人力資源管理與企業(yè)戰(zhàn)略課件

人力資源管理與企業(yè)戰(zhàn)略AligningHumanResourcesandBusinessStrategy人力資源管理與企業(yè)戰(zhàn)略AligningHumanResoDistinctivehumanresourcesarefirms'corecompetenciesDistinctivehumanresourcesarBCGMcKinsey吸引有經(jīng)驗(yàn)的業(yè)界人士強(qiáng)調(diào)不同背景和企業(yè)家精神直接投入工作外部培訓(xùn)創(chuàng)業(yè)/創(chuàng)新環(huán)境著眼于個(gè)人的激勵(lì)性薪酬員工離職一般自己創(chuàng)業(yè)戰(zhàn)略：客戶化解決方案校園招聘傾向于技術(shù)背景在咨詢方面“一張白紙”全面的內(nèi)部培訓(xùn)員工離職一般就任公司高級(jí)經(jīng)理戰(zhàn)略：標(biāo)準(zhǔn)化的產(chǎn)品富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力BCGMcKinsey吸引有經(jīng)驗(yàn)的業(yè)界人士戰(zhàn)略：客戶化解決SearsNordstrom嚴(yán)格、科學(xué)的招聘測(cè)試全面的精細(xì)的培訓(xùn)（產(chǎn)品知識(shí)、操作系統(tǒng)、推銷技巧）通過定期的員工調(diào)查了解員工的態(tài)度和士氣直接工資為主，傭金為輔的薪酬制度以日用品為主的零售連鎖店分散化的招聘，無正式考試應(yīng)聘者要具有與客戶交往的經(jīng)歷強(qiáng)調(diào)雇員的判斷力和自主性按業(yè)績(jī)排名，內(nèi)部晉升，末位淘汰傭金制時(shí)尚導(dǎo)向的零售連鎖店富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力SearsNordstrom嚴(yán)格、科學(xué)的招聘測(cè)試以日用品為主FedExUPS分權(quán)化：?jiǎn)T工被授權(quán)采取一切措施完成工作沒有細(xì)致的條例精細(xì)的導(dǎo)向課程，發(fā)達(dá)的溝通渠道，確保員工得到充分信息每六個(gè)月進(jìn)行一次互動(dòng)（交談）技能測(cè)試技能工資制外部招聘集中于隔夜快遞通過時(shí)間動(dòng)作分析規(guī)定工作細(xì)節(jié)規(guī)定工作標(biāo)準(zhǔn)并傳達(dá)給員工，天天評(píng)估每個(gè)人的工作除集體談判簽約外沒有員工參與高工資、高福利，提供收益分享計(jì)劃和股票期權(quán)計(jì)劃內(nèi)部晉升寬產(chǎn)品線，流水化生產(chǎn)富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力FedExUPS分權(quán)化：?jiǎn)T工被授權(quán)采取一切措施完成工作集中Coca-ColaPepsi雇傭大學(xué)畢業(yè)生集中、細(xì)致的培訓(xùn)工作安全性內(nèi)部晉升資歷為基礎(chǔ)的工資家庭文化集中決策針對(duì)部門、公司層次的業(yè)績(jī)?cè)u(píng)估維持地位和形象招聘有經(jīng)驗(yàn)的人工作安全性低鼓勵(lì)個(gè)人間的競(jìng)爭(zhēng)，提拔競(jìng)爭(zhēng)優(yōu)勝者股票期權(quán)計(jì)劃員工忠誠(chéng)度低分權(quán)化針對(duì)個(gè)人的業(yè)績(jī)?cè)u(píng)定通過多元化占領(lǐng)市場(chǎng)空檔富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力Coca-ColaPepsi雇傭大學(xué)畢業(yè)生維持地位和形象招SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementSHRMisthelinkingofHRMwitThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesThe5-PModelORGANIZATIONALSTPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPepsi-ColaInternational’sstrPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelPCI’sstrategicbusinessobjecHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESHumanResourcesPoliciesHuman1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModel1.HUMANRESOURCESPHILOSOPHYTAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYAstatementofthecultureatLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOURBRANDSWewilLEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewil2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModel2.HUMANRESOURCESPOLICIESAllHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIESHRpolicycanlinkvalueswith3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModel3.HUMANRESOURCESPROGRAMSShaGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMSGenericquestionshelptoiden4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModel4.HUMANRESOURCESPRACTICESLEMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriateOPERATIONALROLESContentisfarmorespecificthanfortheotherrolesThe5-PModel:PRACTICESMANAGERIALROLESMakesurethat5.HUMANRESOURCESPROCESSESThisareadealswith"how"alltheotherHRactivitiesareidentified,formulated,andimplemented.The5-PModel5.HUMANRESOURCESPROCESSESThStrategy-HRfit:Doesitreallymatter?Strategy-HRfit:DoesitreaFIT:theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirm'sstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusiveStrategy-HRfitFIT:theeffectivenessofanyIfthefactsdon'tfitthetheory,fixthefacts.Strategy-HRfitIfthefactsdon'tfitthetheThesystemarchitecturelevel(consistsoftheguidingprinciples)LittlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategiesThepolicyalternativeslevel(thedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted)Howfitwithstrategymighttakeonimportance”Product"level(theimmediateproducttheHRpracticesaimtoproduce)AstrongneedtotieHRtostrategyexistsPractice-processlevel(thebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems)ThisissueofinternalfitwillbeleftforafutureresearchStrategy-HRfitThesystemarchitecturelevel學(xué)習(xí)型組織與人力資源管理學(xué)習(xí)型組織與人力資源管理學(xué)習(xí)型組織的五項(xiàng)修煉自我超越（PersonalMastery）改善心智模式（ImprovingMentalModels）建立共同愿景（BuildingSharedVision）團(tuán)體學(xué)習(xí)（TeamLearning）系統(tǒng)思考（SystemsThinking）學(xué)習(xí)型組織學(xué)習(xí)型組織的五項(xiàng)修煉自我超越（PersonalMaster學(xué)習(xí)型組織是指通過培養(yǎng)彌漫于整個(gè)組織的學(xué)習(xí)氣氛、充分發(fā)揮員工的創(chuàng)造性思維能力而建立起來的一種有機(jī)的、高度柔性的、扁平的、符合人性的、能持續(xù)發(fā)展的組織。