Outcome-1-HND-SQA-人力資源管理導論

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1.DefinitionofHumanResourceManagement………………2

2.DifferencesbetweenHRMandPM……………2

3.FourstagesofHRMdevelopment……………..5

4.KeyfunctionsofHRM……………..5

5.Reference………………5

DefinitionofHumanResourceManagement

Humanresourcemanagement(HRM,HM)isthefunctionwithinanorganizationthatfocusesonrecruitmentof,managementof,andprovidingdirectionforthepeoplewhoworkintheorganization.HRMcanalsobeperformedbylinemanagers.

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HRMisanorganizationalfunctionthatdealswithissuesrelatedtopeoplesuchascompensation,hiring,performancemanagement,organizationdevelopment,safety,wellness,benefits,employeemotivation,communication,administration,andtrainingetc.

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HRMisalsoastrategicandcomprehensiveapproachtomanagingpeopleandtheworkplacecultureandenvironment.EffectiveHRMenablesemployeestocontributeeffectivelyandproductivelytotheoverallcompanydirectionandtheaccomplishmentoftheorganization'sgoalsandobjectives.

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HRMismovingawayfromtraditionalpersonnel,administration,andtransactionalroles,whichareincreasinglyoutsourced.HRMisnowexpectedtoaddvaluetothestrategicutilizationofemployeesandthatemployeeprogramsimpactthebusinessinmeasurableways.Thenewroleofhumanresourcemanagementinvolvesstrategicdirectionandhumanresourcemanagementmetricsandmeasurementstodemonstratevalue.

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DifferencesbetweenHRMandPM

Personnelmanagement(PM)isbasicallyanadministrativerecord-keepingfunction,attheoperationallevel.PMattemptstomaintainfairtermsandconditionsofemployment,whileatthesametime,efficientlymanagingpersonnelactivitiesforindividualdepartmentsetc.Itisassumedthattheoutcomesfromprovidingjusticeandachievingefficiencyinthemanagementofpersonnelactivitieswillresultultimatelyinachievingorganizationalsuccess.

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HRMisconcernedwithcarryingoutthesamefunctionalactivitiestraditionallyperformedbythepersonnelfunction,suchasHRplanning,jobanalysis,recruitmentandselection,employeerelations,performancemanagement,employeeappraisals,compensationmanagement,traininganddevelopmentetc.But,theHRMapproachperformsthesefunctionsinaqualitativelydistinctway,whencomparedwithpersonnelmanagement.

ThefollowingareseveralmaindifferencesbetweenPMandHRM:

1)PMisworkforce-centered,directedmainlyattheorganization’semployees;suchasfindingandtrainingthem,arrangingforthemtobepaid,explainingmanagement’sexpectations,justifyingmanagement’sactionsetc.Nevertheless,HRMisresource–centered,directedmainlyatmanagement,intermsofdevolvingtheresponsibilityofHRMtolinemanagementandadministrativedevelopmentetc.

2)Althoughindisputablyanadministrativefunction,PMhasnevertotallyidentifiedwithmanagementinterests,asitbecomesineffectivewhennotabletounderstandandarticulatetheaspirationsandviewsoftheworkforce,justassalesrepresentativeshavetounderstandandarticulatetheaspirationsofthecustomers.

3)PMisbasicallyanoperationalfunction,concernedprimarilywithcarryingouttheday-to-daypeoplemanagementactivities.HRMisstrategicinnature,whichis,beingconcernedwithdirectlyassistinganorganizationtogainsustainedcompetitiveadvantages.

4)HRMismoreproactivethanPM.PMisaboutthemaintenanceofpersonnelandadministrativesystems;HRMisabouttheforecastingoforganizationalneeds,thecontinualmonitoringandadjustmentofpersonnelsystemstomeetcurrentandfuturerequirements,andadministrationchanges.

FourstagesofHRMdevelopment

SocialJustice

Theoriginsofpersonnelmanagementlieinnineteenthcentury,derivingfromtheworkofsocialreformerssuchasLordShaftesburyandRobertOwen.

Theircriticismofthefreeenterprisesystemandtheleadershipcreatedbytheexploitationofworkersbyfactoryownersenabledthefirstpersonnelmanagerstobeappointedandprovidedthefirstframeofreferenceinwhichtheyworked:toamelioratethelotofworkers

Suchconcernsarenotobsolete.Therearestillregularreportsofemployeesbeingexploitedbyemployersfloutingthelaw,andtheproblemoforganizationaldistancebetweendecisionmakersandthoseputtingdecisionsintopracticeremainsasourceofalienationfromwork.

Inthenineteenthandearlytwentiethcenturiessomeofthelargeremployerswithapaternalistoutlookbegantoappointwelfareofficerstomanageaseriesofnewinitiativesdesignedtomakelessharshoftheiremployees.

