人力资源管理的挑战.ppt

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1、PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook1).A Brief History of Human Resource ManagementThe Craft SystemMaster craftsman and apprenticeIndustrial RevolutionMove to factory system and move to machinesDivision of laborScientific ManagementTaylor Conducted scientifi

2、c experiments to improve efficiencyTheory XHuman RelationsHawthorne experimentsThe“Hawthorn effect”led researchers to associate social factors with workTheory Y2Copyright 2004 South-Western.All rights reserved.Workers inherently dislike workWorkers inherently dislike workWorkers must be coerced,Work

3、ers must be coerced,controlled,directed,threatened controlled,directed,threatened with punishment to get them to with punishment to get them to accomplish work objectivesaccomplish work objectivesTalent is narrowly distributedTalent is narrowly distributedWorkers will do as little work as Workers wi

4、ll do as little work as they are required to dothey are required to doMotivated by moneyMotivated by moneyNeed for formal,well Need for formal,well established lines of authorityestablished lines of authorityClearly defined jobsClearly defined jobsWorkers like work,cooperative,Workers like work,coop

5、erative,friendlyfriendlyWork is widely distributed Work is widely distributed throughout the workforcethroughout the workforceWorkers can be motivated to work Workers can be motivated to work independentlyindependentlyManagers who accepted Y,would Managers who accepted Y,would not structure,control,

6、or closely not structure,control,or closely supervise the work environmentsupervise the work environmentEncourage self-control,motivate Encourage self-control,motivate by providing satisfying work(e.g.,by providing satisfying work(e.g.,challenging work)challenging work)Theory XTheory XTheory YTheory

7、 YDouglas McGregors Management StylesManagers could organize,lead,control,and motivate people in different waysNature of Human Resource ManagementHuman Resource ManagementThe design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizationa

8、l goals.All management decisions and practices that directly affect or influence people-planning,acquiring,retaining(controlling turnover),developing or training,performance appraisal,compensation,safety and health,family and work life.HRM has wide range of functions and areas of responsibility.4Cop

9、yright 2004 South-Western.All rights reserved.Nature of Human Resource ManagementWho Is an HR Manager?In the course carrying out their duties,every operating manager is,in essence,an HR manager.HR specialists design processes and systems that operating managers help implement.5Copyright 2004 South-W

10、estern.All rights reserved.Typical Division of HR ResponsibilitiesHR UnitDevelops legal,effective interviewing techniquesTrains managers in conducting selection interviewsConducts interviews and testingSends top three applicants to managers for final reviewChecks referencesDoes final interviewing an

11、d hiring for certain job classificationsManagersAdvise HR of job openingsDecide whether to do own final interviewingReceive interview training from HR unitDo final interviewing and hiring where appropriateReview reference information Provide feedback to HR unit on hiring/rejection decisionsFigure 11

12、6Copyright 2004 South-Western.All rights reserved.HR Management Competencies and CareersHR GeneralistA person with responsibility for performing a variety of HR activities.HR SpecialistA person with in-depth knowledge and expertise in a limited area of HR.Important HR Capabilities:Knowledge of busin

13、ess and organizationInfluence and change managementSpecific HR knowledge and expertise7Copyright 2004 South-Western.All rights reserved.Qualities of Human Resources ManagersResponsibilitiesAdvice and counselServicePolicy formulation and implementationEmployee advocacyCompetenciesBusiness masteryHR m

14、asteryChange masteryPersonal credibility8Copyright 2004 South-Western.All rights reserved.HR ActivitiesHR Planning and AnalysisEqual Employment OpportunityStaffingHR DevelopmentCompensation and BenefitsHealth,Safety,and SecurityEmployee and Labor/Management Relations9Copyright 2004 South-Western.All

15、 rights reserved.Human Resource Competency ModelSource:Arthur Yeung,Wayne Brockbank,and Dave Ulrich,“Lower Cost,Higher Value:Human Resource Function in Transformation.”Reprinted with permission from Human Resource Planning,Vol.17,No.3(1994).Copyright 1994 by The Human Resource Planning Society,317 M

16、adison Avenue,Suite 1509,New York,NY 10017,Phone:(212)490-6387,Fax:(212)682-6851.Figure 1.9Presentation Slide 14BusinessBusinessMasteryMastery Business acumen Business acumen Customer orientation Customer orientation External Relations External RelationsHRHRMasteryMastery Staffing Staffing Performan

17、ce appraisal Performance appraisal Rewards system Rewards system Communication Communication Organization design Organization designChangeChangeMasteryMastery Interpersonal skills Interpersonal skillsand influenceand influence Problem-solving skills Problem-solving skills Rewards system Rewards syst