這種組織具有持續(xù)學(xué)習(xí)的能力，具有高于個(gè)人績(jī)效總和的綜合績(jī)效。學(xué)習(xí)型組織學(xué)習(xí)型組織是指通過培養(yǎng)彌漫于整個(gè)組織的學(xué)習(xí)氣氛、充分發(fā)揮員工組織成員擁有一個(gè)共同的愿景組織由多個(gè)創(chuàng)造性個(gè)體組成善于不斷學(xué)習(xí)“地方為主”的扁平式結(jié)構(gòu)自主管理組織的邊界將被重新界定員工家庭與事業(yè)的平衡領(lǐng)導(dǎo)者的新角色（設(shè)計(jì)師、仆人和教師）學(xué)習(xí)型組織學(xué)習(xí)型組織的特征組織成員擁有一個(gè)共同的愿景學(xué)習(xí)型組織學(xué)習(xí)型組織的特征學(xué)習(xí)型組織的特征學(xué)習(xí)型組織的特征善于不斷學(xué)習(xí)強(qiáng)調(diào)“終身學(xué)習(xí)”強(qiáng)調(diào)“全員學(xué)習(xí)”強(qiáng)調(diào)“全過程學(xué)習(xí)”強(qiáng)調(diào)“團(tuán)體學(xué)習(xí)”學(xué)習(xí)型組織善于不斷學(xué)習(xí)強(qiáng)調(diào)“終身學(xué)習(xí)”學(xué)習(xí)型組織企業(yè)再造與人力資源管理企業(yè)再造與人力資源管理（BusinessProcessReengineering，也叫做企業(yè)重建、業(yè)務(wù)流程重組、企業(yè)流程重組）：即從本質(zhì)上反思業(yè)務(wù)流程、徹底重新設(shè)計(jì)業(yè)務(wù)流程，以達(dá)到大幅度提高績(jī)效的目的?！溃┻~克爾哈默（M.Hammer）杰姆斯錢皮（J.Champy）《再造企業(yè)——工商管理革命宣言》企業(yè)再造（BusinessProcessReengineerin大幅度：企業(yè)再造的出發(fā)點(diǎn)并非經(jīng)營(yíng)管理上的微小進(jìn)步，它著眼于績(jī)效上的重大飛躍，著眼于突破。徹底：追根溯源，而不是改良現(xiàn)有的東西?！凹偃缃裉爝€沒有寶潔，我們會(huì)怎樣把它創(chuàng)建起來？”流程：指一系列相互關(guān)聯(lián)并共同為顧客創(chuàng)造價(jià)值的工作。在傳統(tǒng)的公司里，流程是支離破碎、遍布各個(gè)部門、看不見管不了的孤兒。企業(yè)再造理論認(rèn)為，流程支離破碎正是企業(yè)績(jī)效問題的根源，只有把全部流程當(dāng)做整體對(duì)待，才能大幅度提高業(yè)績(jī)。重新設(shè)計(jì)：企業(yè)再造主要的就是工作方式的設(shè)計(jì)，人們往往認(rèn)為只有產(chǎn)品才能設(shè)計(jì)，其實(shí)設(shè)計(jì)流程才最重要。企業(yè)再造大幅度：企業(yè)再造的出發(fā)點(diǎn)并非經(jīng)營(yíng)管理上的微小進(jìn)步，它著眼于績(jī)企業(yè)再造的指導(dǎo)思想顧客至上以人為本徹底改造企業(yè)再造企業(yè)再造的指導(dǎo)思想顧客至上企業(yè)再造企業(yè)建立“優(yōu)質(zhì)服務(wù)型”競(jìng)爭(zhēng)優(yōu)勢(shì)的七個(gè)步驟由上至下改進(jìn)服務(wù)：優(yōu)質(zhì)服務(wù)的思想必須貫徹在企業(yè)文化之中，并且要由領(lǐng)導(dǎo)以身作則付諸實(shí)踐。創(chuàng)造具體的優(yōu)質(zhì)服務(wù)目標(biāo)，并由一套明確的制度來保證。雇傭重視顧客的員工：這種員工必須是愿意與顧客友好相處、善于了解顧客心理、又能敏銳地察覺顧客特別需要的員工。訓(xùn)練員工關(guān)心和體諒顧客。激勵(lì)員工提供特別的服務(wù)：企業(yè)要通過獎(jiǎng)懲制度使優(yōu)質(zhì)服務(wù)措施得到鞏固和加強(qiáng)。授權(quán)員工自行解決問題。