HRM(英文版)課件匯總?cè)珪娮咏贪竿暾嬲n件(最新)

1、Unit 1An Overview of Human Resource ManagementWarm up: Give your Answers Why is human resource management necessary?What makes employees maximally productive and valuable to the organization?In this unit, we will discuss:The Evolution of human resource managementThe Concept of human resource managem

2、ent The Functions of Human Resource ManagementCurrent Trends of Human Resource ManagementEVOLUTION OF HR ManagementSCIENTIFIC MANAGEMENTFrederick Taylor, Henry Gantt, Frank & Lillian Gilbreth INDUSTRIAL/ORGL PSYCHOLOGYMunsterberg, Scott, CattellHUMAN RELATIONS MOVEMENTHawthorne Studies, Mayo, Follet

3、t, LewinGROWTH OF GOVERNMENTAL REGULATIONSWages (1930s), Unionization (1940s), Employment (1960s)PROFESSIONALIZATION OF HR MANAGEMENTProfessional HR Societies & HRCI (Certification Institute)Human Resource ManagementUtilization of individuals to achieve organizational objectivesAll managers at every

4、 level must concern themselves with human resource managementFive functions1Human Resource ManagementHuman Resource DevelopmentCompensationStaffingEmployee and Labor RelationsSafety and Health Human Resource Management FunctionsFUNCTIONAL AREAS WITHIN HREMPLOYMENT / STAFFINGRECRUITMENTSELECTIONTRAIN

5、ING AND DEVELOPMENT APPRAISALEDUCATION AND DEVELOPMENTCOMPENSATIONSALARIES, WAGES AND BENEFITSINCENTIVE PLANSEMPLOYEE RELATIONSGRIEVANCE RESOLUTIONUNION RELATIONSHR PLANNING AND RESEARCHFORECASTINGJOB ANALYSISATTITUDE SURVEYSVALIDATION STUDIESEmployment / Staffing Staffing - Process through which or

6、ganization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectivesJob analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organizationHuman resource planning - Sys

7、tematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time .Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs w

8、ith an organization Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization Training and DevelopmentTraining - Designed to provide learners with knowledge and skills needed for their present jobs Development - Involves lear

9、ning that goes beyond todays job; it has more long-term focusCareer development - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when neededOrganization development - Planned process of improving organization by developing its stru

10、ctures, systems, and processes to improve effectiveness and achieving desired goalsPerformance management - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization Performance appraisal - Form

11、al system of review and evaluation of individual or team task performanceCompensationDirect Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions.Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation su

12、ch as paid vacations, sick leave, holidays, and medical insurance.Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.Safety and HealthEmployees who work in safe environment and enjoy good health are mo

13、re likely to be productive and yield long-term benefits to organization.Safety - Involves protecting employees from injuries caused by work-related accidentsHealth - Refers to employees freedom from illness and their general physical and mental well beingEmployee and Labor RelationsPrivate-sector un

14、ion membership has fallen from 39 percent in 1958 to 7.8 percent in 2005.Business is required by law to recognize a union and bargain with it in good faith if the firms employees want the union to represent them Is the function of HR to control workers, or to help them and act as their advocate? Res

15、olving personnel grievances and disagreements fairly in both union and union-free environmentsHuman Resource ResearchHuman resource research pervades all HR functional areas.Forecasting and PlanningJob AnalysisAttitude SurveysValidation StudiesCompensation SurveysHRs Changing Role: QuestionsCan some

16、 HR tasks be centralized or eliminated altogether? Can technology perform tasks that were previously done by HR personnel?Who Performs Human Resource Management Tasks?Human Resource ManagersLine Managers and SupervisorsHR Shared Service CentersOutsider vendors via outsourcing Professional Employer O

17、rganizations (Employee Leasing) AMA SARATOGA STUDYHow are HR Departments Changing?ONLY 30% STILL DO ALL STANDARD IN-HOUSE HR FUNCTIONS 32% HAVE ESTABLISHED AN IN-HOUSE “UNIVERSITY”O(jiān)NLY 27% HAVE RETAINED THE TRAINING AREA “AS IS”BENEFITS HAVE BEEN OUTSOURCED OR MOVED TO SHARED SERVICE CENTERSSTAFFING

