Chapter人力資源管理導(dǎo)論

Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall第1章人力資源管理導(dǎo)論IntroductionStanford’sRestaurantinLakeOswego?

Summarizethepassage（P2）1–4Explainwhathumanresourcemanagementis.Showwithexampleswhyhumanresourcemanagementisimportanttoallmanagers.Illustratethehumanresourcesresponsibilitiesoflineandstaff(HR)managers.Brieflydiscussandillustrateeachoftheimportanttrendsinfluencinghumanresourcemanagement.Listandbrieflydescribeimportanttrendsinhumanresourcemanagement.LEARNINGOUTCOMESCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–5解釋什么是人力資源管理舉例說明為什么人力資源管理對(duì)所有的管理者而言都很重要。說明直線管理人員和職能（人力資源）管理人員在人力資源管理中各自承擔(dān)的職責(zé)。簡(jiǎn)要說明和闡述會(huì)對(duì)人力資源管理產(chǎn)生影響的每一種重要趨勢(shì)。列舉并簡(jiǎn)要描述人力資源管理的若干重要發(fā)展趨勢(shì)。學(xué)習(xí)目標(biāo)KeyPointExplainwhathumanresourcemanagementis.Illustratethehumanresourcesresponsibilitiesoflineandstaff(HR)managers.Listandbrieflydescribeimportanttrendsinhumanresourcemanagement.重點(diǎn)解釋什么是人力資源管理。說明直線管理人員和職能（人力資源）管理人員在人力資源管理中各自承擔(dān)的職責(zé)。列舉并簡(jiǎn)要描述人力資源管理的若干重要發(fā)展趨勢(shì)。DifficultPointImportanttrendsinhumanresourcemanagement.難點(diǎn)人力資源管理的若干重要發(fā)展趨勢(shì)1.

1)WhatisHumanResourceManagement(HRM)?Inyourownwords(En/Ch)1–11HumanResourceManagementatWorkWhatIsHumanResourceManagement(HRM)?Theprocessofacquiring,training,appraising,andcompensatingemployees,andofattendingtotheirlaborrelations,healthandsafety,andfairnessconcerns.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–121.1)組織中的人力資源管理什么是人力資源管理(HRM)?人力資源管理是一個(gè)獲取、培訓(xùn)、評(píng)價(jià)和報(bào)酬員工的過程，同時(shí)也是一個(gè)關(guān)注勞工關(guān)系、健康和安全以及與公平等方面問題的過程。1–132)HRMRelatestoM?

TheManagementProcessPlanningOrganizingLeadingStaffingControllingCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–14管理過程計(jì)劃組織領(lǐng)導(dǎo)人事控制1–15HumanResourceManagementProcessesAcquisitionTrainingAppraisalCompensationLaborRelationsHealthandSafetyFairnessHumanResourceManagement(HRM)Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–16人力資源管理流程獲取培訓(xùn)評(píng)價(jià)薪酬勞資關(guān)系員工健康和安全公正人力資源管理2.WhyisHRMimportanttoallmanagers?1–182.PersonnelMistakes(ImportanceofHRM)HirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourfirmincourtbecauseofdiscriminatoryactionsHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpracticesCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–192.人事工作的錯(cuò)誤（人力資源管理的重要性）雇用了不合適的人來承擔(dān)某一職位員工的流動(dòng)率很高不能讓自己的員工把工作做到最好在沒用的面試?yán)速M(fèi)了很多時(shí)間由于采取了歧視性的做法而使公司被訴諸法庭員工覺得自己的薪資與組織中的其他人相比不公平因員工受到的培訓(xùn)不足而導(dǎo)致本部門的工作有效性受損

發(fā)生任何不公正的勞資關(guān)系行為1–203.LineandStaffAspectsofHRMLineManagerIsauthorized(haslineauthority)todirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.StaffManagerAssistsandadviseslinemanagers.Hasfunctionalauthoritytocoordinatepersonnelactivitiesandenforceorganizationpolicies.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–213.直線管理和職能管理中的人力資源管理直線經(jīng)理擁有直線權(quán)力來指揮下屬并為組織任務(wù)的完成負(fù)責(zé)。職能經(jīng)理協(xié)助直線經(jīng)理，向其提建議擁有職能權(quán)力來協(xié)調(diào)人事活動(dòng)和強(qiáng)化組織政策1–22LineManagers’HRMResponsibilitiesPlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsthatarenewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthefirm’spoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentmoraleProtectingemployees’healthandphysicalconditionCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–23直線經(jīng)理的人力資源管理責(zé)任1．把正確的人放到正確的職位上去2．使新員工融入組織（入職引導(dǎo)）3．培訓(xùn)員工承擔(dān)新的職位4．改進(jìn)每一位員工的工作績(jī)效5．爭(zhēng)取他人的合作，建立順暢的工作關(guān)系6．解釋公司的政策和程序7．控制勞動(dòng)力成本8．開發(fā)每一位員工的能力9．創(chuàng)造并維持部門員工的工作士氣10．保護(hù)員工的健康和身體狀況TrendsNewmethods1–24HumanResourceManagers’DutiesLineFunction

