加里德斯勒人力資源管理導(dǎo)師指導(dǎo)英語(yǔ)

1、PART ONEINTRODUCTIONC H A P T E RO n e The Strategic Role of Human Resource Management1Lecture OutlineStrategic OverviewThe Managers Human Resource Management JobsWhy is HR Management Important to all Managers?Line and Staff Aspects of HRMCooperative Line & Staff HRM: An Example From Line Manage

2、r to HR ManagerThe Changing Environment of HR Management HRs Changing RoleA Changing EnvironmentMeasuring HRs Contribution: Strategy, Metrics, and The HR ScorecardAn Emphasis on Performance MetricsThe HR ScorecardThe High Performance Work System (HPWS) The New HR ManagerNew ProficienciesThe Need to

3、“Know Your Employment Law” Ethics and HRHR CertificationHR and TechnologyImproving Productivity Through HRIS The Plan of This BookThe Basic Themes and Features OverviewPart I: IntroductionPart II: Recruitment and Placement Part III: Training and Development Part IV: CompensationPart V: Employee Rela

4、tionsIn Brief: This chapter gives an overview of what Human Resource Management is and how it relates to the management process. It illustrates how managers can use HR concepts and techniques, line and staff managers responsibilities, HRs role in strategic planning, and the plan of this book.Interes

5、ting Issues:Human Resources play a key role in helping companies meet the challenges of global competition.Strategic objectives to lower costs, improve productivityandincrease organizational effectiveness are enabled by human resource strategies and technologies. Students will learn how HR plays a s

6、trategic role in creating high performance work systems that employers need today to thrive.精品課程權(quán)威雙證招生請(qǐng)速充電你可能準(zhǔn)備跳槽或者求職,卻為缺少行業(yè)經(jīng)驗(yàn)和專(zhuān)業(yè)而被用人百般挑惕!你可能目前衣食無(wú)憂(yōu),但隨著的增長(zhǎng)和競(jìng)爭(zhēng)的增大,因?yàn)榈貌坏綄?zhuān)業(yè)的全新培訓(xùn)而失去競(jìng)爭(zhēng)的機(jī)會(huì)和被淘汰的。美華教育攜手中國(guó)管理大學(xué)面向舉辦迷你 MBA 職業(yè)經(jīng)理雙班，畢業(yè)頒發(fā)雙。招生專(zhuān)業(yè)及其頒發(fā)【授課方式】招生、函授學(xué)習(xí)、權(quán)威雙證我校采用國(guó)際通用3結(jié)合的先進(jìn)教育方式授課（函授教學(xué)電子光盤(pán)自修+網(wǎng)絡(luò)學(xué)院持續(xù)學(xué)習(xí)）【頒發(fā)】學(xué)員畢業(yè)后可

7、以獲取權(quán)威雙與學(xué)員學(xué)籍；1、畢業(yè)后可以獲取相應(yīng)專(zhuān)業(yè)鋼印高級(jí)職業(yè)經(jīng)理資格2、畢業(yè)后可以獲取2年制的MBA課程高等教育研修；認(rèn)證項(xiàng)目頒 發(fā) 雙 證學(xué) 費(fèi)職業(yè)經(jīng)理MBA 高等教育雙班高級(jí)職業(yè)經(jīng)理資格2 年制 MBA 高等教育研修1280 元人力總監(jiān)MBA 雙班高級(jí)人力總監(jiān)職業(yè)經(jīng)理資格2 年制 MBA 高等教育1280 元市場(chǎng)總監(jiān)MBA 高等教育雙班高級(jí)市場(chǎng)總監(jiān)職業(yè)經(jīng)理資格2 年制 MBA 高等教育研修1280 元酒店經(jīng)理MBA 高等教育雙證班高級(jí)酒店管理職業(yè)經(jīng)理資格2 年制 MBA 高等教育研修1280 元經(jīng)理MBA 高等教育雙證班高級(jí)經(jīng)理資格2 年制 MBA 高等教育研修1280 元企業(yè)培訓(xùn)師MB

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14、141505戶(hù)名：行：交通哈爾濱分行中心方式四郵政儲(chǔ)蓄（）帳號(hào)：戶(hù)名：行：哈爾濱道外儲(chǔ)蓄中心方式五中國(guó)工商（）帳號(hào)：3戶(hù)名：行：哈爾濱市道外區(qū)靖宇I(lǐng).The Managers Human Resource Management Jobs The Management process involves the following functions: planning, organizing, staffing, leading, and controlling. Staffing involves: conducting job analyses; planning labor needs a

15、nd recruiting job candidates; selecting job candidates; orienting and training new employees; managing wages and salaries; providing incentives and benefits; appraising performance; communicating; training and developing managers; building employee commitment; beingknowledgeable about equal opportu,

