HumanResourceManagement英文版.pptx
Human Resource ManagementPersonnel Management to Human Resource ManagementnRecognition of the need to take a more strategic approach to the management of peoplenBegan in the 1980s in the USAnUK followed quicklynConcept is a strategic approach to acquiring,developing,managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991Features of HRMn Management focussed and top management drivennLine management role keynEmphasises strategic fit integration with business strategynCommitment orientednTwo perspectives hard and softnInvolves strong cultures and valuesnPerformance orientednRequires adoption of a coherent approach to mutually supporting employment policies and practicesnEmployee relations organic rather than pluralisticnOrganising principles are organic and decentralisednFlexibility and team building important policy goalsnStrong emphasis on quality to customersnRewards differentiated by skill,competence or performance Features of HRMFombrum,Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDRewardWarwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXTWarwick Model content of the boxesnOuter context socio-economic,technical,politico-legal,competitivenInner context culture,structure,politico-leadership,task-technology,business outputsnBusiness strategy context objectives,product market,strategy and tacticsnHRM context-role,definition,organisation,HR outputsnHRM content HR flows,work systems,reward systems,employee relationsThe Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy&conditionsManagement philosophyUnionsTask technologyLaws&societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well beingGuest ModelnDefines four policy goals of HRMnFurther development of the Harvard modelnStrategic integration HRM into strategic plans,in line decisions,within HR policiesnHigh commitment strong identification with companynHigh quality including management of peoplenFlexibility functional,adaptable structures,capability to innovateSoft HRMnStresses human aspectnEmphasis on HRDnParticipationnMotivationnCommitmentnLeadershipnHUMAN resource managementHard HRMnPeople as a resourcenUsed dispassionatelynUsed in calculating rational mannernHead countnHuman RESOURCE ManagementCompetence-Based HRMDefinitions:nThe skills,knowledge and experience that an individual brings to their role IDS 1997nBasic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993nUnderlying traits,motives,skills,characteristics and knowledge related to superior performance Boyatsis 1982Uk v.US definitionsnUS-input oriented what the individual brings to the jobnUK-output oriented the skills,attitudes and knowledge,expressed in behaviours for effective job performancenOne or both?Levels of InfluencenStrategicnFunctionalnSystemsnIndividualImplications at Strategic LevelnThe identification of core competencies of the organisation which confer sustained competitive advantagenOwned by more than one person and grow through use and experience therefore difficult to imitateImplications for the Human Resource FunctionnDevelop managerial competencenStrategic selection and staffingnDevelop internal labour marketnDesign jobs round capabilitynDevelop individual competencenDevelop culture to foster innovationnBuild learning organisationnDevelop organisational learning mechanismsImplications for Human Resource SystemsnVertical integration link individual competence to the core competence of the organisationnHorizontal integration provide a framework for the integration of HR systems componentsnVital player in the development of core competenciesnCan be used to develop individual HR systemsRecruitment and SelectionnBased on past behaviour as the most valid predictor of future behaviournBuilding the competence framework requires multiple information sourcesnCompetence specification should cover both technical and personal/interpersonal competenciesnDevelop interview questions that elicit examples of past behavioursnIn assessment centres create tasks that require demonstrated competenciesnUse competencies to select test instrumentsnUse competencies to evaluate candidate performanceRecruitment and SelectionAppraisalnSet outcome and performance targets for each competencenOutcome levels and performance targets can be graded if desired.e.g standard performance;above standard;excellent etcnBelow standard performance can be used to generate development needsnCan provide forum for the identification of new/changing competence requirementsnCan provide forum for setting acquisition of competence time scalesnProvides a clear and agreed framework for performance evaluation and discussionAppraisalDevelopmentnProvides a framework for individual training needsnNo transfer problems as competence can only be demonstrated by on the job behavioursnDevelopment contributes directly to current performancenEncourages a broad based approach to development activities nEnsures line manager commitment to developmentnOffers common language to all participants in the development processnOffers transparent process to all stakeholdersnFacilitates validation and evaluation of the development processDevelopmentRewardnPromotes flexibilitynPromotes a development focused culturenProvides opportunities for advancement via skillsnProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than senioritynCan assist in addressing the technical/managerial dividenOffers a route for the reward of knowledge workersnCarries high face validity and felt fair perceptionnVia core organisational competencies can link reward directly to organisational strategyRewardIntegrationnVertical -integration with corporate strategynHorizontal -the internal integration of the components of an HR strategynIntra-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 otherCurrent HRM Issues&DebatesnResponding to increased competitionnManaging international operationsnRiding the waves of changenManaging the changing relationship with the workforcenChanging legislative and regulatory frameworksnBest practice versus best fitHRM and Corporate StrategyStrategynDiversity of viewpointsnTwo dimensions of agreementnDegree of planning:deliberate emergentnOutcomes:profit maximisation range of outcomes(plural)nFour key approaches(Whittington)Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcessesClassical:Rational Economic MannApplication of rational analysisnSeparation of planning from implementationnCommitment to profit maximisationnEmphasis on the long-termnExplicit goals cascaded down the organisationClassical and HRMnHRM matching and downstreamnTool of implementationnHR policies and strategies geared to achieving profit maximisationnCritique product of its time;looks nave in todays turbulent and global environment;still pursued in some sectors with long time horizons.Evolutionary:Natural SelectionnEmphasis on