18、 IS BEING DELEGATED BACK TO LINE MANAGERSRATIO OF EMPLOYEES SERVED PER HR EMPLOYEE HAS INCREASEDHuman Resource Executives, Generalists, and SpecialistsVice President, Human ResourcesVice President, Industrial RelationsManager, Compensation Manager, StaffingManager, Training and DevelopmentBenefits A

19、nalystExecutive: Generalist: Specialist: Traditional Human Resource Functions in a Large FirmPresident and CEOVice President, MarketingVice President, OperationsVice President, FinanceVice President, Human ResourcesManager, Training and DevelopmentManager, CompensationManager, StaffingManager, Safet

20、y and HealthManager, Labor RelationsA Possible Evolving HR Organization ExamplePresident and CEOVice President, OperationsVice President, Strategic Human ResourcesVice President, FinanceDirector of Safety and HealthTraining & Development (Outsourced)Compensation (Shared Service Centers)Staffing (mor

21、e involvement of Line Managers, etc)Vice President, MarketingTOP HRM CONCERNS: A SURVEY (Helman)84%COMPENSATION80%SUCCESSION PLANNING68%MANAGEMENT STAFFING40%HR STRATEGIC PLANNING40%EMPLOYEE COMMUNICATIONS34%WORKFORCE MANAGEMENT28%BENEFITS26%PERFORMANCE EVALUATION24%EMPLOYEE RELATIONS20%PERSONNEL PO

22、LICIES18%LABOR RELATIONS16%TRAINING AND DEVELOPMENT4%EEO/AFFIRMATIVE ACTION9%OTHERCURRENT TRENDS IN HREMPHASIS ON STRATEGIC PLANNING & SUCCESSIONVP of HR is a Strategic Manager, Management Succession PlanningEMPHASIS ON COST-RELATED ISSUES / COST CONTROLGlobal Competition, Outsourcing and Downsizing

23、 NEW SPECIALTIES EMERGING IN HRHR Planning, International HR, Employee Assistance ProgramsGROWTH OF GOVERNMENTAL REGULATIONSWages (1930s), Unionization (1940s), Employment (1960s)PROFESSIONALIZATION OF HR MANAGEMENTProfessional HR Societies & HRCI (Certification Institute)THE INTERNET REVOLUTIONElec

24、tronic Recruiting, Records Management, and HRIS EXTERNAL ENVIRONMENTAL FACTORS THAT IMPACT HRMGOVERNMENT REGULATIONSFederal, State and LocalLABOR FORCE DEMOGRAPHICSWomen with ChildrenWorkforce Diversity and ImmigrantsOlder WorkersPeople with DisabilitiesYoung Persons with Limited SkillsTECHNOLOGICAL

25、 ADVANCEMENTAutomation, Obsolescence and RenewalGLOBAL COMPETITION AND CUSTOMER EXPECTATIONSECONOMIC CONDITIONS AND CYCLESOTHER PUBLICS Unions, Communities, Shareholders, etc.IMPACT OF ORGANIZATIONAL ENVIRONMENT ON HRMCORPORATE MISSION, PHILOSOPHY & CULTUREWho are we and what are we trying to accomp

26、lish?CORPORATE STRATEGIES AND OBJECTIVESGrand and Competitive Strategies ORGANIZATION POLICIES AND PROCEDURESBureaucratic vs Organic? Is Discretion Encouraged?TASKS, POSITIONS & WORK GROUPSThe Organizational “Chart”LEADERSHIP STYLESThank you!Chapter 2Strategic Human Resource ManagementWarm upDiscuss

27、ion: Share with your partners in groups of four what you have learned about strategic HRM in your preview.Presentation:Choose one to represent your group and make a presentation on what Strategic HRM is in front of the class. In this chapter, we will cover:Definition of Strategic HRMThe resource-bas

28、ed view of strategic HRMStrategic fitThree perspectives on strategic HRMDefinition IWhat is the meaning of strategy in this context? Where does the difficulty lie in the formulation of strategy?Definition IIWhat is the meaning of strategic HRM?What are the aims of strategic HRM?What are the two key

29、concepts that strategic HRM is based on?The resource-based view of strategic HRMWhere does competitive advantage arise?What are the four attributes for a firm to create sustained competitive advantage?What is the strategic goal of the resource-based view?What is the concern of resource-based strateg

30、y ?What is the significance of the resource-based view of the firm?Strategic fitWhat does strategic fit refer to?Perspectives on strategic HRM IWhat are the three HRM perspectives ?What do the three perspective mean respectively?What are the three approaches that are based on the three perspectives?

