人力资源管理知识-0获取竞争优势的人力资源管理

获取竞争优势的人力资源管理HumanResourceManagementGainingACompetitiveAdvantage1人力资源管理导论IntroductiontoHumanResourceManagement本章问题：l什么是人力资源管理以及它在企业管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l传统的人事管理如何发展到现代人力资源管理？Comparethetraditionalpersonnelmanagementandthemodernhumanresourcemanagement.l人力资源管理如何赢得竞争优势？HowtogainthecompetitiveadvantagethroughHRM?1.1人是企业最宝贵的资源HumanBeingIstheMostImportantResourceintheWorld企业的资源包括：人财，物，时间，技术，信息软，活，感性，能动硬，死，理性，被动1.2Definitionl人力资源：企业内外具有劳动能力人的总和。Humanresourcesthesummationofmanpower,includinginternalandexternallaborforcesofthecompany.l人力资源管理是指影响企业员工态度，行为和工作绩效的各种政策，实践和制度。HumanresourcemanagementThepolicies,practicesandsystemsoneneedstoimpacttheaspectsofemployees,includingtheirmanners,behaviorsandperformances.2TheTrendofHRManagement2.1Theearlyyears经验管理阶段(industrialrevolution)Theadventofmachinepower,massproduction,andefficienttransportationneedsaformaltheorytoguidemanagerstorunningtheirorganizations.2.2classicalmanagement古典管理理论（1900s）lFayolFunctionstheoryincludingplanning,organizing,commanding,coordinating,controlling.lWeberBureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipslTalorPrinciplesofscientificmanagement.Fourprinciplesofmanagement:developmentascienceforeachelementofanindividual’swork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.2.3HawthorneStudies霍桑实验(1927-1932)Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.4thehumanrelationsmovement人际关系运动(1960s~1970s)Maslow,HumanisticPsychologist.Hierarchyofhumanneeds:physiological.safetySocialesteemself-actualization2.5BehaviorScienceTheories行为科学(1960s~1970s)Agroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.Vroom,Herzberg,leadership,employeemotivation,jobdesign,conflict,organizationdesign.2.6OrganizationalCulture企业文化(1980s)Asystemofsharedmeaningwithinanorganizationthatdetermines,inlargedegree,howemployeesact.7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.7RecentTrendsandIssues当代趋势（1990s）lworkforcediversity(劳动力多元化),employeesinorganizationsareheterogeneousintermsofgender,race,ethnicity,orothercharacteristics.lTotalqualitymanagement（全面质量管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationslRe-engineering（企业流程再造）.Aradicalredesignofallorpartofacompany’sworkprocessestoimproveproductivityandfinancialperformance.lBimodalworkforce（双峰劳动力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.lDownsizing（下岗裁员）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.lContingentworkers（弹性工人）.Part-time,temporaryorfreelanceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodon’twantafulltimeposition3.从传统的人事管理到现代人力资源管理Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement3.1影响变迁的因素thefactorsimpactingthetransitionslenvironment:developmentofhigh-tech,globaleconomy,theemergenceofaserviceeconomy,demographictrends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.lpeople:bettereducation,self-expectation,white–collar,treatyunionmovement4.StrategicFunctionOfHumanResourceManagement4.1企业战略businessstrategy4.2人力资源战略功能functionofHRstrategies迎接三大挑战threecompetitivechallenges(1)全球化globalization“world-is–in-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.lMultinationalcorporation(MNC)多国公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.Transnationalcorporation(TNC).跨国公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;findingagoodmarchbetweenUnilever’sproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.DiscussingroupsculturalcharacteristicsofChinalTheEuropeanUnion（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thist