人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件

獲取競爭優(yōu)勢(shì)的人力資源管理

HumanResourceManagementGainingACompetitiveAdvantage獲取競爭優(yōu)勢(shì)的人力資源管理HumanResourceM1

1人力資源管理導(dǎo)論

IntroductiontoHuman

ResourceManagement本章問題：

l

什么是人力資源管理以及它在企業(yè)管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l

傳統(tǒng)的人事管理如何發(fā)展到現(xiàn)代人力資源管理？Comparethetraditionalpersonnelmanagementandthemodernhumanresourcemanagement.l

人力資源管理如何贏得競爭優(yōu)勢(shì)？HowtogainthecompetitiveadvantagethroughHRM?

1人力資源管理導(dǎo)論

2

1.1

人是企業(yè)最寶貴的資源

HumanBeingIstheMostImportantResourceintheWorld

企業(yè)的資源包括：人財(cái)，物，時(shí)間，技術(shù)，信息軟，活，感性，能動(dòng)硬，死，理性，被動(dòng)

1.1

人是企業(yè)最寶貴的資源

HumanBein31.2Definition

l

人力資源：企業(yè)內(nèi)外具有勞動(dòng)能力人的總和。Humanresourcesthesummationofmanpower,includinginternalandexternallaborforcesofthecompany.l

人力資源管理是指影響企業(yè)員工態(tài)度，行為和工作績效的各種政策，實(shí)踐和制度。HumanresourcemanagementThepolicies,practicesandsystemsoneneedstoimpacttheaspectsofemployees,includingtheirmanners,behaviorsandperformances.

1.2Definitionl

人力資源：企業(yè)內(nèi)外具有勞4

2TheTrendofHRManagement2.1Theearlyyears經(jīng)驗(yàn)管理階段(industrialrevolution)Theadventofmachinepower,massproduction,andefficienttransportationneedsaformaltheorytoguidemanagerstorunningtheirorganizations.

2TheTrendofHRManag52.2classicalmanagement古典管理理論（1900s）l

FayolFunctionstheoryincludingplanning,organizing,commanding,coordinating,controlling.l

Weber

Bureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipsl

TalorPrinciplesofscientificmanagement.Fourprinciplesofmanagement:2.2classicalmanagement古典管理理論6developmentascienceforeachelementofanindividual’swork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.developmentascienceforeach72.3HawthorneStudies霍桑實(shí)驗(yàn)(1927-1932)

Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.3HawthorneStudies霍桑實(shí)驗(yàn)(19282.4thehumanrelationsmovement

人際關(guān)系運(yùn)動(dòng)(1960s~1970s)

Maslow,HumanisticPsychologist.Hierarchyofhumanneeds:physiological.safetySocialesteemself-actualization2.4thehumanrelationsmoveme92.5BehaviorScienceTheories

行為科學(xué)(1960s~1970s)

Agroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.Vroom,Herzberg,leadership,employeemotivation,jobdesign,conflict,organizationdesign.2.5BehaviorScienceTheories102.6OrganizationalCulture

企業(yè)文化(1980s)

Asystemofsharedmeaningwithinanorganizationthatdetermines,inlargedegree,howemployeesact.7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.6OrganizationalCulture

112.7RecentTrendsandIssues

當(dāng)代趨勢(shì)（1990s）

l

workforcediversity(勞動(dòng)力多元化),employeesinorganizationsareheterogeneousintermsofgender,race,ethnicity,orothercharacteristics.l

Totalqualitymanagement（全面質(zhì)量管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationsl

Re-engineering（企業(yè)流程再造）.Aradicalredesignofallorpartofacompany’sworkprocessestoimproveproductivityandfinancialperformance.2.7RecentTrendsandIssues

12l

Bimodalworkforce（雙峰勞動(dòng)力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.l

Downsizing（下崗裁員）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.l

Contingentworkers（彈性工人）.Part-time,temporaryorfreelanceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodon’twantafulltimeposition

l

Bimodalworkforce（雙峰勞動(dòng)力）.13從傳統(tǒng)的人事管理到現(xiàn)代

人力資源管理

Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement從傳統(tǒng)的人事管理到現(xiàn)代

人力資源管理

143.1影響變遷的因素

thefactorsimpactingthetransitions

l

environment:developmentofhigh-tech,globaleconomy,theemergenceofaserviceeconomy,demographictrends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.l

people:bettereducation,self-expectation,white–collar,treatyunionmovement3.1影響變遷的因素

thefactorsimpa15

164.StrategicFunctionOfHumanResourceManagement

4.1企業(yè)戰(zhàn)略businessstrategy4.2人力資源戰(zhàn)略功能functionofHRstrategies迎接三大挑戰(zhàn)threecompetitivechallenges(1)

全球化globalization“world-is–in-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.4.StrategicFunctionOfHum17l

Multinationalcorporation(MNC)多國公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.

