[管理学]人力资源管理ppt课件.ppt

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1、Strategic Human Resource ManagementAfter reading this chapter, you should be able to:uDescribe the differences between strategy formulation and strategy implementation.uList the components of the strategic management process.uDiscuss the role of the HR function in strategy formulation.uDescribe the

2、linkages between HR and strategy formulation.Chapter2Strategic Human Resource ManagementuDiscuss the more popular typologies of generic strategies and the various HR practices associated with each.uDescribe the different HR issues and practices associated with various directional strategies.uList th

3、e competencies the HR executive needs to become a strategic partner in the company.Chapter2Macrou Labor Marketu Economicsu Technology u Culture u Politics HRM Environment Microu Strategy and Structure u HRM Subjectsu Leaderu HRM Professionalsu Functional managersuThe goal of strategic management in

4、an organization is to deploy and allocate resources in a way that gives it a competitive advantage.uHuman resource managers should:uhave input into the strategic plan,uhave specific knowledge of the organizations strategic goals,uknow what types of employee skills, behaviors, and attitudes are neede

5、d to support the strategic plan, andudevelop programs to ensure that employees have those skills, behaviors, and attitudes.IntroductionMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.What is Strategic Management?uStrategic Management is a process for analyzing a companys c

6、ompetitive situation, developing the companys strategic goals, and devising a plan of action and allocation of resources that will help a company achieve its goals.uStrategic human resource management is the pattern of planned human resource deployments and activities intended to enable an organizat

7、ion to achieve its goals. 2006 The McGraw-Hill Companies, Inc. All rights reservedMcGraw-Hill/IrwinComponents of the Strategic Management ProcessuStrategy Formulation: Strategic planning groups decide on a strategic direction by defining the companys mission and goals, its external opportunities and

8、 threats, and its internal strengths and weaknesses.uStrategy Implementation: The organization follows through on the strategy that has been chosen. This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems

9、that align employee behavior with the strategic goals. 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinModel of the Strategic Management ProcessHR PracticesRecruiting, Training,Performance management, Labor relations, Employee relations, Job analysisJob design, Selection,De

10、velopment, Pay structure, Incentives,BenefitsFirmPerformanceProductivity,Quality,ProfitabilityHumanResourceActionsBehaviors,ResultsHumanResourceCapabilitySkills,Abilities,KnowledgeHumanResourceNeedsSkillsBehaviorCultureMissionGoalsStrategicChoiceInternalAnalysisStrengthsWeaknessesExternalAnalysisOpp

11、ortunitiesThreatsStrategy FormulationStrategy Implementation 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinThe Role of HRM in Strategy FormulationuAdministrative Linkage Lowest level of integration; HRM functions attention is focused on day-to-day activities. No input fro

12、m the HRM function to the companys strategic plan is given.uOne-Way Linkage The strategic business planning function develops the plan and then informs the HRM function of the plan. HRM then helps in the implementation.uTwo-Way Linkage Allows for consideration of human resource issues during the str

13、ategy formulation process. The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option.uIntegrative Linkage Is based on continuing, rather than sequential, interaction. The HR executive is an integral member of the strategic planning team. 2

14、006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinStrategy FormulationGoalsMissionStrategicChoiceInternalanalysisStrengthsWeaknessesExternalanalysisOpportunitiesThreats 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinStrategy FormulationuFive componen

15、ts of the strategic management process:uA mission is a statement of the organizations reasons for being.uGoals are what the organization hopes to achieve in the medium-to long-term futureuExternal analysis consists of examining the organizations operating environment to identify strategic opportunit

16、ies and threats.uInternal analysis attempts to identify the organizations strengths and weaknesses.uStrategic choice is the organizations strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals. 2006 The McGraw-Hill Companies, Inc. All

17、rights reserved.McGraw-Hill/IrwinStrategy ImplementationOrganizationalstructureTypes ofInformationTask designSelection,training, anddevelopmentof peopleRewardsystemsProductmarketstrategyPerformance 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinHRM PracticesuJob Analysis -

18、 the process of getting detailed information about jobs. uRecruitment - the process through which the organization seeks applicants.uTraining - a planned effort to facilitate learning of job-related knowledge, skills, and behavior. uJob design - making decisions about what tasks should be grouped in

19、to a particular job.uSelection - identifying the applicants with the appropriate knowledge, skills, and ability.uDevelopment - the acquisition of knowledge, skills, and behavior that improves employees ability to meet the challenges of future jobs. uPerformance management - helps ensure that employe

20、es activities and outcomes are congruent with the organizations objectives.uPay structure, incentives, and benefits.uLabor and employee relations. 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinStrategic TypesuPorters Generic Strategies Michael Porter has hypothesized that

21、 competitive advantage comes from creating value by:ureducing costs (overall cost leadership), orucharging a premium price for a differentiated product or service (differentiation). 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinHRM Needs in Strategic TypesuDifferent strat

22、egies require different types of employees.uRole behaviors are the behaviors required of an individual in his or her role as a jobholder in a social work environment.uCost strategy firms seek efficiency and therefore carefully define the skills they need in employees and use worker participation to

23、seek cost-saving ideas.uDifferentiation firms need creative risk takers. 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinDirectional StrategiesExternal GrowthStrategyConcentrationStrategyInternal GrowthStrategyDownsizingAcquisitionsMergers 2006 The McGraw-Hill Companies, In

24、c. All rights reserved.McGraw-Hill/IrwinThe Role of HR in Providing a Competitive AdvantageuEmergent Strategies - Those that evolve from the grass roots of the organization.uWhat actually is done versus what is planned. uHR plays an important role in facilitating the communication of emergent strate

25、gies between levels in the hierarchy.uEnhancing Firm CompetitivenessuBy developing a rich pool of talent, HR can assure the companys ability to adapt to a dynamic environment. 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinStrategic Human Resource ExecutivesuFour basic com

26、petencies:uBusiness Competencies - Understanding the companys economic and financial capabilities.uProfessional/Technical Knowledge - In HR practices such as selection techniques and compensation systems.uChange Processes or Organizational Development Techniques - The ability to diagnose the need fo

27、r change and develop and implement the appropriate intervention.uIntegration Competencies - A generalist perspective with the skills of a specialist in the above three areas. 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinHuman Resource CompetenciesHR ProfessionalIntegrationCompetenceProfessional andTechnicalKnowledgeAbility toManage ChangeBusinessCompetence 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinReading Asignment uPage 63-66 HRM PracticesuPage 74-77 The role of Human Resources in Providing Strtegic Adnantage