人力資源管理(HRM)英文PPT.ppt

李楊 古生物學(xué)與地層學(xué) Chapter2 AStrategicManagementApproachtoHumanResourceManagement TakingaStrategicHRMApproach HRMstrategiesGreaterfocusonstrategicthinkingandprocessesMakeHRmanagementatoppriorityIntegrateHRMwiththecompany soverallstrategy mission andgoalsBeincludedinstrategicplanningfromtheonsetDeterminewhatmustbedonetoachievepriorityobjectives StrategicPlans Threetofiveyeartimeline Annualmonitoring modification Fitbetweenorgstrategy HRMpolicies programs AModeltoOrganizeHRM ADRM GoalsofARDM sociallyresponsible ethicalpractices Acquiring Developing Rewarding Maintaining Protecting AModeltoOrganizeHRM ExternalInfluences InternalInfluences Governmentrequirements regulations lawsTheunionEconomicsCompetitivenessLaborforcecompositionLocation StrategyGoalsOrganizationalcultureNatureofthetaskWorkgroupLeader sstyleandexperience AModeltoOrganizeHRM SuccessofanyHRMactivity TakingaDiagnosticApproachtoHRM TheARDMmodelhasfourspecificsteps Diagnosis Implementation Prescription Evaluation TakingaDiagnosticApproachtoHRM Sociallyresponsible ethicalbehaviorsCompetitive high qualityproductsandservices FocusonADRM Environment Availableresources HRMEnvironmentalInfluences Guidelines Thelaborforce Economicconditions Unionprocedures requirements Governmentlaws regulations Competencies InternalInfluences ExternalInfluences HRMisOneFunctionAmongMany HRM GovernmentLawandRegulations Governmentregulationdirectlyaffects Recruiting Selection Evaluation Promotion GovernmentLawandRegulations EEO HRrightslegislationindirectlyaffects Employmentplanning Orientation Careerplanning Training Employeedevelopment GovernmentLawandRegulations OtherareasoflegislationandregulationEmploymentofillegalaliensDiscriminationbasedonsex age disabilityCompensationregulationBenefitsregulationWorkers compensationandsafetylawsLaborrelationslawsandregulationsPrivacylaws GovernmentLawandRegulations GovernmentregulationhasincreasedsubstantiallyIn1940 theU S Dept ofLaboradministered18regulatoryprogramsIn2004 itadministeredmorethan135Andthatisjustonegovernmentagency GovernmentLawandRegulations Encouragessimplisticthinkingoncomplicatedissues Complexityleadstoslowdecisionmaking Leadstocomplicatedlegalmaneuvering Manyregulationsareoutdated withlittlepurpose Overlap contradictionamongregulatoryagencies Governmentregulationimpactsamanager sjob TheUnion UnionImpacts Workingconditions Workhours Grievanceprocesses Employeerights Fringebenefits Wagesandsalaries TheUnion EconomicConditions TwoeconomicfactorsaffectHRMprograms ProductivityTheworksectoroftheorganizationProductivityis Abigpartofanation seconomicconditionRepresentativeofanorganization soverallefficiencyTheoutputofgoodsandservicesperunitofinput resources usedinaproductionprocess EconomicConditions Determineoutputcosts Isolatetheoutputs Comparecurrent previousyear Measuringproductivity Productivitymeasuresarecrudeandsubjecttoshort termerror butovertimecanshowatrend EconomicConditions SuggestedSolutionsforIncreasingProductivity PotentialNegativeImpacts Reducegovernmentcontrols Developfavorableincometaxincentives Reindustrialize EconomicConditions InfluenceproductivitythroughsoundHRMprograms Diagnose prescribe implement evaluate Recruitmentandselection Motivationaltechniques Compensation Traininganddevelopment TheWorkSectorofHRM Competitiveness Organizationalcompetitiveness substituteorganizationfornation andemployeesforcitizens Thedegreetowhichanationcan underfreeandfairmarketconditions