18、em Innovation and creativity Innovation and creativityPersonal Personal CredibilityCredibility TrustTrust Personal Personal relationshipsrelationships Lived values Lived values Courage Courage10Copyright 2004 South-Western.All rights reserved.HR Management Activities11Copyright 2004 South-Western.Al

19、l rights reserved.Traditional and Strategic Views of HRM (a)Personnel-The Traditional ViewThe OrganizationPersonnel Staffing Pay TrainingResearch andDevelopmentFinanceMarketingProductionWhat is Strategic Human Resource Management(SHRM)?12Copyright 2004 South-Western.All rights reserved.Developing Hu

20、man CapitalHuman CapitalThe knowledge,skills,and capabilities of individuals that have economic value to an organization.Valuable because capital:vIs based on company-specific skills.vIs gained through long-term experience.vCan be expanded through development.13Copyright 2004 South-Western.All right

21、s reserved.2).StrategyStrategic management:set of decisions and subsequent actions used to formulate and implement strategies that will optimize the fit between the organization and its environment in an effort to achieve organizational objectives.Competitive advantage:when a firm is implementing a

22、value creating strategy not simultaneously being implemented by any current or potential competitor.Sustained competitive advantage:exists only after efforts to replicate that advantage have ceased.14Copyright 2004 South-Western.All rights reserved.Strategy Cont.Strategic plan:the overall blueprint

23、that defines how an organization will deploy its capital resources,such as budgetary and human resources,in pursuit of its goalsHow do you develop a strategic plan?Articulate values and mission statementSWOT AnalysisEstablish realistic goals and objectives based on the foregoing steps Formulate Stra

24、tegies Implement Strategies15Copyright 2004 South-Western.All rights reserved.CORPORATE STRATEGYHow companies choose their mixtures of different businessesContrasts with business level strategy Diversificationrelated unrelated16Copyright 2004 South-Western.All rights reserved.Types of Business Strat

25、egiesCost leadership:A firm pursuing a cost leadership strategy aggressively seeks efficiencies in production and uses tight controls to gain an edge on competitors.Differentiation strategy:involves an attempt to set a companys products or services apart from those of its competitors.17Copyright 200

26、4 South-Western.All rights reserved.Linkage of Organizational and HR StrategiesFigure 2418Copyright 2004 South-Western.All rights reserved.Strategic GoalsHumanResourceManagementFinanceResearchand DevelopmentMarketingProductionTraditional and Strategic Views of HRM Traditional and Strategic Views of

27、HRM (b)HRM-The Strategic View(b)HRM-The Strategic View19Copyright 2004 South-Western.All rights reserved.Table 2.1 Theoretical Perspectives on SHRMUniversalisticThere is one best way to manage human resources.Strategic HRM is the process of transforming traditionalHR practices into a limited set of“

28、correct”HR procedures and policies.Strategic FitStrategic HRM involves matching specific HR practices to the firms overall business strategy.HR as internalStrategic HRM involves HR professionals providing HR service providerservices to business units within the firm.The HR goal is to enhance the eff

29、ectiveness and efficiency of the operations of their business unit customers.Perspective DescriptionWhat is Strategic Human Resource Management(SHRM)?(Continued)(Continued)20Copyright 2004 South-Western.All rights reserved.Table 2.1 Theoretical Perspectives on SHRMConfigurationalThere are various co

30、nfigurations or“bundles”of HR practices that go together and,collectively,can improve business performance.Certain bundles are effective in certain industries and/or in certain business conditions,whereas other bundles should be used in other industries or under different business CircumstancesResou

31、rce/Competency SHRM engenders organizational success by enhancing a firms ability to acquire,develop,use,and retain employees with high competence levels relevant to firm activities.Perspective DescriptionWhat is Strategic Human Resource Management(SHRM)?(Continued)(Continued)21Copyright 2004 South-

32、Western.All rights reserved.Competitive Advantage through PeopleCore CompetenciesIntegrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.Sustained competitive advantage through people is achieved if these human resources:Have value.Are

33、 rare and unavailable to competitors.Are difficult to imitate.Are organized for synergy.22Copyright 2004 South-Western.All rights reserved.-It involves designing and implementing a set of internally consistent policies and practices that ensure a firms human capital contribute to the achievement of

34、its business objectives.-This includes both vertical(linking HRM practices with strategic management process)and horizontal(the integration of the various HRM practices)integration as well.-Additionally,linking the people of the firm(in terms of their skills and actions)to the strategic needs of the