Transnationalcorporation(TNC).跨國公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.l

Multinationalcorpor18UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;findingagoodmarchbetweenUnilever’sproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.DiscussingroupsculturalcharacteristicsofChinaUNILEVERCROSS-CULTURALTRAINI19人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件20人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件21人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件22人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件23l

TheEuropeanUnion（歐盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,computers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.l

NorthAmericanFreeTradeAgreement（北美自由貿(mào)易區(qū)）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.l

AsiaPacificEconomicCooperation（亞太經(jīng)濟(jì)貿(mào)易區(qū)）l

TheEuropeanUnion（24(2)

高績效工作系統(tǒng)

high-performanceworksystem

Theworksystemthatcombinessocialsystemandtechniquessystemtogetherintheenterprises.l

Newtechnologyareincreasingclericalfunctionssuchastechnical,managerial,professionalfunctions.Job,organizationstructurewillberedesigned.Newincentiveandcompensationplans,newjobdescriptionswritten,newemployeeselection,evaluationandnewprogramswillbeinstituted.l

Increasedcompetitionandshorterproductlifecyclesarecreatingtheneedformoreflexible,adaptablecompanies.(2)

高績效工作系統(tǒng)

high-performanc25Aa

TeamworkA

workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmustperform,thememberswillneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.l

Jobenlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltaskstoanemployeeinordertomakehisjobmorevariedandinteresting.Jobenrichment:changefiguresofajobotherthancompensation,

AaTeamworkAworkersho26

(3)滿足相關(guān)群體的需求

Satisfytheneedsoftherelatedgroups

?Stockholders

?Consumers?Employees---qualityofworklife(QWL)

(3)滿足相關(guān)群體的需求

Satisfythen275.Coordinationofhumanresourcemanagementandbusinessstrategies

5.1cooperativelineandstaffhumanresourcemanagement5.Coordinationofhumanreso28

Departmentsupervision(Line)

Personnel(staff)

Recruit-ingAndHiring

Prepareoutliningspecificqualificationsofemployeesforspecificpositions.

Interviewandselection

ConductskilledinterviewsMakedecisionofhiringWrittenjobdescription

Makeplanofadvanceposition.

DeveloppotentialcandidatesReferbestcandidatestosupervisorTrainanddevelop-ment

Instructandtrainnewemployees

Suggestionabouttrain

ProvideinformationabouttotalqualitymanagementandworkteamPlanningtrainingprogramsGivesuggestionofHRDevelopemployeejobperformancetoolKeepcompleterecordofpersonnelMakecareerplanDepartmentsupervision(Line)29Compen-sation

Provideinformationofpositionanditsvalues

Decidethewagelevel

AppraisalperformanceParticipatetheplanningoffinancialincentives,benefitsandservices

Carryouttheperformanceappraisal

Job

Investigationofsalarylevel

Suggestionaboutpayplans

DiscussionsubsidizeandbenefitswithlinemanagersSuperviseinsurancepayLaborRelation

EstablishdaytodayrelationshipofrespectandtrustwithunionofficialsConsistentlyapplylaborcontracttermsSmoothworkers’complainwayTakepartinwagebargainingwithHRmanagersAdvisesupervisorsandfindoutthefactsongrievancesDiagnosethequestionsandlabordifficultiesInvestigationforwagebargainingTrainlinemanagerstoexplainworkcontractslists

Provideinformationo305.2企業(yè)戰(zhàn)略和人力資源管理開發(fā)戰(zhàn)略的協(xié)調(diào)

CoordinatingBusinessStrategyAnd

HRMDStrategy人力資源戰(zhàn)略HRStrategy根據(jù)企業(yè)戰(zhàn)略來制定人力資源管理計(jì)劃和方法，并通過人力資源管理活動(dòng)來實(shí)現(xiàn)企業(yè)的戰(zhàn)略目標(biāo)。FormulateHRmanagementplansaccordingtobusinessstrategicplanandexecutebusinessstrategicobjectivethroughHRmanagement.