16、 affirmative action, and employeehealth and safety; and handling grievances and labor relations.A. Why Is HR Management Important to All Managers? Managers dont want to make mistakes while managing areas such as hiring the wrong, having their company taken to court because of discriminatory actions,

17、 or committing unfair labor practices.B. Line and Staff Aspects of HRM Although most firms have a human resource department with its own manager, all other managers tend to get involved in activities like recruiting, interviewing, selecting, and training.1.Line Versus Staff Authority Authority is th

18、e right to make decisions, to direct the work of others, and to give orders. Line managers are authorized to direct the work of subordinates. Staff managers are authorized to assist and advise line managers in accomplishing their basic goals. HR managers are generally staff managers.2.Line Managers

19、HRM Responsibilities Most line managers are responsible for line functions, coordinative functions, and some staff functions.C. Cooperative Line and Staff HR Management: An Example In recruiting and hiring, its generally the line managers responsibility to specify the qualifications employees need t

20、o fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate test. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he/she wants

21、.D. From Line Manager to HR Manager: Line managers may make career stopovers in staff HR manager positions.II.The Changing Environment of HR ManagementA. HRs Changing Role Human Resource responsibilities have become broader and more strategic over time as organizations' human resource requiremen

22、ts have become more complex. The role of HR has evolved from primarily being responsible for hiring, firing, payroll, and benefitsØNOTESEducational Materials to UseANNOTATED OUTLINEadministration to a more strategic role in employee selection, training and promotion, as well as playing an advis

23、ory role to the organization in areas of labor relations and legal compliance,B. A Changing Environment - Globalization of the world economy and other trends have triggered changes in how companies organize, manage and use their HR departments.1.Globalization refers to the tendency of firms to exten

24、d their sales,ownership, and/or manufacturing to new markets abroad.Forbusinesses everywhere, the rate of globalization in the past decade has been enormous, and has several strategic implications for firms.More globalization means more competition, and more competition means more pressure to lower

25、costs, make employees more productive, and do things better and less expensively.2.Technological Advances have been forcing, and enabling, firms tobecome more competitive.HR faces the challenge of quicklyapplying technology to the task of improving its own operations.3.Exporting Jobs has been prompt

26、ed by competitive pressures and the search for greater efficiencies.4.The Nature of Work is changing due to new technological demands. In addition, the shift from producing products to producing and delivering services is a contributor to the change from “brawn tobrains”.Dramaticincreasesinproductiv

27、ityhaveallowedmanufacturers to produce more with fewer employees. In general,the jobs that remain require more education and more skills. The shift to using nontraditional workers such as those who hold multiple jobs, “contingent” or part-time workers or people working in alternative work arrangemen

28、ts has enable employers to keep costs down.5.Human Capital refers to the knowledge, education, training, skills, and expertise of a firms workers. There is a growing emphasis on the importance of knowledge workers and human capital and the HR management systems and skills needed to select, train, an

29、d motivate these employees.6.Workforce demographics are changing. The workplace is becoming more diverse as increased numbers of women, minority- group members, and older workers enter the workforce. The aging labor force presents significant changes in terms of potential labor shortages, and many f

30、irms are instituting new policies aimed at encouraging aging employees to stay, or at attracting previously retired employees.ØNOTESEducational Materials to UseIII.Measuring HRs Contribution: Strategy, Metrics, and the HR Scorecard HRs central task is always to provide a set of services that ma

31、ke sense interms of the company strategy.Trends of globalization, increasedcompetition, a changing workforce and more reliance on technology havetwo main implications for how companies now organize, manage, and rely ontheir HR operations.First, HR managers must be more involved inpartnering with the

32、ir top managers in designing and implementing theircompanies strategies. Second, the focus on operational improvements means that all managers must be more adept at expressing their departmental plans and accomplishments in measurable terms.A.An Emphasis on Performance Management expects HR to provi

33、de measurable, benchmark-based evidence for its current efficiency and effectiveness, and for the expected efficiency and effectiveness of newor proposed HR programs.Management expects solid, quantifiedevidence that HR is contributing in a meaningful and positive way to achieving the firms strategic

34、 aims.B.Metrics HR managers need a set of quantitative performance measures (metrics) they can use to assess their operations. These metrics allow managers to measure their HR units efficiency.C.The HR Scorecard is a concise measurement system, showing quantitative standards or “metrics” used to mea

35、sure HR activities, employee behaviors resulting from these activities, and to measure the strategically relevant organizational outcomes of those employeebehaviors.The scorecard highlights the causal link between HRactivities, emergent employee behaviors, and the resulting firm-wide strategic outco

36、mes and performance.D. The High Performance Work System (HPWS) Teral aim of theHPWS is toize the competencies and abilities of employeesthroughout the organization.IV.The New HR ManagerA.New proficiencies are required of the HR Manager today in: human resources, business, leadership, and learning.B.

