战略人力资源管理(英文版)

1-1McGraw-Hill/IrwinCopyright©2010byTheMcGraw-HillCompanies,Inc.Allrightsreserved.1-2Chapter1IntroductiontoHumanResourceManagementandtheEnvironment1-3IntroductionHRMischargedwithprogramsconcernedwithpeopleGettingeverymanagerinvolvedEffectiveuseofpeopleAchievingindividual&organizationalgoals1-4HRMActivitiesEEOcomplianceHRplanningTraining,developmentJobanalysisLaborrelationsPerformanceevaluation,compensationSafety,health,wellnessRecruitment,selection,motivation,orientation1-5HRMOrientationActionPeopleFutureGlobal1-6ABriefHistoryofHRMMasons,carpenters,leatherworkers,othercraftspeopleEnglishGuildsChangingworkconditionsandsocialpatternsIndustrialRevolutionScientificmanagement,welfarework,industrialpsychologyWorldWars1-7ABriefHistoryofHRMScienceHarmonyMaximumoutputCooperationScientificManagement(FrederickTaylor)1-8ABriefHistoryofHRMTheworkerIndustrialPsychologyIndividualdifferencesMaximumwellbeing1-9ABriefHistoryofHRMPersonneldepartmentswerecreatedtodealwith:DrasticchangesintechnologyOrganizationalgrowthTheriseofunionsGovernmentinterventionEmployee-managementconflict1-10ABriefHistoryofHRMTheHawthornestudies(1924to1933):DeterminetheeffectofilluminationonworkersandoutputPointedouttheimportanceofsocialinteractiononoutputandsatisfactionUntilthe1960s,thepersonnelfunctionwasconcernedonlywithblue-collaremployeesFiling,housekeeping,socialworker,firefighter,diffuserofuniontrouble1-11StrategicImportanceofHRMToday,HRMplaysamajorrolein:Clarifyingthefirm’shumanresourceproblemsDevelopingsolutionsforthemStrategicHRMdiffersfromtraditionalHRMTraditionalarrangements…responsibilityformanaginghumanresourceslieswithspecialistsStrategicapproach…peoplemanagementrestswithanyonewhoisindirectcontactwithworkersorlinemanagers1-12StrategicImportanceofHRMTraditionalHRMStrategicHRMResponsibilityforhumanresourcesSpecialistsLinemanagersObjectiveBetterperformanceImprovedunderstandinganduseofhumanassetsRoleofHRMRespondtoneedsLead,inspire,understandTimefocusShort-termresultsShort,intermediate,longtermControlRules,policies,positionpowerFlexible,basedonhumanresourcesCultureBureaucratic,top-down,centralizationOpen,participative,empowermentMajoremphasisFollowingtherulesDevelopingpeopleAccountabilityCostcentersInvestmentinhumanassets1-13StrategicImportanceofHRMForyears,HRMwasnotlinkedtocorporateprofitOrganizationsfocusedoncurrentperformanceHRmanagersdidnothaveastrategicperspectiveExecutivescategorizedHRMinatraditionalmannerItwashardtodevelopmetricsforHRMactivitiesRecognizingtheimportanceofpeoplemadeHRMamajorplayerindevelopingstrategicplansHRMstrategiesmustreflecttheorganization’sstrategyregardingpeople,profit,andeffectiveness1-14StrategicImportanceofHRMAssess/interpretcostsandbenefitsofHRMissuesUserealistic,challenging,specific,andmeaningfulgoalsinplanningmodelsKeyConceptstoApplyAnalyze/solveproblemsfromaprofit-orientedpointofviewPreparereportsonHRMsolutionstoproblemsTrainHRstafftoemphasizeimportanceofprofits1-15StrategicImportanceofHRMMeasuredEvaluatedCommunicatedHRMactions,language,performance1-16StrategicImportanceofHRMHRMaccountabilityresultedfrom:ConcernsaboutproductivityOrganizationaldownsizingandredesignIncreasinglydiverseworkforceCompetitiveneedtouseallorganizationalresources1-17StrategicImportanceofHRMDirectionManagersEffectivenessTheworkThefirmEmployeesTone1-18HRMandOrganizationalEffectivenessForafirmtosurviveandprosper,reasonablegoalsmustbeachievedin:PerformanceLegalcomplianceEmployeesatisfactionAbsenteeismTurnoverTrainingeffectivenessandROIGrievanceratesAccidentrates1-19HRMandOrganizationalEffectivenessMeasureofEffectivenessReachinggoalsUsingemployeesefficientlyInflux/retentionofgoodemployeesMissionandstrategyCompanystructureHRM1-20HRMandOrganizationalEffectivenessThepeoplewhodotheworkandcreatetheideasallowtheorganizationtosurvive1-21HRMandOrganizationalEffectivenessCopingWithChangeGrowingglobalcompetitionRapidlyexpandingtechnologiesDemandforindividual,team,organizationalcompetenciesFastercycletimesIncreasinglegalandcompliancescrutinyHighercustomerexpectationsMechanized,routineworknowknowledge-based1-22HRMandOrganizationalEffectivenessEmployees+GoodManagement=$ProfitabilitygainsHigherstockpricesCompanysurvival1-23ObjectivesoftheHRMFunctionHelptheorganizationreachgoalsEmployworkforceskills/abilitiesefficientlyIncreasesatisfaction,self-actualization,qualityofworklifeCommunicateHRMpoliciestoallemployeesMaintainethicalpolicies,sociallyresponsiblebehaviorManagechangetothemutualadvantageofindividuals,groups,theenterprise,andthepublicHRMContributionstoEffectivenessProvidetrained,motivatedemployees1-24ProvidingTrained,MotivatedWorkersRewardgoodresultsDon’trewardnon-performanceMakegoalsclearMeasureresultsclearly,fairlyProvidetherightpeopleattherighttime1-25IncreasingJobSatisfactionThisjobismatchesmyskillsperfectlyThecompanytreatsmeequitablyIfindthisjobveryfulfillingDissatisfiedworkerscanproduceasmuchassatisfiedworkers,buttheyquitandareabsentmoreoften,andproducelower-qualitywork1-26ObjectivesoftheHRMFunctionMeaningfult