31、Perspectives on strategic HRM II- The best practice approachWhat is the assumption that best practice approach is based on?What are the best known best practices ?What are the problems with the best practice model?Perspectives on strategic HRM III- The best fit approachWhat are the three models of b

32、est fit approach?What theory is the lifecycle model based on?What are the three Best fit and competitive strategies?What are the four types of organizations that could adopt the policy of strategic configuration ?What are the limitations to the concept of best fit?Perspectives on strategic HRM IV- B

33、undlingWhat does Bundling mean?What is the aim of Bundling?What is the problem with Bundling?Summary and reinforcementIn this unit, wediscussed the definition of strategy and strategic HRMlearned about the two key concepts that strategic HRM is based onexamined the three HRM perspectives After class

34、, you choose one of the three approaches that are discussed in this chapter and write a report on how this approach will benefit your company.Thank you!Chapter 3Human Resource PlanningWarm upRole play: Suppose you, A, are the first-generation owner of a small family-owned firm. Now you are faced wit

35、h the problem of power transition to the next generation. Start a conversation with your partner B, your HR manager, and tell him/her your worries, and ask for professional suggestion. In this chapter, we will cover:HR planningScanning the External EnvironmentInternal Assessment of Organizational Wo

36、rkforceHR Planning I- HR Planning ResponsibilitiesDescribe where the HR planning responsibilities lie? HR Planning II- HR Planning in Evolving Small and Entrepreneurial OrganizationsWhat stages do the evolution of HR activities go through?How can HR planning help small business management transition

37、?Describe the steps in the HR planning process.What are the benefits of good HR planning?Scanning the External Environment IWhat is environmental scanning ?What are the external environmental factors that affect labor supply for an organization? Describe them respectively. Scanning the External Envi

38、ronment IIWhat are the alternative work schedules mentioned in the text? Are they better choices in your opinion?Which kind of alternative work arrangement do you like most? State reasons for your choice.Internal Assessment of Organizational WorkforceWhat is the starting point for internal assessmen

39、t?What questions need to be addressed during the internal assessment?What do inventory of organizational capabilities consist of?How can organizational inventory data be used in a company? Summary and reinforcementIn this unit, weexamined HR planning in a companylearned about external environment sc

40、anningdiscussed internal assessment of organizational workforce After class, you conduct an interview with your HR manager, and ask him/her how your company is using organizational inventory data. Thank you!Chapter 4Job Analysis And DesignWarm upSmall survey: Form into small groups of two. Each ask

41、your partner whether all the employers in his/her company are full-time workers. Then ask him/her to introduce the make-up of workers in his/her company and invite him/her explain the reason for that kind of composition.In this chapter, we will cover:Job analysisJob designJob design IWhat does job d

42、esign refer to?Why is job design important?Why do managers play a significant role in job design?What are the advantages of using contingent workers?Why is person-job fit important?Why is job-person match consequential?Job design IIWhat are the common approaches of job design?What is the weakness of

43、 job simplification ?What are the meanings of job enlargement and job enrichment ?What are the advantages of job rotation?What kind of person would share jobs?Job analysis IWhat is job analysis?What are the purposes of job analysis?What are the two types of job analysis mentioned in the text? Explai

44、n each one.Why are the two types of job analysis often integrated (used together)?Job analysis IIWhat are the stages in the job analysis process?Job analysis IIIWhat job analysis methods are introduced in the text?What is the limitation of the observation method?When is the method of group or panel

