人力資源管理知識(shí)-0獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理ppt課件

1、獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理 Human Resource Management Gaining A Competitive Advantage. 1人力資源管理導(dǎo)論 Introduction to Human Resource Management 本章問(wèn)題： l 什么是人力資源管理以及它在企業(yè)管理中的作用？Explain what human resource management is and the role it plays in the management process? l傳統(tǒng)的人事管理如何開(kāi)展到現(xiàn)代人力資源管理？ Compare the traditional personn

2、el management and the modern human resource management. l 人力資源管理如何博得競(jìng)爭(zhēng)優(yōu)勢(shì)？ How to gain the competitive advantage through HRM?.1.1 人是企業(yè)最珍貴的資源Human Being Is the Most Important Resource in the World企業(yè)的資源包括：人財(cái)，物，時(shí)間， 技術(shù)，信息軟，活，感性，能動(dòng)硬，死，理性，被動(dòng).1.2 Definition l人力資源：企業(yè)內(nèi)外具有勞動(dòng)才干人的總和。Human resources the summation

3、 of manpower, including internal and external labor forces of the company.l 人力資源管理是指影響企業(yè)員工態(tài)度，行為和任務(wù)績(jī)效的各種政策，實(shí)際和制度。Human resource management The policies, practices and systems one needs to impact the aspects of employees, including their manners, behaviors and performances.2 The Trend of HR Management

4、 2.1 The early years 閱歷管理階段(industrial revolution) The advent of machine power, mass production, and efficient transportation needs a formal theory to guide managers to running their organizations.2.2 classical management古典管理實(shí)際1900slFayol Functions theory including planning, organizing, commanding,

5、coordinating, controlling.l Weber Bureaucracy a form of organization marked by division of labor, hierarchy and regulations, and impersonal relationshipsl Talor Principles of scientific management. Four principles of management: .development a science for each element of an individuals work, which r

6、eplaces the old rule of thumb methods. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equall

7、y between management and workers. Management takes over all work for which it is better fitted than the workersTheory X. the set of assumptions which holds that workers cannot be trusted and must be coerced into doing their jobs. Workers have little ambition, dislike work, want to void responsibilit

8、y and need to be closely directed to work effectively. .2.3 Hawthorne Studies 霍桑實(shí)驗(yàn)(1927-1932) Mayo, Harvard professor. (1932)Hawthorne Studies a series of studies that provided new insights in group norms and behavior. Including four studies: lighting intensities, incentive plan, informal organizati

9、on, talking.2.4 the human relations movement 人際關(guān)系運(yùn)動(dòng)(1960s1970s)Maslow, Humanistic Psychologist. Hierarchy of human needs: physiological.safety Socialesteemself-actualization.2.5 Behavior Science Theories 行為科學(xué)(1960s1970s)A group of psychologists and sociologists who relied on the scientific method fo

10、r the study of organizational behavior.Vroom, Herzberg, leadership, employee motivation, job design, conflict, organization design. .2.6 Organizational Culture 企業(yè)文化(1980s) A system of shared meaning within an organization that determines, in large degree,how employees act. 7s: structure , strategy,

11、skill, staff, style, systems, shared values. .2.7 Recent Trends and Issues 當(dāng)代趨勢(shì)1990s l workforce diversity(勞動(dòng)力多元化), employees in organizations are heterogeneous in terms of gender, race, ethnicity, or other characteristics. lTotal quality management全面質(zhì)量管理 a philosophy of management that is driven by

12、 customer needs and expectations l Re-engineering企業(yè)流程再造. A radical redesign of all or part of a companys work processes to improve productivity and financial performance. .l Bimodal workforce雙峰勞動(dòng)力. Employees tend to perform either low-skilled service jobs for near-minimum wage or high-skilled will-p

13、aying jobs.l Downsizing下崗裁員. Organizational restructuring efforts in which individuals are laid off from their jobs.l Contingent workers彈性工人. Part-time, temporary or freelance employees. Who are contingent workers? Laid offs, working parents, young people still experimenting with different job optio

14、ns, seniors who dont want a full time position.從傳統(tǒng)的人事管理到現(xiàn)代 人力資源管理 The evolution from traditional personnel to modern human resource management.3.1 影響變化的要素 the factors impacting the transitions l environment: development of high-tech, global economy, the emergence of a service economy, demographic tr