5.2企業(yè)戰(zhàn)略和人力資源管理開發(fā)戰(zhàn)略的協(xié)調(diào)

31

人力資源戰(zhàn)略的類型

TYPESOFHRSTRATEGY

累積型戰(zhàn)略

Accumulation效用型戰(zhàn)略

Utilization協(xié)助型戰(zhàn)略

Facilitation

人力資源戰(zhàn)略的類型

T32RELATIONSHIPBETWEENHRSTRATEGYANDBUSINESSSTRATEGYBusinessStrategyOrganizationalActionHrStrategy防御者戰(zhàn)略內(nèi)部穩(wěn)定性累積型戰(zhàn)略部署PreventionInternalstabilityAccumulation產(chǎn)品市場狹窄有限的環(huán)境偵察集中化追求員工最大化的參與,重視技效率導(dǎo)向控制系統(tǒng)標(biāo)準(zhǔn)化運(yùn)作程序能培訓(xùn)，獲取員工的卓越潛能分析者戰(zhàn)略彈性協(xié)助型戰(zhàn)略AnalyzerFlexibilityFacilitation追求新市場嚴(yán)密和全面的規(guī)劃追求新知識(shí)的學(xué)習(xí)，創(chuàng)造性員工維持目前市場提供低成本獨(dú)特產(chǎn)品正確人員配置,組織結(jié)構(gòu)化及協(xié)調(diào)探索者戰(zhàn)略不斷改變性效用型戰(zhàn)略ExplorerContinualChangingUtilization持續(xù)地尋求新市場廣泛的環(huán)境偵察，分權(quán)不承擔(dān)提高員工技能的培訓(xùn);只雇傭外部導(dǎo)向控制系統(tǒng)，快速資源配具有崗位所需技能且能夠立即工作的產(chǎn)品市場創(chuàng)新者置，非正式化組織結(jié)構(gòu)員工，員工知識(shí)和崗位相適應(yīng)RELATIONSHIPBETWEENHRSTRAT33HRcost10%30%60%

HRaddedvalueHUMANRESOURCECOSTANDHUMANRESOURCEADDEDVALUE7060%30%10%icedeliverAdministrationStrategicHRMAdministrationHRM30%70%70%30%costAddedvaluesHRaddedvalueHUMAN34獲取競爭優(yōu)勢(shì)的人力資源管理

HumanResourceManagementGainingACompetitiveAdvantage獲取競爭優(yōu)勢(shì)的人力資源管理HumanResourceM35

1人力資源管理導(dǎo)論

IntroductiontoHuman

ResourceManagement本章問題：

l

什么是人力資源管理以及它在企業(yè)管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l

傳統(tǒng)的人事管理如何發(fā)展到現(xiàn)代人力資源管理？Comparethetraditionalpersonnelmanagementandthemodernhumanresourcemanagement.l

人力資源管理如何贏得競爭優(yōu)勢(shì)？HowtogainthecompetitiveadvantagethroughHRM?

1人力資源管理導(dǎo)論

36

1.1

人是企業(yè)最寶貴的資源

HumanBeingIstheMostImportantResourceintheWorld

企業(yè)的資源包括：人財(cái)，物，時(shí)間，技術(shù)，信息軟，活，感性，能動(dòng)硬，死，理性，被動(dòng)

1.1

人是企業(yè)最寶貴的資源

HumanBein371.2Definition

l

人力資源：企業(yè)內(nèi)外具有勞動(dòng)能力人的總和。Humanresourcesthesummationofmanpower,includinginternalandexternallaborforcesofthecompany.l

人力資源管理是指影響企業(yè)員工態(tài)度，行為和工作績效的各種政策，實(shí)踐和制度。HumanresourcemanagementThepolicies,practicesandsystemsoneneedstoimpacttheaspectsofemployees,includingtheirmanners,behaviorsandperformances.

1.2Definitionl

人力資源：企業(yè)內(nèi)外具有勞38

2TheTrendofHRManagement2.1Theearlyyears經(jīng)驗(yàn)管理階段(industrialrevolution)Theadventofmachinepower,massproduction,andefficienttransportationneedsaformaltheorytoguidemanagerstorunningtheirorganizations.

2TheTrendofHRManag392.2classicalmanagement古典管理理論（1900s）l

FayolFunctionstheoryincludingplanning,organizing,commanding,coordinating,controlling.l

Weber

Bureaucracyaformoforganizationmarkedbydivisionoflabor,hierarchyandregulations,andimpersonalrelationshipsl

TalorPrinciplesofscientificmanagement.Fourprinciplesofmanagement:2.2classicalmanagement古典管理理論40developmentascienceforeachelementofanindividual’swork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionswhichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.developmentascienceforeach412.3HawthorneStudies霍桑實(shí)驗(yàn)(1927-1932)

Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsightsingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.3HawthorneStudies霍桑實(shí)驗(yàn)(192422.4thehumanrelationsmovement

人際關(guān)系運(yùn)動(dòng)(1960s~1970s)

Maslow,HumanisticPsychologist.Hierarchyofhumanneeds:physiological.safetySocialesteemself-actualization2.4thehumanrelationsmoveme432.5BehaviorScienceTheories

行為科學(xué)(1960s~1970s)

Agroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.Vroom,Herzberg,leadership,employeemotivation,jobdesign,conflict,organizationdesign.2.5BehaviorScienceTheories442.6OrganizationalCulture

企業(yè)文化(1980s)