獎(jiǎng)勵(lì)員工對(duì)顧客的英雄式行為企業(yè)再造企業(yè)建立“優(yōu)質(zhì)服務(wù)型”競(jìng)爭(zhēng)優(yōu)勢(shì)的七個(gè)步驟由上至下改進(jìn)服務(wù)：優(yōu)企業(yè)再造與人力資源管理建立再造承諾人力資源管理與團(tuán)隊(duì)建設(shè)在改變工作性質(zhì)方面的角色HR在集權(quán)到分權(quán)的轉(zhuǎn)變中的角色HR在從培訓(xùn)到教育的轉(zhuǎn)變中的角HR在從行為到結(jié)果的轉(zhuǎn)變中的角色企業(yè)再造企業(yè)再造與人力資源管理建立再造承諾企業(yè)再造知識(shí)管理與HRMKNOWLEDGEMANAGEMENT知識(shí)管理與HRMKNOWLEDGEMANAGEMENT從工業(yè)經(jīng)濟(jì)到知識(shí)經(jīng)濟(jì)單一地和盡可能地利用自然資源，全然沒有考慮到環(huán)境、生態(tài)和社會(huì)效益之類的課題需要大量資金、設(shè)備，有形資產(chǎn)能起決定性作用，以開采有限的自然資源為主帶來的是稀缺經(jīng)濟(jì)，必須保護(hù)和控制資產(chǎn)依賴完善的基礎(chǔ)設(shè)施科學(xué)、合理、綜合、高效地利用現(xiàn)有資源，促進(jìn)人與自然協(xié)調(diào)同時(shí)可持續(xù)發(fā)展資產(chǎn)投入是以無形資產(chǎn)為主，引進(jìn)了開發(fā)無限的人力資源——人們的頭腦的可能性提供了一個(gè)創(chuàng)造充裕經(jīng)濟(jì)的平臺(tái)，以永不枯竭的思想為基礎(chǔ)通過動(dòng)態(tài)合作，匯集成為靈感的大動(dòng)脈，動(dòng)脈中又孕育著更多的創(chuàng)造性依賴生機(jī)勃勃的“信息結(jié)構(gòu)”知識(shí)管理從工業(yè)經(jīng)濟(jì)到知識(shí)經(jīng)濟(jì)單一地和盡可能地利用自然資源，全然沒有考知識(shí)管理的重要性工作人口減少與老化之后，知識(shí)管理將是提高生產(chǎn)力的關(guān)鍵。想改善或甚至只是維持目前的生活水準(zhǔn)，知識(shí)管理都將是基本條件。知識(shí)財(cái)產(chǎn)已成為我們時(shí)代的主要通貨?！卖斂酥R(shí)管理知識(shí)管理的重要性工作人口減少與老化之后，知識(shí)管理將是提高生產(chǎn)知識(shí)型企業(yè)知識(shí)型人員將占絕大多數(shù)企業(yè)組織結(jié)構(gòu)發(fā)生變化生產(chǎn)組織系統(tǒng)發(fā)生變化在家辦公將成為一種可行的工作方式，經(jīng)理人員也可以通過使用便攜式信息技術(shù)隨時(shí)隨地辦公隨時(shí)招聘的工作人員將取代固定性工作人員“按業(yè)績(jī)付酬”將取代“按崗位付酬”靈活有效的生產(chǎn)組合形式：人員、時(shí)間、地點(diǎn)等。這種組合可以根據(jù)需要隨時(shí)增減，甚至撤消；同時(shí)也可以為了掌握各種本領(lǐng)而進(jìn)行徹底改組知識(shí)管理知識(shí)型企業(yè)知識(shí)型人員將占絕大多數(shù)知識(shí)管理大型企業(yè)將被改造成許多小的能提供某種專門服務(wù)的自行管理的單位。智能信息系統(tǒng)利用企業(yè)內(nèi)綜合通信網(wǎng)或者組件系統(tǒng)，把所有的生產(chǎn)經(jīng)營(yíng)活動(dòng)合成一個(gè)工作整體，協(xié)調(diào)生產(chǎn)全過程和分散在各地的各單位之間的工作；企業(yè)每一個(gè)單位的管理都通過由知識(shí)型人員組成的一個(gè)幾乎擁有全權(quán)的自行指導(dǎo)班子來進(jìn)行。這個(gè)指導(dǎo)班子對(duì)產(chǎn)品的設(shè)計(jì)、加工制造、銷售、售后服務(wù)和最終處理實(shí)行一抓到底的管理方法。由于實(shí)行計(jì)算機(jī)化取得了巨大的靈活性，任何一個(gè)用戶只要確切說明他需要一種什么樣的產(chǎn)品，都能得到滿足；管理部門按工作成績(jī)分配預(yù)算、工資、獎(jiǎng)金和其他資源，同時(shí)允許各部門按照自己認(rèn)為最佳的方式自行組合和安排生產(chǎn)，以及同供應(yīng)商和其他單位協(xié)作。企業(yè)組織結(jié)構(gòu)發(fā)生變化知識(shí)管理大型企業(yè)將被改造成許多小的能提供某種專門服務(wù)的自行管理的單位知識(shí)型企業(yè)的六個(gè)要素你越使用知識(shí)型產(chǎn)品和服務(wù)，它們?cè)骄哂新毮苣阍绞褂弥R(shí)型產(chǎn)品和服務(wù)，你就越聰明知識(shí)型產(chǎn)品和服務(wù)可隨環(huán)境變化而做出調(diào)整知識(shí)型企業(yè)可按顧客要求提供產(chǎn)品和服務(wù)知識(shí)型產(chǎn)品和服務(wù)具有相對(duì)較短的生命周期知識(shí)型企業(yè)能使顧客實(shí)時(shí)采取行動(dòng)知識(shí)管理知識(shí)型企業(yè)的六個(gè)要素你越使用知識(shí)型產(chǎn)品和服務(wù)，它們?cè)骄哂新毮苤R(shí)管理知識(shí)管理不同于信息管理，它是通過知識(shí)共享，運(yùn)用集體智慧提高應(yīng)變和創(chuàng)新能力。