how HR is handled in the strategic planning process?,Organizational Strategy and Appropriate HR Practices,Based on their study of organizations, Miles and Snow (1978) identified three generic strategic types: Defende

20、rs have a relatively stable product market domain and therefore a narrow focus. Defender characteristics include: (1) a limited product line; (2) single capital intensive technology; (3) a functional structure; and (4) skills in production efficiency, process engineering, and cost control.,Source: S

21、umita, R., and Arvey, R. (1994). Business strategy links with staffing and training practices. Human Resource Planning, 17(3), 55-73.,Organizational Strategy and Appropriate HR Practices,Prospectors continually search for new product and market opportunities, and regularly experiment with emerging e

22、nvironmental trends. These organizations often create change to which their competitors must respond. However, because of their strong concern for product and market innovation, they are usually not completely efficient. Prospector characteristics include: (1) diverse product lines, (2) multiple tec

23、hnologies, (3) a product or geographically divisionalized structure, and (4) skills in product research and development, market research, and product engineering.,Organizational Strategy and Appropriate HR Practices,Analyzers operate in two market domains, one relatively stable and the other changin

24、g. In their stable areas, they use formalized structures and processes to operate routinely and efficiently. In their more innovative areas, their key managers watch their competitors closely for new ideas; they then rapidly adopt those that appear to be promising. Analyzer characteristics include:

25、(1) a limited basic product line, (2) search for a small number of related products and/or market opportunities, (3) cost-efficient technology for stable products and project technologies for new products, and (4) skills in production efficiency, process engineering and marketing.,Organizational Str

26、ategy and Appropriate HR Practices,There is a stronger relationship between the prospect dimension of strategy and staffing and training practices than between the defense dimension of strategy and staff/training practices. Questions that may be relevant here are: Do HRM managers play the role of st

27、rategy formulators or strategy implementors? Do these roles vary with strategic orientation? A comprehensive answer to these questions will lie in examining issues such as: (1) the speed with which HRM practices and strategic orientation are aligned, and (2) organizational structures that facilitate

28、 alignments under different strategic orientations.,Part III:How Human Resource Management Contributes to Business Strategy,Overview of This Part,What are the functions of HR, and how do they relate to business strategy? Why is HR strategically important? Activity: What is the strategic importance o

29、f HRM, and how does HRM contribute to business strategy? Debrief of the activity,What Is Human Resource Management (HRM)?,Human Resource Management is the process of bringing together different kinds of people in organizational settings to achieve a common purpose.,How Can HRM Be Conceptualized?,Hum

30、an Resource Management (HRM) includes, among other things, all of the following: Human Resource Planning Employee Recruitment Employee Selection Training Career Development,How Can HRM Be Conceptualized?,Employee Performance Appraisal Compensation Benefits Health and Safety Employee Discipline Labor

31、 Relations Other issues influencing people in organizational settings,Why Is This Important?,Why do you think it might be important to have a way of thinking about (conceptualizing) HR? What would happen if you did not have a way of thinking about HR?,How Can HRM Be Conceptualized?,HRM can be viewed

32、 as all activities associated with bringing people into the organization, keeping them, managing and developing them, and ensuring their effective eventual departure from the organization,How Can HRM Be Conceptualized?,One way to think of HRM focuses around its relationship to organizational strateg

33、ic business plans Another way to think of HRM focuses around its relationship to individual recruitment, selection, hiring, orientation, development, retention and rewards, job design and movement, wellness, and eventual individual departure from the organization,How Can HRM Be Conceptualized?,HRM c

34、an be focused around the work that people do (work-based) HRM can be focused around the people who do the work (competency-based) Most HRM programs in multinational companies are competency-based; most HRM programs in other organizations are work-based,Large Group Discussion: How Does Culture Affect

35、 HR?,Culture refers to the unspoken assumptions made about the way things should be done in the organization, and culture governs how people behave How might different strategies affect HR? culture?,Activity,Assemble in groups of 3-5 people each and appoint a spokesperson Spend about 30 minutes to c

36、reate a presentation to explain to managers what HRM is and provide a model of HRM that can be used to present how it relates to people in organizations Explain what you believe should be role of HR in achieving business strategy,Debrief,Could I have a volunteer from the small groups to present the

37、groups views?,Four Ways to Think of the Key Components of HR,The divisional approach: HR is organized according to how it is positioned geographically and organizationally The worker lifecycle approach: HR is organized according to how it interacts with individual workers,The Divisional Approach,The

38、 Worker Lifecycle Approach,Four Ways to Think of the Key Components of HR,The HR Body of Knowledge approach: HR is organized based on research about what HR practitioners do The HR Planning approach: HR begins with an estimate of the intellectual talent and the number of people needed to help the or

39、ganization achieve its objectives,The HR Body of Knowledge Approach,The HR Planning Approach,Other Ways to Think of the Key Components of HR,Are there other ways to think of the key components of HR in an organization? What about the consultant/operations structure?,The Consulting/Output Approach,Th