37、The Need to “Know Your Employment Law” is increasingly important as a growing web of HR related laws effects virtually every HR decision. Equal employment laws, occupational safety and health laws, and labor laws are among the areas in which HR professionals need to be knowledgeable.C.Ethics and HR

38、have gained increasing exposure as a result of ethical lapses in corporate behavior. It is clear that ethics needs to play a bigger role in managers decisions. HR has an important role in promoting ethical behavior at work and will be explored more fully later in the text.ØNOTESEducational Mate

39、rials to UseD.HR Certification through the Society of Human Resource Management has become increasingly important as human resource management is becoming more professionalized. Certifications of PHR (professional in HR) and SPHR (senior professional in HR) are earned by those who successfully compl

40、ete all the requirements of the certification program.E.HR and Technology Technology improves HR functioning in four mainways:self-service, call centers, productivity improvement, andoutsourcing.More firms are installing Internet and computer-basedsystems for improving their HR operations. Technolog

41、y also makes it easier to outsource HR activities to specialist service providers by allowing them to have real-time Internet-based access to the employers HR database.Improving Productivity Through HRIS The HR Portal. HR portals provide employees with a single access point or “gateway” to all HR in

42、formation. Portals streamline the HR process, enables HR to redeloy its assets focus more on strategic issuesIV.The Plan of This Book Each topic interacts with and affects the others, and all should fit with the employers strategic plan.A. The Basic Themes and Features- HR is the responsibility of e

43、very manager- HR managers must defend plans and contributions in measurable terms- HR systems must be designed to achieve the companys strategic aims- HR increasingly relies on technology to achieve the strategic aims- Virtually every HR decision has legal implications- Globalization and diversity a

44、re important HR issues todayV.OverviewA. Part 1: Introduction1.2.3.Chapter 1: The Strategic Role of Human Resource ManagementChapter 2: Equal Opportuand the LawChapter 3: Strategic Human Resource Management and the HRScorecardB. Part 2: Recruitment and Placement.Chapter 4: Job AnalysisChapter

45、 5:nel Planning and RecruitingChapter 6: Employee Testing and Selection Chapter 7: Interviewing CandidatesC. Part 3: Training and DevelopmentØNOTESEducational Materials to Use1.2.3.Chapter 8: Training and Developing Employees Chapter 9: Performance Management and Appraisal Chapter 10: Managing

46、CareersD. Part 4: Compensation1.2.3.Chapter 11: Establishing Strategic Pay PlansChapter 12: Pay for Performance and Financial Incentives Chapter 13: Benefits and ServicesE. Part 5: Employee Relations.Chapter 14: Ethics, Justice, and Fair Treatment in HR Management Chapter 15: Labor Relations

47、and Collective BargainingChapter 16: Employee Safety and Health Chapter 17: Managing Global Human Resources1.Explain what HR management is and how it relates to the management process.Thereare five basic functions that all managers perform: planning, organizing, staffing, leading, and controlling. H

48、R management involves the policies and practices needed to carry out thestaffing (or people) function of management.HR management helps the management process avoid mistakes and to get results.2.Give examples of how HR management concepts and techniques can be of use to all managers. HR management c

49、oncepts and techniques can help all managers to ensure that they get results-through others. These concepts and techniques also help you to avoidcommonnel mistakes such as: hiring the wrong; experiencing high turnover;finding your people not doing their best; wasting time with useless interviews; ha

50、ving yourcompany taken to court because of discriminatory actions; having your company cited under federal occupational safety laws for unsafe practices; have some employees think their salaries are unfair and inequitable relative to others in the organization; allow a lack of training to undermine

51、your departments effectiveness, and commit any unfair labor practices.3.Illustrate the HR responsibilities of line and staff managers.Line managers aresomeone's boss; they direct the work of subordinates in pursuit of accomplishing theorganization's basic goals. Some examples of the HR respo

52、nsibilities of line managers are:placing the righton the job; starting new employees in the organization (orientation);training employees for jobs that are new to them; improving the job performance of each; gaining creative cooperation and developinooth working relationships;interpreting the compan

53、ys policies and procedures; controlling labor costs; developing theabilities of each; creating and maintaining department morale; and protectingemployees health and physical conditions. Staff managers assist and advise line managersin accomplishing these basic goals.They do, however, need to work in

54、 partnership witheach other to be successful. Some examples of the HR responsibilities of staff managersDISCUSSION QUESTIONSØNOTESEducational Materials to Useinclude assistance in hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees, and the administering of v

55、arious benefits programs.4.Why is it important for a company to make its human resources into a competitive advantage? How can HR contribute to doing so? Building and maintaining a competitive advantage is what allows a company to be successful, and to remain profitable and in business. HR can make a critical contribution to the competitive advantage of a company by building the organizational climate and structure that allows the company to tap its special skills or core competencies and rapidly respond to customers' needs and competitors' moves.1.Working in