environmental fitnProfit maximisation achieved by market competitionnFit determined by chance rather than strategynSurvival by short term strategies aimed at current fitnStrategy and illusion in unpredictable environmentEvolutionary law of the junglenHR key role in environmental scanningnPolicies and strategies aimed at flexibility and adaptabilitynMatching modelnCritique markets more regulated than jungle;by government,law,international agreementsnConcept of flexibility importantProcessual life is messynConcept of bounded rationalitynSubjective interpretation of data therefore strategy flawed and incompletenWe take the first best option sufficingnOrganisations as coalitions consensus by negotiationnMinimum adaptation for survival rather than proactive change spare capacity as buffernStrategy a comforting ritualProcessual and HRMnHR policies evolving and reactivenSoft HRMnOD,best practice and development of internal competencies importantnCritique lacks vision;may not be able to respond quickly enough to threatsSystemic:socially groundednMan makes decisions based on social factors not economic;Social networks define normsnInternal context of firm influenced by social groups,interests,resources and micro-politicsnDifferent forms of organisation successful indifferent culturesnSystemic perspective includes national culture,family,gender,social groups nStrategy must be sensitive to theseSystemic and HRnHR policies and processes will have to reflect local culturenManagement style and strategies for motivation and commitment reflect local and national culturenCritique focuses on difference at the expense of similarity and cross-cultural influencesResource-Based Theory of the FirmnPlaces HR at heart of strategynCompetitive advantage stems from strategic core competencies built up over timenRecognises importance of leadership in building top team;fostering creativity and innovation;facilitate the learning processnEmphasises renewal aspect and dynamic capabilities of the organisationnCapacity of a firm to renew,adapt and augment its core competencies over timenSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory of the FirmResource-Based Theory&HRMnBasis for human resource as competitive edgenHRM valued for generating strategic capability as well as supporting strategynHuman capital advantage gained through resourcing and retentionnHuman process advantage gained by continuous learning,co-operation and innovation facilitated by bundles of HR strategiesDefining Strategic Core CompetenciesnINTEGRATED bundle of individual skillsn5-15 core competencies the normnA messy accumulation of learning including tacit and explicit knowledge an activitynCore competence:delivers a fundamental customer benefitn-is not easily imitated by competitors-provides a gateway to new marketsnContributes to strategy as:-as a source of competitive advantage-via a longer lifespan that a single product-exercised across the range of organisational activitiesDefining Strategic Core CompetenciesRole of HR in Managing Core CompetenciesnIdentifying core competencies linking them to individualsnBuilding core competencies learning and cross discipline communicationRole of HR in Managing Core CompetenciesnUtilising core competencies developing management capability and forms of working that maximise deploymentnProtecting core competencies retention strategies,protection during major change,identifying owners of core competenceCOMPARATIVE HUMAN RESOURCE MANAGEMENTDefinitionsnhow things are done around here(Drennan,1992)nOrganisational 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 members.(Brown,1995)Organisational Culture-DefinitionsnThe pattern of beliefs and assumptions shared by the organisations members,these beliefs produce norms that shape the behaviour of individuals and groupsnA set of habitual ways of thinking,feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in timeLevels of CulturenCulture can be conceived as:-societal or national culture-corporate culture-homogenous or heterogeneous subculturesnTurner(1971)defined industrial sub-culture by:-distinctive set of shared meanings-use of symbols and rituals-socialisations and norms-attempts to manipulate cultureAspects of culturenArtifactsnLanguage jokes,jargon,storiesnBehaviour patterns rituals,ceremonies,celebrationsnNorms of behaviournHistory nEthical codesnBasic assumptionsnBeliefs,values and attitudesnSymbolsModels of cultureArtifactsBeliefs,values,attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein,1985Organisational CultureArtifacts&creations:Technology;artVisible behavioursaudible behavioursValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat“ought to be;norm-basedTaken for grantedInvisiblePre-consciousCommon Organisation StoriesnCan employees break the rules?nIs the big boss human?nCan the little person rise to the top?nWill I get fired?nHow will the boss react to mistakes?nWill the organisation help me when I have to move?nHow will the organisation deal with obstacles?CULTURE:Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B 2002)Organisational Culture and the Life Cycle of the Firm nPhase 1-Birth and Early GrowthnPurpose foster cohesion during growthnNeed for change economic or successionnStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsidersOrganisational Culture and the Life Cycle of the FirmnPhase 2 Organisational mid-lifenPurpose culture deeply embedded,may develop sub-cultures nStrategies planned change and OD -technological seduction -scandal,explosion of myths -incrementalism Organisational Culture and the Life Cycle of the FirmnPhase 3 organisational maturitynPurpose source of pride,resistantnStrategies coercive persuasion -turnaround -recognition,destruction,re-birthCulture in organisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLOCommunication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships&goodwill&performanceAgreement by trust Legal contractNegotiation slow,ritual Negotiation efficient Hofstedes ModelnIndividualismnHigh power distancenMasculinitynHigh uncertainty avoidancenShort termismnCollectivismnLow power distancenFemininitynLow uncertainty avoidancenLong termismHRM and Culture ChangeLayers of CulturenArtefacts physical objects,behaviour and processesnEspoused values those appearing publicly in mission statement,policies nUnderlying assumptions rarely articulated;may conflict with espoused values and each otherCulture ChangenWhy change?Environment changes:nBusiness mergers,technology,market nGovernment laws,H&S,diversity,nDemographic changes in the human resources availableThe Nature of ChangenExternally imposednTransformationalnGlobalnHostilenLarge scalenLong termnStrategicnInternally imposednIncrementalnLocalnPositivenSmall scalenUrgentnOperationalIntroducing Culture ChangenCan be very difficultnCan be a long term processnIssues to
