人力资源管理9-17(第二章添加部分内容)

1Chapter1StrategicHumanResourceManagementandPlanning(战略性人力资源管理和规划)Whatisstrategichumanresourcemanagement?1.1HRManagementChallengesEconomicandTechnologicalChangeOccupationalShiftsWorkforceAvailabilityAndQualityDemographicsAndDiversityBalancingWorkAndFamilyOrganizationalRestructuringEliminatinglayersofmanagersClosingfacilitiesMergingwithotherorganizationsOutplacingworkers21.2HRManagementActivities(Figure1-1Managementactivities)HRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth,Safety,andSecurityEmployeeandLabor-ManagementRelations1.3NatureofHRManagementHRasEmployeeAdvocateRolesofHRManagement(Figure1-2HRManagementRolesEthicsandHRManagementHRManagementCompetenciesandCareers31.4OrganizationalStrategiesandHRPlanning(FIRGURE1-3HRPlanningProcess)ScanningtheExternalEnvironmentGovernmentinfluencesEconomicconditionsGeographicandcompetitiveconcernsWorkforcecompositionandworkpatternsInternalAssessmentofOrganizationalWorkforceTheBalanceBetweenJobsneededtobedoneandSkillsofpeopleavailabletodothejobsOrganizationalCapabilitiesInventoryHumanResourceInformationSystemsAnHRISandtheinternetEnsuringsecurityandprivacyForecasting1.5ManagingaHumanResourceWorkforceReductionsandtheTheWorkerAdjustmentAnd4SurplusWARNActRetrainingNotification(WARN)Downsizing:reducingthesizeofanorganizationalworkforce.“Rightsizing”.ConsequencesofdownsizingManagingsurvivorsofdownsizingAttritionandhiringfreezesEarlyretirementbuyoutsLayoffsOutplacementservicesStrategicManagementTools?5FIRGURE1-1ManagementActivitiesEnvironmentOrganizationHRActivitiesGoals6表1-2人力资源管理的角色Figure1-2HRManagementRoles行政的administrative运营的operational战略的strategic着重于focus管理过程与记录administrativeprocessingandrecordkeeping营运的支持operationalsupport组织范围的，全球的organization-wide,global时间timing短期（不超过一年）shortterm(lessthan1year)中期（1到2年）intermediateterm(1-2years)长期（2到5年）longerterm(2-5years)典型活动typicalactivities管理员工的福利administeringemployeebenefits对新员工情况简介conductingnewemployeeorientations说明人力资源政策与程序interpretingHRpolicesandprocedures准备公平就业的报告preparingequalemploymentreports对薪酬项目的管理managingcompensationprograms为空缺职位招聘、选择员工recruitingandselectingforcurrentopenings实行安全培训conductingsafetytraining处理员工投诉问题resolvingemployeecomplaints劳动力趋势、问题评估assessingworkforcetrendsandissues参与社区劳动力发展规划engagingincommunityworkforcedevelopmentplanning组织重构与缩员进行协助assistinginorganizationalrestructuringanddownsizing对合并与收购提供建议advisingonmergersoracquisitions规划薪酬战略planningcompensationstrategiesFIRGURE1-3HRPlanningProcess图1-3人力资源规划过程7Chapter2OrganizationalPerformanceandGlobalEffectiveness组织目标与战略organizationalobjectivesandstrategies对外部环境的审视Scanexternalenvironmentforchangesaffectinglaborsupply对内部的人力资源能力清单的分析analyzeinternalinventoryofHRcapabilities预测forecasting组织对人员的需要Organizationalneedforpeople对可用人员的调查Surveyofpeopleavailable组织人力资源战略与规划HRstrategiesandplans8(组织绩效及全球效能)2.1OrganizationalAndGlobalProductivityGlobalCompetitivenessAndProductivityHighProductivityLeadsToHigherStandardsOfLiving.IncreaseTheNationalWageLevelsWithoutInNationalProductivityLeadToInflationLowerRatesOfProductivityMakeForHigherLaborCostsWhichLeadToLessCompetitive.OrganizationsandProductivityProductivityUltimatelyAffectsProfitabilityAndCompetitivenessInAFor-ProfitOrganizationAndTotalCostsInANot-For-ProfitOrganization.ProductivityIsTheValueOfAnOrganization.IncreasingProductivityOutsourcingMakingWorkersMoreEfficientWithCapitalEquipmentReplacingWorkersWithEquipmentHelpingWorkersWorkBetterRedesigningTheWorkQualityAndProductivityQualityofproductionmustbeconsideredpartofproductivity.9W.EdwardsDeming:“GettingTheJobDoneRightTheFirstTimeIsImportantToQualityProduction.”ServiceDeliveringhigh-qualitycustomerserviceisanotherimportantoutcomethataffectsOrganizationalcompetitiveperformance.Includingproductdesign,interactionwithcustomersandsoon.Serviceexcellenceisdifficulttodefine2.2Individual/OrganizationalRelationshipsLoyaltyandlengthofservicewithonecompany(individual/organizationalrelationship)Factorsofchanging:MergersandacquisitionsSelf-employmentandcontingentworkOutsourcingjobsLossofemploymentsecurityLessmanagementjobtenureAlteredpsychologicalcontracts10Psychologicalcontract:Theunwrittenexpectationsthatemployeesandemployershaveaboutthenatureoftheirworkrelationships.ExpectationsforimprovingloyaltyEmployersprovide：CompetitivecompensationbenefitstailoredtotheworkforceflexibilitytobalanceworkandhomelifeEmployeescontribute:ContinuousperformanceimprovementreasonabletenurewiththeorganizationExtraeffortwhenneededFigure2-1ModelOfIndividual/OrganizationalPerformance2.3ProductivityAndJobDesignConsequencesOfJobDesignEmployeeSatisfaction,Health...ReengineeringReengineeringProcessTeamsAndJobMakeJobsMoreMeaningfulTakeAdvantageTheSelf-DirectedWorkTeamAdvantagesAndDisadvantagesOfTeamJobsAdvantage:...Disadvantage:...（详情请点击）2.4JobSatisfactionAndAbsenteeismCategoriesVoluntary：avoidable11OrganizationalCommitment(OC)JobSatisfaction:apositiveemotionalstateresultingfromevaluatingone’sjobexperiences.Jobdissatisfaction:Therelationshipbetweenproductivityandjo