15、ends, competitiveness in the markets, political legal change, human rights etc.l people : better education, self-expectation, white collar, treaty union movement.4. Strategic Function Of Human Resource Management4.1 企業(yè)戰(zhàn)略 business strategy4.2 人力資源戰(zhàn)略功能 function of HR strategies 迎接三大挑戰(zhàn)three competitive

16、 challenges(1) 全球化globalization“world-is in-my-market strategy, how to capture a piece of the global marketplace.l Multinational corporation (MNC)多國(guó)公司Companies that maintain significant operations in more than one country simultaneously but manage them all from one base in a home country. Transnatio

17、nal corporation (TNC).跨國(guó)公司 A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local countryDuring the 1990s,global competition is being reshaped by the creation of regional cooperation agreements.UNILEVER

18、 CROSS-CULTURAL TRAINING TRAINING GOALS understanding of Chinese circumstances, culture and markets ; finding a good march between Unilevers products and the style of Chinese consumers and markets. TRAINING PROGRAM step 1. Watch a film about P.R.China step 2. A lecture about cross-cultural adaptabil

19、ity step3. Visit a Chinese culture market street (food, cloth, arts, crafts, writings etc.) step4. Talk with Chinese residents step5. Discuss in groups cultural characteristics of China .l The European Union歐盟. The signing of the Masstricht Treaty in February 1992,created the formation of a 12 natio

20、ns EU. This treaty united the 380 million people of Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany., Austria, Finland, and Sweden. As a single market, there are no national barriers to travel , employment, investment, and t

21、rade.EU is the largest economic market in the world with a gross domestic product in 1992 of $8 trillion. Now USA firms in such diverse industries as telecommunications, heavy equipment, pharmaceuticals, civilian aerospace, banking, automobiles, computers, electronics, food, beverages face vigorous

22、challenges from their European counterparts.l North American Free Trade Agreement北美自在貿(mào)易區(qū). Mexico, Canada, and U.S.A . it opened a vast market of over 363 million consumers, its gross domestic product of 8.7 trillion in 1992. All barriers to free trade such as tariffs, import licensing requirements,

23、and customs user fees be limited, and the long term benefits of job creation , market development and increasing living standards for all three countries. l Asia Pacific Economic Cooperation亞太經(jīng)濟(jì)貿(mào)易區(qū).(2) 高績(jī)效任務(wù)系統(tǒng)high-performance work system The work system that combines social system and techniques sys

24、tem together in the enterprises.l New technology are increasing clerical functions such as technical, managerial, professional functions. Job , organization structure will be redesigned. New incentive and compensation plans, new job descriptions written, new employee selection, evaluation and new pr

25、ograms will be instituted.l Increased competition and shorter product life cycles are creating the need for more flexible, adaptable companies.Aa Team work A worker should has a good sense of group that means has a capability of self-managed. The more complex the task, the more the group will benefi

26、t from discussion among group members. If there is a high degree of interdependence among the tasks that group members must perform, the members will need to interact more. Effective communication and controlled levels of conflict will relate to group performance when tasks are interdependent. l Job

27、 enlargement: training and encouraging employee to perform a range of jobs related to the ones they hold so that manpower can be used more flexibly. Assigning additional tasks to an employee in order to make his job more varied and interesting. Job enrichment: change figures of a job other than comp

28、ensation,.(3)滿足相關(guān)群體的需求 Satisfy the needs of the related groups Stockholders Consumers Employees-quality of work life(QWL).5. Coordination of human resource management and business strategies5.1 cooperative line and staff human resource management . Department supervision (Line) Personnel (staff) Rec

29、ruit-ingAnd Hiring Prepare outlining specific qualifications of employees for specific positions. Interview and selection Conduct skilled interviews Make decision of hiring Written jobdescriptionMake plan of advance position. Develop potential candidates Refer best candidates to supervisorTrain and

30、develop-ment Instruct and train new employees Suggestion about train Provide information about total quality management and work teamPlanning training programs Give suggestion of HR Develop employee job performance tool Keep complete record of personnel Make career plan .Compen-sation Provide inform

31、ation of position and its valuesDecide the wage level Appraisal performanceParticipate the planning of financial incentives, benefits and services Carry out the performance appraisal Job Investigation of salary level Suggestion about pay plans Discussion subsidize and benefits with line managers Sup

32、ervise insurance pay LaborRelation Establish day to day relationship of respect and trust with union officialsConsistently apply labor contract terms Smooth workers complain wayTake part in wage bargaining with HR managers Advise supervisors and find out the facts on grievancesDiagnose the questions and labor difficultiesInvestigation for wage bargaining Train line