LineAuthority

ImpliedAuthorityStaffFunctions

StaffAuthority

Innovator/AdvocacyFunctionsof

HRManagersCoordinative

Function

FunctionalAuthorityCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–25人力資源經(jīng)理的職責(zé)直線職能

直線權(quán)力、隱性權(quán)力人事職能

人事權(quán)力

創(chuàng)新者、維護(hù)者人力資源經(jīng)理的職能協(xié)調(diào)職能

職能權(quán)力1–26HumanResourceSpecialtiesRecruiterEEOcoordinatorLaborrelationsspecialistTrainingspecialistJobanalystCompensationmanagerHumanResourceSpecialtiesCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–27人力資源專家招募者公平就業(yè)機(jī)會(huì)協(xié)調(diào)員勞資關(guān)系專家培訓(xùn)專家職位分析薪酬經(jīng)理人力資源專家1–28NewApproachestoOrganizingHRTransactionalHRgroupCorporate

HRgroupEmbedded

HRunitNewHRServicesGroupsCentersofExpertiseoutsourceDiscussstrategyplanwithtopmanagementHRattendsomedepartmentsConsultantwithincompanyCase:IBMcompany—build3differentteamsforserviceCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–29組織人力資源的新方法交易型人力資源服務(wù)公司型人力資源服務(wù)嵌入型人力資源服務(wù)新型人力資源服務(wù)團(tuán)隊(duì)專家中心CoorperationbetweenLineandHRLineManagerHRManagerLineManagerDetermineQualificationsRecruitmentFirstSelectionandInterviewTestsFinalSelectionExpectDesignTrainingprogramDoItTrends

Shaping

HumanResourceManagement?Discussion:P(10-16)1–325.TrendsShapingHumanResourceManagementGlobalization

andCompetitionTrendsTechnologicalTrendsIndebtedness(“Leverage”)andDeregulationTrendsintheNatureofWorkWorkforceandDemographicTrendsEconomicChallengesandTrendsTrendsinHRManagementCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–335.影響人力資源管理的若干趨勢(shì)全球化和競(jìng)爭(zhēng)潮流技術(shù)潮流負(fù)債增加（“杠桿機(jī)制”）和管制放松工作性質(zhì)變化潮流勞動(dòng)力隊(duì)伍和人口結(jié)構(gòu)發(fā)展趨勢(shì)

經(jīng)濟(jì)挑戰(zhàn)人力資源管理中的趨勢(shì)TechnologyTrendDell--CallCenterZara–QuicklymakeproductsLockheed-Martin–Virtualworkenvironment1–35TrendsintheNatureofWorkHigh-Tech

JobsService

JobsChangesinHowWeWorkKnowledgeWorkandHumanCapital（P13）ChadToulouseworkerDell:accordingtotheordertoorganizeCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–36工作性質(zhì)變化的潮流高技術(shù)工作服務(wù)型工作我們工作方式的變化知識(shí)型員工和人力資本1–37WorkforceandDemographicTrendsDemographicTrendsGeneration“Y”RetireesNontraditionalWorkersTrendsAffectingHumanResourcesHighturnoverMorepraiseHigherperformanceRehireForecastAttractandholdMultipleContingentPart-timeAlternativeCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–38勞動(dòng)力隊(duì)伍和人口結(jié)構(gòu)發(fā)展趨勢(shì)人口學(xué)趨勢(shì)“Y”一代退休員工非傳統(tǒng)員工影響人力資源的趨勢(shì)1–39TABLE1–1

DemographicGroupsasaPercentoftheWorkforce,1986–2016Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–40表1–1

各人口群體在勞動(dòng)力隊(duì)伍中所占的百分比，1986——2016表1-1各人口群體在勞動(dòng)力隊(duì)伍中所占的百分比，1986——2016年齡，族裔，種族1986199620062016年齡：16-2419.8%15.8%14.8%12.7%25-5467.572.368.464.655+12.611.916.822.7非西班牙裔白人79.875.369.164.6黑人10.711.311.412.3亞裔2.94.34.45.3西班牙裔6.99.513.716.4來源：選自/emp/emplabor01.pdf,2008-10-20.1–416.ImportantTrendsinHRMTheNewHRManagersHigh-PerformanceWorkSystemsStrategic

HRM（P18）Evidence-BasedHRMManaging

EthicsHR

CertificationHumanResourceManagementTrendsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–426.人力資源管理的重要趨勢(shì)新型人力資源管理者高績(jī)效工作系統(tǒng)戰(zhàn)略性人力資源管理循證人力資源管理管理倫理人力資源認(rèn)證人力資源管理趨勢(shì)1–43MeetingToday’sHRMChallengesFocusmoreon“bigpicture”(strategic)issuesFindnewwaystoprovidetransactionalservicesTheNewHumanResourceManagersAcquirebroaderbusinessknowledgeandnewHRMproficienciesSignicastCorp.AnewcomputerizedplantOtherknowledge:Marketing;FinanceCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–44應(yīng)對(duì)當(dāng)今人力資源管理挑戰(zhàn)需要更多地關(guān)注全局性問題需要發(fā)現(xiàn)提供事務(wù)性服務(wù)的新方法