40、e Role of Human Resources,HR commonly plays such roles as: “Police officer”: Enforces government laws and organizational policies “Bureaucrat”: Keeps track of paper and records “Hit man”: Does the “dirty work” that operating (line) managers do not want to do,The Role of Human Resources,HR commonly p

41、lays such roles as: “Performance consultant”: Helps operating managers troubleshoot and solve “people problems” “Leader”: Shows the way to better approaches to managing human resources What other roles for HR can you think of? What role does HR play in your organization, and why do you think it play

42、s that role?,Activity,Assemble in groups of 3-5 people each Spend about 30 minutes to prepare descriptions of how the HR function is organized in your organizations and what roles it plays in your organizations When you finish, each person in your group should be prepared to make a 1-minute presenta

43、tion to introduce his or her HR function by describing its organization and the role it plays,Debrief,Could I have a volunteer to give his or her 1-minute presentation?,Large Group Discussion Questions,How do you believe HR should support line managers? What should HR do, and what should operating m

44、anagers do? Why do you believe so? If I asked line managers in your organization about what role your HR function plays, what do you think they would tell me?,What Are The Functions Of HR, And How Do They Relate To Business Strategy?,Why Is HR Strategically Important?,HR is strategically important b

45、ecause it is only people who: Create new businesses Find innovations that lead to new products or services Discover new markets Find quantum leaps in productivity improvement Provide competitive advantage through their ways of serving customers Can you think of other reasons why HR might be regarded

46、 as strategically important?,Strategic Human Resource Leadership Organizational Assessment,Strategy: What are the most important opportunities and challenges facing your organization? Organizational Capabilities: What are the organizational strengths and weaknesses? 3.Competencies: What are the most

47、 critical leadership competencies and skills required of employees? 4.People Management Systems: How does the organization attract, retain, develop, reward, communicate with employees to generate behavior that drives strategy?,5.For each people management process: What are its objectives? What behav

48、ior is it trying to drive? How does this behavior impact results? 6.Compare the objectives with reality: What behaviors are you actually experiencing? Is this behavior inconsistent with the objectives? What are the root causes of the disconnects? 7.Identify priorities for action and a plan to deal w

49、ith them.,Strategic Human Resource Leadership Organizational Assessment,Improving HRs Strategic Role Within Your Organization,HR professionals are looked to as the internal experts and advisors on both technical employment regulations and general management concepts Advising managers on organization

50、al development and strategic planning has become an essential function of a successful HR leader,Improving HRs Strategic Role Within Your Organization,As the HR practitioners role continues to evolve, top leadership is further recognizing the value of HR in facilitating organizational change This in

51、creasingly means the proper alignment of limited resources towards achieving business goals and strategic objectives.,Six Key Steps to Aligning Human Capital with Business Objectives and Goals,There are six key steps in aligning HR with business objectives and goals: 1.Establish business objectives

52、and strategic goals Effectively communicate business objectives and strategic goals 3.Assess structure alignment with business objectives and goals,Source: Brewer, S. (2002). Aligning human capital in achieving business goals and strategic objectives. SHRM Whitepaper at /hrresource

53、s/whitepapers_published/CMS_000256.asp#P-4_0,Six Key Steps to Aligning Human Capital with Business Objectives and Goals,4.Assess employees capacity to achieve business objectives and goals 5.Fill in the gaps between capacity and business objectives and goals 6.Implement, measure, modify,Approaches t

54、o HR Planning,Some firms use sophisticated computer simulations and models to forecast HR demands, movements between job categories, and available HR supplies inside and outside the organization. Much of what is known about HRP comes from published case studies about methods.,Approaches to HR Planni

55、ng,Large, diversified corporations often employ HRP specialists. Most are placed within the HR department, have background in HR, and devote only part of their time to HRP. In most Fortune 500 firms, HRP is handled by the HR department alone with limited participation by line departments.,Approaches

56、 to HR Planning,Forecasting HR demands and supplies has often been called the heart of HRP. Most firms (52 percent) forecast HR demand, but only 6 percent forecast supplies. Various advanced quantitative techniques are used in forecasting.,Approaches to HR Planning,Firms use such approaches as: Surv

57、eys Interviews Secondary data searches Statistical methods Computer-based modeling Nominal group technique The Delphi technique,Points Worthy of Emphasis,The choice of which philosophy your organization selects is an important strategic choice, since: Job-based or work-based HR tends to focus on wor

58、k activities, and Competency-based HR tends to focus on the differences existing between the most productive and average performers,Definitions,Organizational design is the process of establishing the organizations structure Work design is the process of establishing work responsibilities for a job

59、A job consists of a group of related activities and duties A position consists of different duties and responsibilities performed by one employee Job analysis is the process of clarifying what people do or what people should do in their work,Why Is Job Analysis Important?,In a work-based HR system, jobs are the foundation for: Recruitment Selection Training Performance appraisal Compensation,How Is Job Analysis Conducted?,Conduct job analysis by using: Interviews Questionnaires Observation Diaries Other approaches,Activity: What Is The Strategic Importance Of HRM, And How Does HRM Contribut