producegoodsandservicesthatmeetthetestofinternationalmarketswhilesimultaneouslymaintainingorexpandingtherealincomesofitscitizens OrganizationalCompetitiveness Howeffectivelydoweproducetheproduct Howgoodareourservicesorgoods Canworkershandlenewtechnology Cantheproductioncostsbelowered Dowehaveenoughworkersforglobalproductionlevels Willworkingharderandfasterincreaseturnover absenteeism anddefects Competitiveness Dealingeffectivelywithemployees customers suppliers competitors Havingasuperiormarketplacepositionrelativetocompetitors HowHRMactivitiesareimplementedandmodifiedcanprovidetheseadvantages Competitiveness Activitiesthatenhance sustaincompetitiveadvantage Employmentsecurity Selectiverecruiting Highwages Incentivepay Employeeownership Informationsharing Participation empowerment Teamsandjobredesign Training skilldevelopment Symbolicegalitarianism Promotionfromwithin Measurementofpractices Cross utilization cross training Wagecompression Long termperspective Overarchingphilosophy Competitiveness Competitorscanadoptand orimproveonsuccessfulHRMactivitiesAfirmwithfairandequitabletreatmentofhumanresourcesislesssusceptibletolosingitscompetitiveadvantageAfewHRMactivitiescanbecopied butimitationofanentirecultureandsystemofHRMisdifficult Composition DiversityofLaborForce In2004 146 millionAmericanswereintheworkforce Notinthemilitary Employedoractivelyseekingwork 16yearsorolder WomenintheWorkforce In2007 about48 ofU S workforcewasfemale A280 increasesince1947 Theystillfaceworkplacediscrimination Mosthaveprofessionaljobs MinoritiesintheWorkforce Themostrecentimmigrantgroupstakethelowest leveljobs FewHispanics African Americans orNativeAmericanshavehigh status high payingjobs MinoritieslivedintheU S longbeforeimmigrantsarrived Thesituationforracial ethnicminoritiesissimilartothatforwomen FactsAboutOlderEmployees Workers45 havenomoreaccidentsthanyoungerones Untilage55 absenteeismratesarethesameorlower Olderemployeesarejustaseffectiveasyoungerones Insurancepremiumsarehigher makingthemmorecostlytoemploy Withagingcomesalossofsomefaculties EmploymentProjection Dentalhygienists Softwareengineers applications Physicaltherapistassistants Physicianassistants Networksystems datacommunicationsanalysts Homehealthaides GeographicLocationofOrganization ThelocationoftheorganizationimpactshiringpracticesandHRMactivitiesRuralversusurbanInternationalversuslocalEducationBehaviorLegal politicalfactorsEconomicsInter culturaltraining InternalInfluencesonHRMPrograms Corporatestrategy Corporategoals CompanyCulture Thenatureofthetasks Workgroups Leaderstyle experience Strategy Whatkeyexecutiveshopetoaccomplishinthelongrun Concernedwithcompetitionandaligningtheresourcesofthefirm Long termsuccesslinkedtohelpingemployeesachievework lifebalance Goals Goalsdifferwithinandamongdepartments Goals DiversityreferstoanymixtureofthemescharacterizedbydifferencesandsimilaritiesDiversityinorganizationsmeansfocusingonthecollectivepictureofdifferencesandsimilarities Goals WisconsinPowerandLight sapproachtodiversitytraining Formadiversitysteeringteam Createadiversitytrainingteam Selecttrainingprojectmanager Completeculturalaudit Designtrainingprogram Implementandevaluatethetraining OrganizationalCulture Howemployeesandcustomersaretreated Howbusinessisconducted Degreeofloyaltyexpressedbyemployees Autonomyorfreedomindepartmentsoroffices Systemofsharedmeaningheldbyorganizationmembers OrganizationCulture Impactsexpectations Noone best culture Providesbenchmarkforperformancestandards Impactsbehavior productivity Perceptionsofcultureheldbyemployees