Asystemofsharedmeaningwithinanorganizationthatdetermines,inlargedegree,howemployeesact.7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.6OrganizationalCulture

452.7RecentTrendsandIssues

當(dāng)代趨勢(shì)（1990s）

l

workforcediversity(勞動(dòng)力多元化),employeesinorganizationsareheterogeneousintermsofgender,race,ethnicity,orothercharacteristics.l

Totalqualitymanagement（全面質(zhì)量管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationsl

Re-engineering（企業(yè)流程再造）.Aradicalredesignofallorpartofacompany’sworkprocessestoimproveproductivityandfinancialperformance.2.7RecentTrendsandIssues

46l

Bimodalworkforce（雙峰勞動(dòng)力）.Employeestendtoperformeitherlow-skilledservicejobsfornear-minimumwageorhigh-skilledwill-payingjobs.l

Downsizing（下崗裁員）.Organizationalrestructuringeffortsinwhichindividualsarelaidofffromtheirjobs.l

Contingentworkers（彈性工人）.Part-time,temporaryorfreelanceemployees.Whoarecontingentworkers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferentjoboptions,seniorswhodon’twantafulltimeposition

l

Bimodalworkforce（雙峰勞動(dòng)力）.47從傳統(tǒng)的人事管理到現(xiàn)代

人力資源管理

Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement從傳統(tǒng)的人事管理到現(xiàn)代

人力資源管理

483.1影響變遷的因素

thefactorsimpactingthetransitions

l

environment:developmentofhigh-tech,globaleconomy,theemergenceofaserviceeconomy,demographictrends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.l

people:bettereducation,self-expectation,white–collar,treatyunionmovement3.1影響變遷的因素

thefactorsimpa49

504.StrategicFunctionOfHumanResourceManagement

4.1企業(yè)戰(zhàn)略businessstrategy4.2人力資源戰(zhàn)略功能functionofHRstrategies迎接三大挑戰(zhàn)threecompetitivechallenges(1)

全球化globalization“world-is–in-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.4.StrategicFunctionOfHum51l

Multinationalcorporation(MNC)多國公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.

Transnationalcorporation(TNC).跨國公司AcompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.l

Multinationalcorpor52UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;findingagoodmarchbetweenUnilever’sproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.DiscussingroupsculturalcharacteristicsofChinaUNILEVERCROSS-CULTURALTRAINI53人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件54人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件55人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件56人力資源管理知識(shí)-0獲取競爭優(yōu)勢(shì)的人力資源管理課件57l

TheEuropeanUnion（歐盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,computers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.l

NorthAmericanFreeTradeAgreement（北美自由貿(mào)易區(qū)）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.l

AsiaPacificEconomicCooperation（亞太經(jīng)濟(jì)貿(mào)易區(qū)）l

TheEuropeanUnion（58(2)

高績效工作系統(tǒng)

high-performanceworksystem

Theworksystemthatcombinessocialsystemandtechniquessystemtogetherintheenterprises.l

Newtechnologyareincreasingclericalfunctionssuchastechnical,managerial,professionalfunctions.Job,organizationstructurewillberedesigned.Newincentiveandcompensationplans,newjobdescriptionswritten,newemployeeselection,evaluationandnewprogramswillbeinstituted.l

Increasedcompetitionandshorterproductlifecyclesarecreatingtheneedformoreflexible,adaptablecompanies.(2)

高績效工作系統(tǒng)

high-performanc59Aa

TeamworkA

workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmustperform,thememberswillneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.l

Jobenlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltaskstoanemployeeinordertomakehisjobmorevariedandinteresting.Jobenrichment:changefiguresofajobotherthancompensation,

AaTeamworkAworkersho60

(3)滿足相關(guān)群體的需求

Satisfytheneedsoftherelatedgroups

?Stockholders

?Consumers?Employees---qualityofworklife(QWL)

(3)滿足相關(guān)群體的需求

Satisfythen615.Coordinationofhumanresourcemanagementandbusinessstrategies

5.1cooperativelineandstaffhumanresourcemanagement5.Coordinationofhumanreso62

Departmentsupervision(Line)

Personnel(staff)

Recruit-ingAndHiring

Prepareoutliningspecificqualificationsofemployeesforspecificpositions.

Interviewandselection

ConductskilledinterviewsMakedecisionofhiringWrittenjobdescription

Makeplanofadvanceposition.

DeveloppotentialcandidatesReferbestcandidatestosupervisorTrainanddevelop-ment

Instructandtrainnewemployees

Suggestionabouttrain

ProvideinformationabouttotalqualitymanagementandworkteamPlanningtrainingprogramsGivesuggestionofHRDevelopemployeejobperformancetoolKeepcompleterecordofpersonnelMakecareerplanDepartmentsupervision(Line)63Compen-sation