人力资源管理的挑战（英文PPT 76页）

PowerPointPresentationbyCharlieCookPowerPointPresentationbyCharlieCookCopyright©2004South-Western.Allrightsreserved.Copyright©2004South-Western.Allrightsreserved.1–21).ABriefHistoryofHumanResourceManagement•TheCraftSystemMastercraftsmanandapprentice•IndustrialRevolutionMovetofactorysystemandmovetomachinesDivisionoflabor•ScientificManagementTaylorConductedscientificexperimentstoimproveefficiencyTheoryX•HumanRelationsHawthorneexperimentsThe“Hawthorneffect”ledresearcherstoassociatesocialfactorswithworkTheoryYCopyright©2004South-Western.Allrightsreserved.•Workersinherentlydislikework•Workersmustbecoerced,controlled,directed,threatenedwithpunishmenttogetthemtoaccomplishworkobjectives•Talentisnarrowlydistributed•Workerswilldoaslittleworkastheyarerequiredtodo•Motivatedbymoney•Needforformal,wellestablishedlinesofauthority•Clearlydefinedjobs•Workerslikework,cooperative,friendly•Workiswidelydistributedthroughouttheworkforce•Workerscanbemotivatedtoworkindependently•ManagerswhoacceptedY,wouldnotstructure,control,orcloselysupervisetheworkenvironment•Encourageself-control,motivatebyprovidingsatisfyingwork(e.g.,challengingwork)TheoryXTheoryYDouglasMcGregor'sManagementStylesManagerscouldorganize,lead,control,andmotivatepeopleindifferentwaysCopyright©2004South-Western.Allrightsreserved.1–4NatureofHumanResourceManagement•HumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals.Allmanagementdecisionsandpracticesthatdirectlyaffectorinfluencepeople-planning,acquiring,retaining(controllingturnover),developingortraining,performanceappraisal,compensation,safetyandhealth,familyandworklife.HRMhaswiderangeoffunctionsandareasofresponsibility.Copyright©2004South-Western.Allrightsreserved.1–5NatureofHumanResourceManagement•WhoIsanHRManager?Inthecoursecarryingouttheirduties,everyoperatingmanageris,inessence,anHRmanager.HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement.Copyright©2004South-Western.Allrightsreserved.1–6TypicalDivisionofHRResponsibilities•HRUnitDevelopslegal,effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassifications•ManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring/rejectiondecisionsFigure1–1Copyright©2004South-Western.Allrightsreserved.1–7HRManagementCompetenciesandCareers•HRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities.•HRSpecialistApersonwithin-depthknowledgeandexpertiseinalimitedareaofHR.•ImportantHRCapabilities:KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertiseCopyright©2004South-Western.Allrightsreserved.1–8QualitiesofHumanResourcesManagers•ResponsibilitiesAdviceandcounselServicePolicyformulationandimplementationEmployeeadvocacy•CompetenciesBusinessmasteryHRmasteryChangemasteryPersonalcredibilityCopyright©2004South-Western.Allrightsreserved.1–9HRActivities•HRPlanningandAnalysis•EqualEmploymentOpportunity•Staffing•HRDevelopment•CompensationandBenefits•Health,Safety,andSecurity•EmployeeandLabor/ManagementRelationsCopyright©2004South-Western.Allrightsreserved.1–10HumanResourceCompetencyModelSource:ArthurYeung,WayneBrockbank,andDaveUlrich,“LowerCost,HigherValue:HumanResourceFunctioninTransformation.”ReprintedwithpermissionfromHumanResourcePlanning,Vol.17,No.3(1994).Copyright1994byTheHumanResourcePlanningSociety,317MadisonAvenue,Suite1509,NewYork,NY10017,Phone:[phone],Fax:[phone].Figure1.9PresentationSlide1–4BusinessMastery•Businessacumen•Customerorientation•ExternalRelationsHRMastery•Staffing•Performanceappraisal•Rewardssystem•Communication•OrganizationdesignChangeMastery•Interpersonalskillsandinfluence•Problem-solvingskills•Rewardssystem•InnovationandcreativityPersonalCredibility•Trust•Personalrelationships•Livedvalues•CourageCopyright©2004South-Western.Allrightsreserved.1–11HRManagementActivitiesCopyright©2004South-Western.Allrightsreserved.1–12TraditionalandStrategicViewsofHRM(a)Personnel-TheTraditionalViewTheOrganizationPersonnel•Staffing•Pay•TrainingResearchandDevelopmentFinanceMarketingProductionWhatisStrategicHumanResourceManagement(SHRM)?Copyright©2004South-Western.Allrightsreserved.1–13DevelopingHumanCapital•HumanCapitalTheknowledge,skills,andcapabilitiesofindividualsthathaveeconomicvaluetoanorganization.Valuablebecausecapital:Isbasedoncompany-specificskills.Isgainedthroughlong-termexperience.Canbeexpandedthroughdevelopment.Copyright©2004South-Western.Allrightsreserved.1–142).StrategyStrategicmanagement:setofdecisionsandsubsequentactionsusedtoformulateandimplementstrategiesthatwilloptimizethefitbetweentheorganizationanditsenvironmentinanefforttoachieveorganizationalobjectives.