35、 firm.SHRM DefinedSHRM Defined23Copyright 2004 South-Western.All rights reserved.Different Roles for HR ManagementFigure 1524Copyright 2004 South-Western.All rights reserved.HR Management RolesAdministrative RoleClerical and administrative support operations(e.g.,payroll and benefits work)Employee A

36、dvocate Role“Champion”for employee concernsvEmployee crisis managementvResponding to employee complaintsOperational RoleIdentification and implementation of HR programs and policiesEEO,hiring,training,and other activities that support the organization.25Copyright 2004 South-Western.All rights reserv

37、ed.How HR Spends Its TimeFigure 16Source:Adapted from“How Much Time Should Your HR staff Spend on Recruiting?”Human Resources Department Management Report,June 2000,p.6.26Copyright 2004 South-Western.All rights reserved.Strategic Role for HRHR becomes a strategic business partner by:Focusing on deve

38、loping HR programs that enhance organizational performance.Involving HR in strategic planning at the onset.Participating in decision making on mergers,acquisitions,and downsizing.Redesigning organizations and work processesAccounting and documenting the financial results of HR activities.27Copyright

39、 2004 South-Western.All rights reserved.Overview of HR Management RolesFigure 1728Copyright 2004 South-Western.All rights reserved.HR Management ChallengesOrganizational Restructuring,Mergers,and Acquisitions“Right-sizing”eliminating of layers of management,closing facilities,merging with other orga

40、nizations,and outplacing workersvIntended results are flatter organizations,increases in productivity,quality,service and lower costs.vCosts are survivor mentality,loss of employee loyalty,and turnover of valuable employees.HR managers must work toward ensuring cultural compatibility in mergers.29Co

41、pyright 2004 South-Western.All rights reserved.3).HR Management ChallengesEconomic and Technological ChangesShift in jobs for manufacturing and agriculture to service industries and telecommunications.Pressures of global competition causing firms to adapt by lowering costs and increasing productivit

42、y.Growth of information technology(Internet).30Copyright 2004 South-Western.All rights reserved.Jobs of the FutureFigure 13Source:U.S.Department of Labor,Bureau of Labor Statistics,2001.31Copyright 2004 South-Western.All rights reserved.HR Management ChallengesWorkforce Availability and QualityInade

43、quate supply of workers with needed skills for“knowledge jobs”Education of workers in basic skillsGrowth in Contingent WorkforceIncreases in temporary workers,independent contractors,leased employees,and part-timers caused by:vNeed for flexibility in staffing levelsvIncreased difficulty in firing re

44、gular employees.vReduced legal liability from contract employees32Copyright 2004 South-Western.All rights reserved.HR Management ChallengesDemographics and Diversity IssuesMore diversity of race,gender,age,and ethnicity in the U.S.workforceBalancing Work and FamilyDual-career couplesSingle-parent ho

45、useholdsDecline in the“traditional family”Working mothers and family/childcareSingle employee“backlash”against family-oriented programs.33Copyright 2004 South-Western.All rights reserved.New Moms in the WorkforceFigure 14Source:U.S.Census Bureau,2000.34Copyright 2004 South-Western.All rights reserve

46、d.Ethics and HRWhat is Ethical Behavior?What“ought”to be done.Dimensions of decisions about ethical issues in management:vExtended consequencesvMultiple alternativesvMixed outcomesvUncertain consequencesvPersonal effects35Copyright 2004 South-Western.All rights reserved.Ethics and HR(contd)Respondin

47、g to Ethical Situations Guided by values and personal behavior“codes”that include:vDoes response meet all applicable laws,regulations,and government codes?vDoes response comply with all organizational standards of ethical behavior?vDoes response pass the test of professional standards for ethical be

48、havior?36Copyright 2004 South-Western.All rights reserved.Ethical Issues in ManagementMost Common Forms of Unethical ConductLying to supervisorsEmployee drug use or alcohol abuseFalsification of recordsInternational Ethical IssuesGift giving and briberyDiscrimination in hiring and treatmentAddressin

49、g Ethical IssuesCode of ethicsTraining managers and employees37Copyright 2004 South-Western.All rights reserved.Code of EthicsAs a member of the Society for Human Resource Management,I pledge to:Maintain the highest standards of professional and personal conduct.Strive for personal growth in the fie

50、ld of HRM.Support the Societys goals and objectives for developing the human resource management profession.Encourage my employer to make the fair and equitable treatment of all employees a primary concern.Strive to make my employer profitable both in monetary terms and through the support and encou