人力資源管理規(guī)劃篇課件

1、l/o/g/o人力資源管理規(guī)劃篇human resource planningguo xun人力資源管理規(guī)劃篇contentshrp and its relation to organizational planning steps in the hrp processtools and techniques of hrpother questions about hrp 4123人力資源管理規(guī)劃篇1.1 the concept of hrp the process of getting the right number of qualified people into the right j

2、ob at the right time. the system of matching the supply of peopleinternally and externallywith the openings the organization expects to have over a given time frame.right timeright peopleright jobthe target of hrp1. hrp and its relation to organizational planning 人力資源管理規(guī)劃篇1.2 strategy-linked hrp str

3、ategy-linked hrp strategy-linked hrp is based on a close working relationship between human resource staff and line managers. (lloyd lbyars)human resource mangersline mangersconsultrespond to implication of hr strategies.人力資源管理規(guī)劃篇2. steps in the hrp processstep 1step 2step 3step 4determining the imp

4、act of the organizations objectives on specific organizational units.defining the skills, expertise, and total number of employees required to achieve the objectives determining the net human resource requirements in light of the organizations current human resources .developing action plans to meet

5、 the anticipated human resource needs .人力資源管理規(guī)劃篇 step 1: determining organizational objectives organizational objectives it give the organization and its members direction and purpose, should be stated in terms of expected results. cascade approach it is a manner that establishing organizational, di

6、visional, and departmental objectives. 人力資源管理規(guī)劃篇 cascade approach (page 119)statement of organizations missionlong-range objectives and strategic plansshort-range performanceobjectivesdivision or department objectivessubunit objectivestop managementsupervisiontop managementmiddle management人力資源管理規(guī)劃篇

7、 step 2: determining the skills and expertise required managerial estimatesmanagers make estimates of future staffing needs based on past experience.statistical and modeling methodstime series analysis/personnel ratios/productivity ratios/regression analysis.delphi techniqueeach member of a panel of

8、 experts makes an independent estimate of what the future demand will be. scenario analysisusing work force environmental scanning data to develop alternative work force scenariosmethods of forecasting human resource needs： benchmarkingthoroughly examining internal practices and procedures and measu

9、ring them against the ways other successful organizations operate. 人力資源管理規(guī)劃篇estimate the current human resources of the organizationanticipate human resources of the organizationskills inventory:names/characteristics/skills of employeesmanagement inventory: managers past performance/strengths/weakne

10、sses/potential for advancement. step 3: determining additional human resource requirementsretirementstransfersdeathsdischargesresignationspromotions人力資源管理規(guī)劃篇 step 4: developing action plans the net humanresource requirements the desired resultsadditionreductionearly retirementlay offspermanent hires

11、temporary hiresnet requirementsoutsource terminationsreductionvoluntary resignationsreclassificationtransferwork sharing人力資源管理規(guī)劃篇economic activitycompetitiongovernmenthistoricaldataotherorganizationalobjectivesdivisional and departmental objectivesskills and abilities requiredhuman resourcesdemand n

12、et human resource requirementsskill inventoryanticipated changerecruitmentattrition, layoffs, terminations, early retirementsvoluntary resignationsselectionorientationdevelopmentpromotions, transfers, retirements, deaths, discharges, resignations step 5: synthesizing the hrp process人力資源管理規(guī)劃篇3. tools

13、 and techniques of hrp skill inventory succession planning identifying specific people to fill key positions throughout the organization. organization replacement chart (page 126) showing both incumbents and potential replacements for given positions. commitment manpower planning getting managers an

14、d their employees thinking about and involved in hrp. ratio analysis人力資源管理規(guī)劃篇4. other questions about hrp time frame of hrp organizational plans are classified as short-range（0-2 years）、）、mediate range（2-5 years）,or long-range（beyond 5 years），），hrp should correspond with the organizational plans in

15、time frame. hrp: an evolving processstage 5stage 4 stage 3stage 2add your textstage 1do some hrp, but little of them are integratedinto the long-term business planhave a long-term business plansrealize hrp is importantno long-term business plansno hrpdo a good deal of hrp, at least one component int

16、egrated into the long-term business plan.hrp is a vital part of the long-term business plan，人力資源管理規(guī)劃篇 strategic human resource management three major subfields of hrm (boxall, purcell, and wright,2007) 人力資源管理規(guī)劃篇 the definition of shrm the pattern of planned human resource deployments and activities

17、intended to enable an organization to achieve its goals. （wright &mcmanhan,1992） the evolution of shrm (1) explaining contingency perspectives and fits (early 1980s); (2) shifting form a focus on managing people to creating strategic contributions(1980s); (3) expanding the scope of shrm(1980s);

18、(4) elaborating hr system components and structure (early 1990s); (5) achieving hr implementation and execution; (6) measuring outcomes of shrm (later in the 1990s); (7) evaluating methodological issues (since 2000). 人力資源管理規(guī)劃篇 the basic frame of shrmpoliticalenvironmenttechnologicenvironmentcultrual

19、environment economicenvironmentstrategyorganizationalstructurehrm人力資源管理規(guī)劃篇 the procedure of shrmenvironmentevaluation strategymakingstrategyimplementation 人力資源管理規(guī)劃篇references1 拜厄斯拜厄斯.人力資源管理（第七版）人力資源管理（第七版）m.北京：人民郵電出版社北京：人民郵電出版社,20062 lloyd l.byars,leslie w.rue.human resource management. (seventh edi

20、tion) m. beijing :post&telecom press,2006:117-129.3 mark l. lengnick-hall, cynthia a. lengnick-hall, leticia s. andrade, brian drake. strategic human resource management: the evolution of the field j .human resource management review 19 (2009) 64854 boxall, p. purcell, j., & wright, p. m. hu

21、man resource management: scope, analysis and significance. the handbook of human resource management j . oxford: oxford university press.5 wright, p. m., & mcmahan, g. theoretical perspectives for strategic human resource management j. journal of management, 1992 (2), 295320.6 gary c. mcmahan, m

22、yrtle p. bell, meghna virick. strategic human resource management:employee involvement,diversity,and international issues j.human resource management reviews.volume 8,number 3,1998.7 lloyd c. harris, emmanuel ogbonna, strategic human resource management, market orientation, and organizational perfor

23、mance j. journal of business research, 2001(51),157-166.8 sean a. way, diane e. johnson. theorizing about the impact of strategic human resource management j. human resource management review 2005(15) 119人力資源管理規(guī)劃篇9 james d. werbel, samuel m. demarie. aligning strategic human resource management and personenvironment fit j. human resource management review 2005 (15) 247262.10 clint chadwick. the vital role of strategy in strategi