Prominentexamplesweretheprogressiveschemesofunemploymentbenefit,sickpayandsubsidizedhousingprovidedbytheQuakerfamilyfirmsofCadburyandRowntree,andLeverBrothers’soapbusiness.

Whilethemotiveswereostensiblycharitable,therewasandremainsabusinessaswellasanethicalcaseforpayingseriousattentiontothewelfareofemployees.

Thisisbasedonthecontentionthatitimprovescommitmentonthepartofstaffandleadspotentialemployeestocomparetheorganizationfavorablycompetitors.

Theresultishigherproductivity,alonger-servingworkforceandabiggerpoolofapplicantsforeachjob.Ithasalsobeenarguedthatacommitmenttowelfarereducesthescopeforthedevelopmentofadversarialindustrialrelations.

Themoreconspicuouswelfareinitiativespromotedbyemployerstodayincludeemployeeassistanceschemes,childcarefacilitiesandhealth-screeningprograms.

HumanBureaucracy

Thisphasemarkedthebeginningsofamoveawayfromasolefocusonwelfaretowardsthemeetingofvariousotherorganizationalobjectives.Personnelmanagersbegantogainresponsibilitiesintheareasofstaffing,trainingandorganizationdesign.

InfluencedbysocialscientistssuchasF.W.TaylorandHenriFayolpersonnelspecialistsstartedtolookathoworganizationalstructurescouldbedesignedandlabordeployedsoastomaximizeefficiency.

ThehumanbureaucracystageinthedevelopmentofpersonnelthinkingwasalsoinfluencedbytheHumanRelationsSchool,whichsoughtoamelioratethepotentialforindustrialconflictanddehumanizationpresentintoorigidanapplicationofthesescientificmanagementapproaches.

FollowingtheideasofthinkerssuchasEltonMayo,thefosteringofsocialrelationshipsintheworkforceandemployeemoralethusbecameequallyimportantobjectivesforpersonnelprofessionalstoraiseproductivitylevels.

Consentbynegotiation

Personnelmanagersnextaddedexpertiseinbargainingtotheirrepertoireofskills.

IntheperiodoffullemploymentfollowingtheSecondWorldWarlaborbecameascarceresource.ThisledtoagrowthintradeunionmembershipandtowhatAlianFlanders,theleadingindustrialrelationsanalystofthe1960s,called“thechallengefrombelow”.

Personnelspecialistsmanagedthenewcollectiveinstitutionssuchasjointconsultationcommittees,jointproductioncommitteesandsuggestionschemessetupinordertoaccommodatethenewrealities.Intheindustriesthatwerenationalizedinthe1940s,employerswereplacedunderastatutorydutytonegotiatewithunionsrepresentingemployees.

Tohelpachievethis,thegovernmentencouragedtheappointmentofpersonnelofficersandsetupthefirstspecialistcoursesforthemintheuniversities.

ApersonnelmanagementadvisoryservicewasalsosetupattheMinistryofLabor,whichstillsurvivesasthefirstAinACAS.

OrganizationandIntegration

Thelate1960ssawaswitchinfocusamongpersonnelspecialists,awayfromdealingprincipallywiththerank-and-fileemployeeonbehalfofmanagement,towardsdealingwithmanagementitselfandtheintegrationofmanagerialactivity.

Thisphasewascharacterizedbythedevelopmentofcareerpathsandofopportunitieswithinorganizationsforpersonalgrowth.

Thistooremainsaconcernofpersonalspecialiststoday,withasignificantportionoftimeandresourcesbeingdevotedtotherecruitment,developmentandretentionofanelitecoreofpeoplewithspecialistexpertiseonwhomthebusinessdependsforitsfuture.

Personnelspecialistsdevelopedtechniquesofmanpowerorworkforceplanning.Thisisbasicallyaquantitativeactivity,boostedbytheadventofinformationtechnology,whichinvolvesforecastingthelikelyneedforemployeeswithdifferentskillsinthefuture.

KeyfunctionsofHRM

Humanresourceplanningoremploymentplanningistheprocessbywhichanorganizationattemptstoensurethatitastherightnumberofqualifiedpeopleintherightjobsattherighttime

Jobanalysisdefinesajobintermsofspecifictasksandresponsibilitiesandindentifiestheabilities,sillsandqualificationsneededtoperformitsuccessfully.

Employeerecruitmentistheprocessofseekingandattractingapoolofapplicantsfromwhichqualifiedcandidatesforjobvacancieswithinanorganizationcanbeselected.

Employeeselectioninvolveschoosingfromtheavailablecandidatestheindividualpredictedtobemostlikelytoperformsuccessfullyinthejob.

Performanceappraisalisconcernedwithdetermininghowwellemployeesaredoingtheirjobs,communicatingthatinformationtoemployeesandestablishingaplanforperformanceimprovement.

Traininganddevelopmentactivitieshelpemployeeslearnhow