45、interviews useful?What is the advantage of the questionnaire method?Job analysis IVWhat is the advantage of a computerized technology-based job analysis system?How can O*Net help with job analysis?Summary and reinforcementIn this unit, weintroduced job design and its approachesIntroduced job analysi

46、s and its purposes, responsibilities, forms, implementation, and methodsAfter class, you Suppose you were the manager of your department and observe two of your colleagues performing their duties. Take notes, and later develop the notes into a report.Thank you!Chapter 5Equal Employment OpportunityWa

47、rm upDiscussion: Have you experienced discrimination in employment? Or have seen or heard such examples? Share with your partners in groups of four.Mini-play:Choose one of the stories that impressed you most in the Discussion, and act it out in front of the class. In this chapter, we will cover:Natu

48、re of Equal Employment Opportunity (EEO)Race/Ethnic/National OriginSex/Gender Discrimination Laws andRegulationsNature of Equal Employment Opportunity (EEO) IWhat is the core of equal employment? What does it mean?What are the two types of illegal employment discrimination? Explain the difference. N

49、ature of Equal Employment Opportunity (EEO) II -ConceptsWhat is a business necessity?What is the meaning of job-relatedness?What does BFOQ stand for? How to understand it?What does an employer need to do if the burden of proof is on him/her?How can employers avoid charges of retaliation?Nature of Eq

50、ual Employment Opportunity (EEO) III - Progressing Toward EEOWhat is the argument of “blind to differences” approach? What is your take on this approach?What is the meaning of “affirmative action”?What do you think of this approach? What is the counter-argument of this approach?Race/Ethnic/National

51、Origin I - equal employment laws Why is the Civil Rights Act of 1964 significant?What is Title VII of the Civil Rights Act specifically about?What is the requirement of the Civil Rights Act of 1991?What is the significance of this Act?Race/Ethnic/National Origin II - necessary considerations What ca

52、n be called harassment?Compare the arguments in the debate about Affirmative Action. Which side is more persuasive? Sex/Gender Discrimination Laws andRegulations I - WomenHow are pregnant women protected in the work place?In what situations can differences in pay between men and women in the same jo

53、bs be allowed?What does pay equity refer to?What does sexual harassment refer to?Sex/Gender Discrimination Laws &Regulations IIWhat does nepotism refer to?Why are workplace romances considered risky?How do employers usually do to address the issue of workplace romance? What is the situation in your

54、company?Summary and reinforcementIn this unit, wediscussed the Nature of Equal Employment Opportunity (EEO)learned about the legal issues and other considerations about race, ethnic and national originexamined sex/gender discrimination laws andregulationsAfter class, you research independently on th

55、e situation of Equal Employment Opportunities in China. Organize your research results into a 1,000-word report.Thank you!Chapter 6The Recruitment ProcessWarm upGroup Discussion: How to understand that “people are an inimitable asset”? In your opinion, what in a company can attract high quality empl

56、oyees?Presentation:Choose one of your group members to note down your answers of the above discussion, and make a presentation in front of the class. In this chapter, we will cover:What Is Recruiting?Corporate Mission, Objectives, Strategies and Tactics (Most) and RecruitmentRecruitingWhat is Recrui

57、tment? What are the objectives of recruitment?Corporate Mission, Objectives, Strategies and Tactics & Recruitment IWhat factors should be considered in recruitment policy formulation?What are the merits of centralized recruitment?What are the merits of decentralized recruitment?Corporate Mission, Ob

58、jectives, Strategies and Tactics & Recruitment IIWhat are the factors affecting recruitment?What do external and internal factors include?What are the advantages and disadvantages of internal recruiting?Why do organizations prefer internal sources?What do internal and external sources include?Corpor

59、ate Mission, Objectives, Strategies and Tactics & Recruitment IIIWhat is the usual practice that recruitment process follows?What interviews have you learned about in the text? Explain each one of them.Corporate Mission, Objectives, Strategies and Tactics & Recruitment IVHow does the Internet change

60、 the recruitment?What are the two main types of executive search firms? Explain them respectively.Are traditional recruiting methods still useful? Use examples to explain.Summary and reinforcementIn this unit, wediscussed what recruiting isexplained recruitment policies, practices, influencing facto