NatureoftheTask HRMistheeffectivematchingofthenatureofthetask job withthenatureoftheemployee JobFactorsthatAttract RepelWorkers Environmentalpleasantness Jobdesign Physicallocation Taskidentity Taskvariety Timedimension Humaninteraction Degreeofempowerment Physicalexertion Degreeofknowledge Physicalexertion WorkGroup Considerthemselvesagroup Workinter dependently Interactcontinuously Oftenworknexttoeachother Twoormorepeople EffectiveWorkGroups EffectiveWorkGroups Fullmemberparticipation Clearlydefinedgoals Adequateresources Membersfurnishsuggestionsleadingtogoalachievement Stablemembership Supportsorganizationgoals Fewinnumber 7to14 Workcloselytogether Havesimilarbackgrounds Dependonthegrouptosatisfytheirneeds Supportmanagement Functionasateam EffectiveGroupMembers WorkGroup Changingagroup snormsandbehavior Leader sStyleandExperience Theexperience leadershipstyleoftheoperatingmanagerdirectlyaffectsHRMactivities Orchestratingtheskills experiences personalities andmotivesofindividuals Facilitatinginteractionwithinworkgroups Providingdirection encouragement andauthoritytoevokedesiredbehaviors Reinforcingdesirablebehavior StrategicHRM AKeytoSuccess Strategic longterm Rewards Managerial mediumterm Operational shortterm HRMStrategyLevels Appraisals Development Employeeselection placement HRMActivities StrategicHRM AKeytoSuccess StrategicHRMplanningLeadstogrowth profits businesssurvivalExpandsawarenessofpossibilitiesIdentifiesstrengthsandweaknessesRevealsopportunitiesPointstotheneedtoevaluatetheimpactofinternalandexternalforces StrategicHRM AKeytoSuccess Matching Strategicplans Employeecharacteristics Competitiveproductsandservices HRMactivities StrategicHRM Involvedinallaspectsoforganization soperation Makeseverydaycontributions Comprehensiveprograms Adaptivetoorganization sculture Responsivetoemployeeneeds Optimizesemployeeskills talents creativity Responsivetoglobalchallenges StrategicHRM AKeytoSuccess Globalmarketconnection Growingknowledgeneeds Shiftinhumancompetencies Quickerinnovation Businessstreamlining Rapidresponse TechnologyTrends Qualityimprovement Industrialrevolution BuildingaCooperativeWorkforce Almosthalftheworkforceisfemale SlowergrowthinnumberofCaucasianworkers Whitemalesnolongerdominateworkforce Babyboomersarestayinginworkforcelonger ChangesinU S Workforce GenXisvyingwithBoomersforjobs MoreHispanic Asian olderworkers BuildingaCooperativeWorkforce Moreemphasison Childandeldercare Diversityunderstanding training Fair ethical promptissuehandling Recruiting developingskilledlabor RestructuringandDownsizing Halfofdownsizedfirmsendupwithasmanyworkers Downsizinginmanufacturingisnotnew Positivelycorrelatedtoforeigncompetition Encouragesfirmstoreducetheircosts Profitsincreaseintheshort run butnotproductivity Leadstolowercompensation wageswithinthefirm FactsAboutDownsizing RestructuringandDownsizing ContingentWorkers Temporary Parttime Contract Leased Highestgrowthrate homehealthcare medicalassistants computerhardware datacommunication andsoftware People theHRMDiagnosticFramework Abilities Attitudes preferences Styles Intellectualcapacities Wayofdoingjobs AbilitiesofEmployees Abilities Skills Mechanical Abilitiesresultingfromgeneticfactorscanrarelybechanged EmployeeAttitudesandPreferences Work Theamountofenergydirectedtowardworkisdirectlylinkedtotheamountdirectedtofamily interpersonalrelations andrecreation Allowsexpressionofbothaggressiveandpleasure seekingdrives Offersjustificationforexistence Awaytochannelenergy Providesincome Awaytoachieveself est