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StrategicHumanResourceManagementHumanResourceManagementIntegrationStrategicHRMmodelsMBAStrategicHumanResourceManagExactlywhatisStrategicHRM?‘Highperformanceworkplaces,HumanCapitalManagement’GovernmentviewcitedinReaderA2006‘Thedesign,implementation&maintenanceofstrategiestomanagepeopleforoptimumbusinessperformanceincludingthedevelopmentofpolicies&processestosupportthesestrategies.’ Source:CharteredInstituteofPersonnelandDevelopment(CIPD)2008A‘collectionofphenomena’Islabouranunfortunatecost,oracriticallyusefulasset?TwoSHRMcategories(andstrategies):Whataretheidealorganisationalmeasures(structures,processesetc)-thenseektoimprovetheseWhataretheunderlyingideas

andforces(culture,thatimpactonorganisationalperformance)–then(positively)influencethese

Source:ReaderA.2006ExactlywhatisStrategicHRM?Thenatureofhumanresourcemanagement(HRM)Gratton:thesignificanceofhumanresourcesasthemostimportantorganisationalasset:TherearefundamentaldifferencesbetweenpeopleasanassetandthetraditionalassetsoffinanceortechnologyAnunderstandingoffundamentaldifferencescreatesanewwayofthinkingandworkinginorganisationsBusinessstrategiescanonlyberealisedthroughpeople.Creatingastrategicapproachtopeoplenecessitatesastrongdialogueacrosstheorganisation(Source:Mullins2007)ThenatureofhumanresourcemStrategicHRMPersonnelmanagementvs.HRMStrategyandalignmentVerticalandhorizontalintegrationElementsofStrategicHRMStrategicHRMPersonnelmanagemPersonnelmanagementandHRMReactiveEmployeeadvocateTaskfocusOperationalissuesQualitativemeasuresStabilityTacticalFunctionalintegrityPeopleasexpensesProactiveBusinesspartnerTask&enablementfocusStrategicissuesQuantitativemeasuresConstantchangeStrategicMulti-functionalPeopleasassetsHolbeche,1999PersonnelmanagementandHRMReStrategyandalignmentUnitarist(shared)vs.Pluralist(divergent)conceptionsContingency/BestpracticeapproachesPlanned/Emergentapproaches(orevolutionary

Marchington&Wilkinson2008)–trulyembedded?GenericstrategiesandHRM(Schuler&Jackson)StrategyandalignmentUnitarisHowisHRMstrategic?IntegrationofpersonnelpoliciesHRMresponsibilityshiftstolinemanagersShiftfromcollectivismtoindividualismStressoncommitment-managerasenabler(Sisson,1989)Realisationof‘humancapital’and‘highperformance’workplacesforcompetitiveadvantage(Salaman,Storeyetal,2006)HowisHRMstrategic?IntegratiHowisHRMstrategic?UseofplanningCoherentapproachtodesignandmanagementofpersonnelsystemsMatchingHRactivitiesandpoliciestoexplicitbusinessstrategyPeopleasastrategicresourceforcompetitiveadvantage(HendryandPettigrew,1986)HowisHRMstrategic?UseofplVerticalintegration Linkbetweenenvironmentalcontext,businessstrategiesandpersonnelanddevelopmentpolicies.(MarchingtonandWilkinson,1986) Externalfit(BairdandMeshoulam,1988) Organisationalintegration(GuestandPeccei,1994)

Verticalintegration LinkbetwDegreeofintegrationSeparationmodelFitmodelDialoguemodelHolisticmodelHRdriven(TorringtonandHall,2008)DegreeofintegrationSeparatioHorizontalintegration ThedegreetowhichdifferentaspectsofPersonnelandDevelopmentarelinkedtogether.(MarchingtonandWilkinson,1996) Internalfit(BairdandMeshoulam,1988) Theneedforpracticestobeguidedbyconsciouspolicychoicestoincreasethelikelihoodthatpracticeswillreinforceeachotherandwillbeconsistentovertime.(BeerandSpector,1985)Horizontalintegration ThedegElementsinhorizontalintegrationResourcing–involvementofHRRelations–Industrial/professionalReward–settingaspartofpolicyDevelopment–T&DasacoherentpartElementsinhorizontalintegraModelsofSHRMSalaman,StoreyandBillsberryFombrun,TichyandDevanna(Michigan)BeerandSpector(Harvard)WarwickmodelGuest’smodelModelsofSHRMSalaman,StoreyBasicHRMComponents

(Salaman,StoreyandBillsberry,2006)HumanCapitalPoolKnowledgeSkillAbilityEmployeeRelationships&BehavioursPsychologicalContractsJobRelated/requiredDiscretionaryOrganisationalCitizenshipPeopleManagementPracticesStaffing Training Rewards AppraisalWorkDesign Participation Recognition Communication‘Stock’ofemployeesEmployees‘freewill’;ownedbyemployeesMeansofmaintainingon-goingcompetitiveadvantage

