人力资源管理 介绍 英文 Introduction of Human Resources Manag

Business3058HumanResourcesManagementDr.ChangquanJiaoFacultyofBusinessAdministrationLakeheadUniversityIntroductionToHRMObjectivesUnderstandHRMUnderstandStrategicHRMUnderstandtheimpactsofStrategicHRMonorganizationsVideo:SouthwestAirlines:CompetingThroughPeopleSampledefinitionsofHRMIsasetofinterrelatedfunctionsandprocesseswhosegoalistoattract,socialize,motivate,maintain,andretainanorganization’semployees(Belcourtetal.,2002)Themanagementofpeopleinorganizationsthroughformulatingandimplementinghumanresourcesmanagementsystemsthatarealignedwithorganizationalstrategyinordertoproducetheworkforcecompetenciesandbehavioursrequiredtoachievetheorganization’sstrategicgoals(Dessleretal.,2007).Aimstoimprovetheproductivecontributionofindividualswhilesimultaneouslyattemptingtoattainothersocietalandindividualemployeeobjectives(Textbook:Schwindetal.,2007)Thestrategicandcoherentapproachtothemanagementofanorganization'smostvaluedassets-thepeopleworkingtherewhoindividuallyandcollectivelycontributetotheachievementoftheobjectivesofthebusiness(Armstrong,(2006).HRdepartmentorHRmanagerissolelyresponsibleforHRM?True/False?SampleHRandLineManagerHRActivities/ResponsibilitiesUnderstandingHRM:ahistoricalperspectiveIndustrialRevolution─Changedthenatureofwork─LargenumbersofpeopletoworktogetherThepersonneladministrationmovement─Bythelate1800sandearlylastcentury─Thepersonnelprofession(e.g.,welfaresecretary)begantoemerge─Basicpersonnelmanagementfunctions,suchasemployeeselection,trainingandcompensationandbenefits.ScientificManagement(FrederickTaylor)─Timeandmotionstudies─Jobspecializationandsimplification─Personneldepartmentstartedtoappear─WorkitselfasfarmoreimportantthanthepeopledoingitUnderstandingHRM:ahistoricalperspectiveHumanrelationsmovements─HawthorneStudies,conductedbetween1924and1932attheHawthorneWorksofWesternElectricPlantbyMayoandcolleagues.─Foundamuchgreaterlinkbetweenemployeeproductivityandthelevelofattentionmanagerspaidtoemployeesandtheirbehavior─Concludedthathumanfactorswereoftenmoreimportantthanphysicalconditions.Humancapitalmovement─HumancapitalresourcesincludesuchthingsasKSAs,motivationofthefirm’semployees.─“Acompanythatlostallofitsequipments,butkepttheskillsandknowledgeofitsworkforcecouldbebackinbusinessrelativelyquickly.Acompanythathaslostitsworkforce,whilekeepingitsequipments,willneverrecover”─HumanresourcesorhumanresourcesdepartmentNewHRRoles(Ulrich,1998)AnexpertindeliveringadministrativeefficiencyAchampionforemployees,representingtheirconcernsApartnerwithseniorandlinemanagersinstrategyformationandexecutionAnagentofcontinuoustransformationOperationalFocusStrategicFocusStrategicPartnerChangeAgentAdministrativeExpertEmployeeChampionWhatIsStrategicHRM?“Bestpracticesapproach─Employmentsecurity─Selectivityinrecruiting─HighWages─IncentivePay─Employeeownership─Informationsharing─Participationandempowerment─Self-managedteams─Trainingandskilldevelopment─Cross-utilizationandCross-Training─Symbolicegalitarianism─Wagecompression─PromotionfromwithinWhatIsStrategicHRM?“Bestfitapproach─Consistentwithotheraspectsoftheorganization,particularlywithorganizations’strategyOrganizationalStrategyCostLeadershipstrategy─Tightcostcontrol─Productionefficiency─Productsdesignedforeaseofmanufacture─IntensesupervisionoflabourDifferentiationstrategy─Emphasisonmarketing─Productengineering─R&D─Focusonquality─Technologicalinnovation─HighlyskilledlabourHRstrategyControlHRStrategy─Clearjobdescriptions─Detailedworkplanning─Emphasisontechnicalskills─Job-specifictraining─Job-basedpay─PerformanceevaluationsforcontrolCommitmentHRStrategy─Emphasisoninnovationandflexibility─Broadjobclasses─Looseworkplanning─Focusonrecruitment,carefulselection─Team-basedtraining─Individual(skill)-basedpay─PerformanceevaluationsfordevelopmentDoesStrategicHRMMatters?EvidenceThe100BestCompaniestoWorkFor─Fulmer,Gerhart,&Scott(2003)comparedFortune100companieswithothercomparablecompaniesnotonthelist─Morepositiveworkattitude─Significantlyhigherreturnonassetsandhigheroverallreturntostockholders─CommonHRpracticesSignificantresourcesontrainingOfferingfreeorlowcosthealthcare,providingon-siteathleticfacilities,cafeteriaGivingemployeestockoptionsPracticingopen-bookmanagementRecognizingexcellentperformance─Goennerand&Room(2008)Fortune100hadahigherinvestmentreturnby11%annuallythantheS&P500DoesStrategicHRMMatters?EvidenceTheCaseoftheIPOs(Welbourne&Andrews,1996)─Thefateof136companiesin1993thatmadetheirinitialpublicofferingsin1988.─GeneralHRvaluein1988StrategyandmissionstatementscitedemployeesasacompetitiveadvantageAtrainingprogramforemployeeswasmentionedAnexecutivewithresponsibilityforhumanresourcemanagementwaspresentFull-timeemployees,ratherthantemporaryorcontractemployees,wereregularlyusedEmployers’ratingsofemployeerelationsclimate─Organization-basedrewardsStockoptionsforallemployeesorstockoptionsforkeyemployeesandmanagementProfitsharingforallemployeesorprofitsharingforkeyemployeesandmanagementOtherformsofgroup-basedincentives(e.g.,gainsharing)forallemployeesorforman