人力资源管理与竞争优势

1HumanResourceManagement,Strategy,andCompetitiveAdvantage人力资源管理与竞争优势2HRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantage人力资源管理与竞争优势SelectionPracticesHRMPracticesPre-SelectionPracticesPracticesAffectedbyExternalFactorsPost-SelectionPracticesEmployee-CenteredOutcomesOrganization-CenteredOutcomesCompetitiveAdvantage3人力资源计划工作分析招聘筛选工作场所公平性工会安全与健康国际化能力激励工作态度产出保持依法服从公司形象成本领导产品差异培训/发展绩效评估薪酬提高劳动力HRMandCompetitiveAdvantage人力资源管理与竞争优势4TheFiveGenericCompetitiveStrategiesMarketTargetTypeofAdvantageSoughtOverallLow-CostLeadershipStrategyBroadDifferentiationStrategyFocusedLow-CostStrategyFocusedDifferentiationStrategyBest-CostProviderStrategyLowerCostDifferentiationBroadRangeofBuyersNarrowBuyerSegmentorNiche5HowCanYouGainCompetitiveAdvantage?如何赢得竞争优势Costleadership成本领先Productdifferentiation产品差异6CostLeadershipProvidesameservicesorproductsascompetitorsbutatalowercost.No.ofunitsproducedtotalcostofproductionHowtoachievethis?PRODUCTIVITY7OutputProductivity=------------InputPRODUCTIVITYAmeasureoftheeffectiveuseofresourcesusuallyexpressedastheratioofoutputtoinput.Input,machine,capital,energy(Factorsofproduction)labor8HowdowelinkeachoftheHRMfunctionstocompanycompetitiveadvantage?9ComponentsofaHRMSystem人力资源管理系统组成Recruitment&Selection招聘LaborRelationsPay&Rewards薪酬和奖励PerformanceAppraisal&Feedback业绩评估和回馈Training&Development培训和发展10LinkingHRPlanningPracticestoCompetitiveAdvantage人力资源规划实践与竞争优势相结合EffectiveHRPlanning有效的HR规划EmployeeMovementsInto,Within,andOutOfOrganizationAreSmooth/LessDisruptive雇员的进入、离开和公司内部移动是平稳的很少敌对的SoundHRMDecisionMaking合理的HRM决策制订TransitionCostsAreMinimized过度成本最小化SelectHigh-QualityApplicants挑选高质量的申请人RetainHigh-PerformingEmployees保持高绩效的雇员LowerCosts降低成本IncreasedEmployeeCompetence提高雇员的胜任能力CompetitiveAdvantage竞争优势11LinkingJobAnalysisPracticestoCompetitiveAdvantage将工作分析实践同竞争优势相结合EffectiveJobAnalysis有效的工作分析CompetitiveAdvantage竞争优势Job-RelatedHRM与工作相关的HRMCompetent,MotivatedEmployeesWithPositiveJobAttitudes胜任的、受到积极的工作态度激励的员工MinimizedHRM-RelatedLawsuits使同HRM相关的诉讼最少化12LinkingRecruitmentPracticestoCompetitiveAdvantage将招聘实践和竞争优势相结合RecruitHigh-QualityApplicants招聘高质量的申请人CompetitiveAdvantage竞争优势ImprovedChancesOfSelectingBestQualified提高选择最有能力的人的机会ProductiveEmployeesIncreaseOverallProductivity有能力的员工可以提高总体生产力TrainingNeedsAndCostsAreMinimized培训需求和成本最低13LinkingSelectionPracticestoCompetitiveAdvantage将甄选实践同竞争优势相结合SelectHigh-QualityApplicants甄选高质量的侯选者CompetitiveAdvantage竞争优势ProductiveEmployeesIncreaseOverallProductivity有能力的员工增加总体生产力TrainingNeedsAndCostsAreMinimized培训需求和成本最少LegalCostsAndNegativeReputationAreMinimized法律成本和负面声誉最小FirmHiresMostSuitableCandidates公司雇佣最合适的侯选者RejectedApplicantsFeelFairlyTreated被拒绝的候选人感到受到平等的对待14TrainingandDevelopmentPracticesandLinkstoCompetitiveAdvantageTrainEmployeesCompetitiveAdvantagePermanentChangeinKSAsofNewEmployeesPermanentChangeinKSAsofCurrentEmployeesImprovedEmployeeCompetenceKSAs:KeySuccessAreas新员工知识、技巧和能力的持久变化提高员工胜任资格目前员工知识、技巧和能力的持久变化培训员工竞争优势15LinkingPerformanceAppraisalPracticestoCompetitiveAdvantage将绩效评估实践与竞争优势相结合StrategicPlan策略计划EffectivePerformanceAppraisalSystem有效的绩效评估系统DirectBehavior指导行为CorrectBehavior纠正行为MonitorBehavior监督行为InputIntoEmploymentDecisions输入雇佣决策PerceivedFairAndAccurateProcess感觉到的公平和准确过程ImprovedJobPerformance改进工作绩效ImprovedEmploymentDecisions改进雇佣决策MinimizedLitigationAndJobDissatisfaction诉讼和工作不满意最小化CompetitiveAdvantage竞争优势16LinkingCompensationPracticestoCompetitiveAdvantageCompetitiveAdvantageEffectiveCompensationPractices竞争优势有效的薪酬实践提高成本效率达到合法依从提高招聘和士气减少离职ImproveCostEfficiencyAchieveLegalComplianceImproveRecruitment,Morale,andReduceTurnover17HRRolesinBuildingaCompetitiveOrganizationManagementofstrategichumanresourceManagementoftransformationandchangeManagementoffirminfrastructureManagementofemployeecontributionFUTURE/STRATEGICFOCUSDAY-TO-DAY/OPERATIONALFOCUSPEOPLEPROCESSESSOURCE:D.Ulrich,HumanResourceChampions(Boston:HarvardBusinessSchoolPress,1998).18CategoriesofHRActivitiesandPercentagesofTimeSpentonThemSOURCE:P.Wright,G.McMahan,S.Snell,andB.Gerhard,StrategicHumanResourceManagement:BuildingHumanCapitalandOrganizationalCapability.Technicalreport.CornellUniversity,1998.Transformational(5-15%)KnowledgeManagementStrategicRedirectionandRenewalCulturalchangeManagementDevelopmentTraditional(15-30%)RecruitmentandSelectionTrainingPerformanceManagementCompensationEmployeeRelationsTransactional(65-75%)BenefitsAdministrationRecordKeepingEmployeeServices19TheValueChainConceptIdentifiestheseparateactivitiesandbusinessprocessesperformedtodesign,produce,market,deliver,andsupportaproduct/serviceConsistsoftwotypesofactivitiesPrimaryactivitiesSupportactivities20ATypicalCompanyValueChain(Internal)OutboundLogisticsOperationsInboundLogisticsSalesandMarketingServiceProfitMarginProductR&D,Technology,SystemsDevelopmentHumanResourcesManagementGeneralAdministrationPrimaryActiv