HumanResourceManagement英文版.pptx
- 文档编号:30846606
- 上传时间:2024-02-03
- 格式:PPTX
- 页数:131
- 大小:471.33KB
HumanResourceManagement英文版.pptx
《HumanResourceManagement英文版.pptx》由会员分享,可在线阅读,更多相关《HumanResourceManagement英文版.pptx(131页珍藏版)》请在冰豆网上搜索。
HumanResourceManagementPersonnelManagementtoHumanResourceManagementnRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeoplenBeganinthe1980sintheUSAnUKfollowedquicklynConceptisastrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresourcethepeoplewhoworkforitArmstrong1991FeaturesofHRMnManagementfocussedandtopmanagementdrivennLinemanagementrolekeynEmphasisesstrategicfitintegrationwithbusinessstrategynCommitmentorientednTwoperspectiveshardandsoftnInvolvesstrongculturesandvaluesnPerformanceorientednRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesnEmployeerelationsorganicratherthanpluralisticnOrganisingprinciplesareorganicanddecentralisednFlexibilityandteambuildingimportantpolicygoalsnStrongemphasisonqualitytocustomersnRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModelcontentoftheboxesnOutercontextsocio-economic,technical,politico-legal,competitivenInnercontextculture,structure,politico-leadership,task-technology,businessoutputsnBusinessstrategycontextobjectives,productmarket,strategyandtacticsnHRMcontext-role,definition,organisation,HRoutputsnHRMcontentHRflows,worksystems,rewardsystems,employeerelationsTheHarvardModelStakeholderIssues:
WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:
ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:
ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:
CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:
IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingGuestModelnDefinesfourpolicygoalsofHRMnFurtherdevelopmentoftheHarvardmodelnStrategicintegrationHRMintostrategicplans,inlinedecisions,withinHRpoliciesnHighcommitmentstrongidentificationwithcompanynHighqualityincludingmanagementofpeoplenFlexibilityfunctional,adaptablestructures,capabilitytoinnovateSoftHRMnStresseshumanaspectnEmphasisonHRDnParticipationnMotivationnCommitmentnLeadershipnHUMANresourcemanagementHardHRMnPeopleasaresourcenUseddispassionatelynUsedincalculatingrationalmannernHeadcountnHumanRESOURCEManagementCompetence-BasedHRMDefinitions:
nTheskills,knowledgeandexperiencethatanindividualbringstotheirroleIDS1997nBasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993nUnderlyingtraits,motives,skills,characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982Ukv.USdefinitionsnUS-inputorientedwhattheindividualbringstothejobnUK-outputorientedtheskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformancenOneorboth?
LevelsofInfluencenStrategicnFunctionalnSystemsnIndividualImplicationsatStrategicLevelnTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantagenOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitateImplicationsfortheHumanResourceFunctionnDevelopmanagerialcompetencenStrategicselectionandstaffingnDevelopinternallabourmarketnDesignjobsroundcapabilitynDevelopindividualcompetencenDevelopculturetofosterinnovationnBuildlearningorganisationnDeveloporganisationallearningmechanismsImplicationsforHumanResourceSystemsnVerticalintegrationlinkindividualcompetencetothecorecompetenceoftheorganisationnHorizontalintegrationprovideaframeworkfortheintegrationofHRsystemscomponentsnVitalplayerinthedevelopmentofcorecompetenciesnCanbeusedtodevelopindividualHRsystemsRecruitmentandSelectionnBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviournBuildingthecompetenceframeworkrequiresmultipleinformationsourcesnCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetenciesnDevelopinterviewquestionsthatelicitexamplesofpastbehavioursnInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesnUsecompetenciestoselecttestinstrumentsnUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelectionAppraisalnSetoutcomeandperformancetargetsforeachcompetencenOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcnBelowstandardperformancecanbeusedtogeneratedevelopmentneedsnCanprovideforumfortheidentificationofnew/changingcompetencerequirementsnCanprovideforumforsettingacquisitionofcompetencetimescalesnProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisalDevelopmentnProvidesaframeworkforindividualtrainingneedsnNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursnDevelopmentcontributesdirectlytocurrentperformancenEncouragesabroadbasedapproachtodevelopmentactivitiesnEnsureslinemanagercommitmenttodevelopmentnOfferscommonlanguagetoallparticipantsinthedevelopmentprocessnOfferstransparentprocesstoallstakeholdersnFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopmentRewardnPromotesflexibilitynPromotesadevelopmentfocusedculturenProvidesopportunitiesforadvancementviaskillsnProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthansenioritynCanassistinaddressingthetechnical/managerialdividenOffersaroutefortherewardofknowledgeworkersnCarrieshighfacevalidityandfeltfairperceptionnViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyRewardIntegrationnVertical-integrationwithcorporatestrategynHorizontal-theinternalintegrationofthecomponentsofanHRstrategynIntra-grationtheintegrationofthepartsofacomponentofHRstrategye.grewardstrategybasepay,variablepayandbenefitsallsupporteachotherCurrentHRMIssues&DebatesnRespondingtoincreasedcompetitionnManaginginternationaloperationsnRidingthewavesofchangenManagingthechangingrelationshipwiththeworkforcenChanginglegislativeandregulatoryframeworksnBestpracticeversusbestfitHRMandCorporateStrategyStrategynDiversityofviewpointsnTwodimensionsofagreementnDegreeofplanning:
deliberateemergentnOutcomes:
profitmaximisationrangeofoutcomes(plural)nFourkeyapproaches(Whittington)ApproachestoStrategyOutcomesProfitmaximisingPluralDeliberateEmergentClassicalEvolutionarySystemicProcessualProcessesClassical:
RationalEconomicMannApplicationofrationalanalysisnSeparationofplanningfromimplementationnCommitmenttoprofitmaximisationnEmphasisonthelong-termnExplicitgoalscascadeddowntheorganisationClassicalandHRMnHRMmatchinganddownstreamnToolofimplementationnHRpoliciesandstrategiesgearedtoachievingprofitmaximisationnCritiqueproductofitstime;looksnaveintodaysturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.Evolutionary:
NaturalSelectionnEmphasisonenvironmentalfitnProfitmaximisationachievedbymarketcompetitionnFitdeterminedbychanceratherthanstrategynSurvivalbyshorttermstrategiesaimedatcurrentfitnStrategyandillusioninunpredictableenvironmentEvolutionarylawofthejunglenHRkeyroleinenvironmentalscanningnPoliciesandstrategiesaimedatflexibilityandadaptabilitynMatchingmodelnCritiquemarketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsnConceptofflexibilityimportantProcessuallifeismessynConceptofboundedrationalitynSubjectiveinterpretationofdatathereforestrategyflawedandincompletenWetakethefirstbestoptionsufficingnOrganisationsascoalitionsconsensusbynegotiationnMinimumadaptationforsurvivalratherthanproactivechangesparecapacityasbuffernStrategyacomfortingritualProcessualandHRMnHRpoliciesevolvingandreactivenSoftHRMnOD,bestpracticeanddevelopmentofinternalcompetenciesimportantnCritiquelacksvision;maynotbeabletorespondquicklyenoughtothreatsSystemic:
sociallygroundednManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsnInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsnDifferentformsoforganisationsuccessfulindifferentculturesnSystemicperspectiveincludesnationalculture,family,gender,socialgroupsnStrategymustbesensitivetotheseSystemicandHRnHRpoliciesandprocesseswillhavetoreflectlocalculturenManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalculturenCritiquefocusesondifferenceattheexpenseofsimilarityandcross-culturalinfluencesResource-BasedTheoryoftheFirmnPlacesHRatheartofstrategynCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimenRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocessnEmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationnCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimenSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirmResource-BasedTheory&HRMnBasisforhumanresourceascompetitiveedgenHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategynHumancapitaladvantagegainedthroughresourcingandretentionnHumanprocessadvantagegainedbycontinuouslearning,co-operationa
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- HumanResourceManagement 英文