BasicHRMComponents

(Salaman,Strategicmanagementandenvironmentalpressures

(Fombrun,TichyandDevanna,1984)StrategicmanagementandenvirThehumanresourcecycle

(Fombrun,TichyandDevanna,1984)Thehumanresourcecycle

(FombTheHarvardframework

(Beeretal.,1984)Analyticalmodel,ratherthanprescriptiveTakesintoaccountdifferentphilosophiesandassumptionsTheHarvardframework

(BeeretTheWarwickmodel

(HendryandPettigrew,1992)BasedontheHarvardModelGivesrecognitionofexternalcontextDoesnotassumeoutcomesDoesassumecoherentpoliciesgiverisetosuperiorperformanceTheWarwickmodel

(Hendryand知識(shí)回顧KnowledgeReview知識(shí)回顧KnowledgeReviewStrategicHumanResourceManagementHumanResourceManagementIntegrationStrategicHRMmodelsMBAStrategicHumanResourceManagExactlywhatisStrategicHRM?‘Highperformanceworkplaces,HumanCapitalManagement’GovernmentviewcitedinReaderA2006‘Thedesign,implementation&maintenanceofstrategiestomanagepeopleforoptimumbusinessperformanceincludingthedevelopmentofpolicies&processestosupportthesestrategies.’ Source:CharteredInstituteofPersonnelandDevelopment(CIPD)2008A‘collectionofphenomena’Islabouranunfortunatecost,oracriticallyusefulasset?TwoSHRMcategories(andstrategies):Whataretheidealorganisationalmeasures(structures,processesetc)-thenseektoimprovetheseWhataretheunderlyingideas

andforces(culture,thatimpactonorganisationalperformance)–then(positively)influencethese

Source:ReaderA.2006ExactlywhatisStrategicHRM?Thenatureofhumanresourcemanagement(HRM)Gratton:thesignificanceofhumanresourcesasthemostimportantorganisationalasset:TherearefundamentaldifferencesbetweenpeopleasanassetandthetraditionalassetsoffinanceortechnologyAnunderstandingoffundamentaldifferencescreatesanewwayofthinkingandworkinginorganisationsBusinessstrategiescanonlyberealisedthroughpeople.Creatingastrategicapproachtopeoplenecessitatesastrongdialogueacrosstheorganisation(Source:Mullins2007)ThenatureofhumanresourcemStrategicHRMPersonnelmanagementvs.HRMStrategyandalignmentVerticalandhorizontalintegrationElementsofStrategicHRMStrategicHRMPersonnelmanagemPersonnelmanagementandHRMReactiveEmployeeadvocateTaskfocusOperationalissuesQualitativemeasuresStabilityTacticalFunctionalintegrityPeopleasexpensesProactiveBusinesspartnerTask&enablementfocusStrategicissuesQuantitativemeasuresConstantchangeStrategicMulti-functionalPeopleasassetsHolbeche,1999PersonnelmanagementandHRMReStrategyandalignmentUnitarist(shared)vs.Pluralist(divergent)conceptionsContingency/BestpracticeapproachesPlanned/Emergentapproaches(orevolutionary

Marchington&Wilkinson2008)–trulyembedded?GenericstrategiesandHRM(Schuler&Jackson)StrategyandalignmentUnitarisHowisHRMstrategic?IntegrationofpersonnelpoliciesHRMresponsibilityshiftstolinemanagersShiftfromcollectivismtoindividualismStressoncommitment-managerasenabler(Sisson,1989)Realisationof‘humancapital’and‘highperformance’workplacesforcompetitiveadvantage(Salaman,Storeyetal,2006)HowisHRMstrategic?IntegratiHowisHRMstrategic?UseofplanningCoherentapproachtodesignandmanagementofpersonnelsystemsMatchingHRactivitiesandpoliciestoexplicitbusinessstrategyPeopleasastrategicresourceforcompetitiveadvantage(HendryandPettigrew,1986)HowisHRMstrategic?UseofplVerticalintegration Linkbetweenenvironmentalcontext,businessstrategiesandpersonnelanddevelopmentpolicies.(MarchingtonandWilkinson,1986) Externalfit(BairdandMeshoulam,1988) Organisationalintegration(GuestandPeccei,1994)

Verticalintegration LinkbetwDegreeofintegrationSeparationmodelFitmodelDialoguemodelHolisticmodelHRdriven(TorringtonandHall,2008)DegreeofintegrationSeparatioHorizontalintegration ThedegreetowhichdifferentaspectsofPersonnelandDevelopmentarelinkedtogether.(MarchingtonandWilkinson,1996) Internalfit(BairdandMeshoulam,1988) Theneedforpracticestobeguidedbyconsciouspolicychoicestoincreasethelikelihoodthatpracticeswillreinforceeachotherandwillbeconsistentovertime.(BeerandSpector,1985)Horizontalintegration ThedegElementsinhorizontalintegrationResourcing–involvementofHRRelations–Industrial/professionalReward–settingaspartofpolicyDevelopment–T&DasacoherentpartElementsinhorizontalintegraModelsofSHRMSalaman,StoreyandBillsberryFombrun,TichyandDevanna(Michigan)BeerandSpector(Harvard)WarwickmodelGuest’smodelModelsofSHRMSalaman,StoreyBasicHRMComponents

(Salaman,StoreyandBillsberry,2006)HumanCapitalPoolKnowledgeSkillAbility

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