新型人力資源管理者應(yīng)當(dāng)具備新的專業(yè)技能1–45TABLE1–2

SomeTechnologicalApplicationstoSupportHRTechnologyHowUsedbyHRApplicationserviceproviders(ASPs)andtechnologyoutsourcingASPsprovidesoftwareapplication,forinstance,forprocessingemploymentapplications.TheASPshostandmanagetheservicesfortheemployerfromtheirownremotecomputersWebportalsEmployersusethese,forinstance,toenableemployeestosignupforandmanagetheirownbenefitspackagesandtoupdatetheirpersonalinformationStreamingdesktopvideoUsed,forinstance,tofacilitatedistancelearningandtrainingortoprovidecorporateinformationtoemployeesquicklyandinexpensivelyInternet-andnetwork-monitoringsoftwareUsedtotrackemployees’Internetande-mailactivitiesortomonitortheirperformanceElectronicsignaturesLegallyvalide-signaturesthatemployersusetomoreexpeditiouslyobtainsignaturesforapplicationsandrecordkeepingElectronicbillpresentment

andpaymentUsed,forinstance,toeliminatepaperchecksandtofacilitatepaymentstoemployeesandsuppliersDatawarehousesandcomputerizedanalyticalprogramsHelpHRmanagersmonitortheirHRsystems.Forexample,theymakeiteasiertoassessthingslikecostperhire,andtocomparecurrentemployees’skillswiththefirm’sprojectedstrategicneedsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–46表1–2

一些支持人力資源管理的技術(shù)應(yīng)用技術(shù)在人力資源領(lǐng)域中如何應(yīng)用應(yīng)用服務(wù)提供商（APS）與技術(shù)外包應(yīng)用服務(wù)提供商提供應(yīng)用軟件，比如用來處理求職申請(qǐng)表的軟件。應(yīng)用服務(wù)提供商通過自己的遠(yuǎn)程計(jì)算機(jī)來為企業(yè)提供服務(wù)并對(duì)其進(jìn)行管理門戶網(wǎng)站舉例來說，企業(yè)利用這種門戶網(wǎng)站讓員工來進(jìn)行注冊(cè)，同時(shí)管理他們自己的總體福利包，還包括自行更新個(gè)人信息桌面流媒體視頻比如可用來促進(jìn)遠(yuǎn)程學(xué)習(xí)和培訓(xùn)，還可以利用這種方式快速地、低成本地向員工提供公司相關(guān)信息互聯(lián)網(wǎng)與網(wǎng)絡(luò)監(jiān)控軟件用來追蹤員工在互聯(lián)網(wǎng)上的以及收發(fā)郵件的活動(dòng)信息，或者是監(jiān)控他們的績(jī)效表現(xiàn)電子簽名雇主可以運(yùn)用具有法律效力的電子簽名來更加迅速地獲得求各種申請(qǐng)表及存檔所需要的簽名電子賬單的呈遞與支付比如可以用來取代紙質(zhì)的支票，同時(shí)方便企業(yè)向員工和供貨商進(jìn)行相應(yīng)的支付數(shù)據(jù)庫與計(jì)算機(jī)化的分析程序幫助人力資源管理者監(jiān)控公司的人力資源體系。例如，它們可以使企業(yè)更容易獲得每次的員工雇用成本，還能將現(xiàn)有員工的技能與企業(yè)的預(yù)期戰(zhàn)略需求加以對(duì)照。1–47ManagingEthicsEthicsStandardsthatsomeoneusestodecidewhathisorherconductshouldbeHRM-relatedEthicalIssuesWorkplacesafetySecurityofemployeerecordsEmployeetheftAffirmativeactionComparableworkEmployeeprivacyrightsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–48倫理道德管理倫理是某人用來決定他的行為應(yīng)該是什么的標(biāo)準(zhǔn)與人力資源管理有關(guān)的倫理道德問題工作場(chǎng)所安全員工記錄的安全性員工偷竊積極的反歧視行動(dòng)可比性工作員工隱私權(quán)1–49HRCertificationHRisbecomingmoreprofessionalized.SocietyforHumanResourceManagement(SHRM)SHRM’sHumanResourceCertificationInstitute(HRCI)SPHR(SeniorProfessionalinHR)certificateGPHR(GlobalProfessionalinHR)certificatePHR(ProfessionalinHR)certificateCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall1–50人力資源管理認(rèn)證人力資源變得越來越專業(yè)化美國人力資源管理協(xié)會(huì)(SHRM)美國人力資