知識(shí)管理的實(shí)施在于建立激勵(lì)雇員參與知識(shí)共享的機(jī)制，設(shè)立知識(shí)總監(jiān)，關(guān)注創(chuàng)新和集體創(chuàng)造力的培養(yǎng)。知識(shí)管理并不是一門技術(shù)，而是各種可行的解決辦法的綜合，其作用是作為一個(gè)單一系統(tǒng)滿足各項(xiàng)具體需求。知識(shí)管理就是為企業(yè)實(shí)現(xiàn)顯性知識(shí)和隱性知識(shí)共享尋找新的途徑。顯性知識(shí)易于通過計(jì)算機(jī)進(jìn)行整理和存儲(chǔ)；隱性知識(shí)則難以掌握，它存儲(chǔ)在各個(gè)雇員的大腦里，是雇員的個(gè)人經(jīng)驗(yàn)。正是由于信息與人的認(rèn)知能力的結(jié)合才導(dǎo)致了知識(shí)的產(chǎn)生。它是一個(gè)運(yùn)用信息創(chuàng)造某種行為的過程。這就是知識(shí)管理的目標(biāo)知識(shí)管理知識(shí)管理知識(shí)管理不同于信息管理，它是通過知識(shí)共享，運(yùn)用集體智FiveObjectivesforKnowledgeManagementInitiativeConnectingpeoplewithotherknowledgepeopleConnectingpeoplewithinformationEnablingtheconversionofinformationtoknowledgeEncapsulatingknowledge,makingiteasiertotransferDisseminatingknowledgearoundthefirmFiveObjectivesforKnowledge知識(shí)管理的實(shí)施實(shí)現(xiàn)有效的知識(shí)管理所要求的遠(yuǎn)遠(yuǎn)不止僅僅擁有合適的軟件系統(tǒng)和充分的人員培訓(xùn)。它要求公司領(lǐng)導(dǎo)層把集體知識(shí)共享和創(chuàng)新視為贏得競(jìng)爭(zhēng)優(yōu)勢(shì)的支柱。知識(shí)管理要求雇員共享他們所擁有的知識(shí)（而不是為了保住各自的工作而隱瞞信息），并且要求管理層對(duì)那些做到這一點(diǎn)的人給予鼓勵(lì)?！皬脑S多方面來說，在公司內(nèi)部實(shí)現(xiàn)知識(shí)共享同與競(jìng)爭(zhēng)對(duì)手共享知識(shí)的難度一樣大?！苯?duì)積極參與知識(shí)共享的雇員予以獎(jiǎng)勵(lì)的激勵(lì)機(jī)制?！肮蛦T的價(jià)值并不在于他們掌握了哪些知識(shí)，而在于他們要具有不斷創(chuàng)新和創(chuàng)造性運(yùn)用新知識(shí)的能力。”設(shè)立知識(shí)總監(jiān)（CKO），知識(shí)總監(jiān)的地位居于行政總監(jiān)（CEO）和信息總監(jiān)（CIO）之間。知識(shí)管理知識(shí)管理的實(shí)施實(shí)現(xiàn)有效的知識(shí)管理所要求的遠(yuǎn)遠(yuǎn)不止僅僅擁有合適人力資源管理與企業(yè)戰(zhàn)略AligningHumanResourcesandBusinessStrategy人力資源管理與企業(yè)戰(zhàn)略AligningHumanResoDistinctivehumanresourcesarefirms'corecompetenciesDistinctivehumanresourcesarBCGMcKinsey吸引有經(jīng)驗(yàn)的業(yè)界人士強(qiáng)調(diào)不同背景和企業(yè)家精神直接投入工作外部培訓(xùn)創(chuàng)業(yè)/創(chuàng)新環(huán)境著眼于個(gè)人的激勵(lì)性薪酬員工離職一般自己創(chuàng)業(yè)戰(zhàn)略：客戶化解決方案校園招聘傾向于技術(shù)背景在咨詢方面“一張白紙”全面的內(nèi)部培訓(xùn)員工離職一般就任公司高級(jí)經(jīng)理戰(zhàn)略：標(biāo)準(zhǔn)化的產(chǎn)品富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力BCGMcKinsey吸引有經(jīng)驗(yàn)的業(yè)界人士戰(zhàn)略：客戶化解決SearsNordstrom嚴(yán)格、科學(xué)的招聘測(cè)試全面的精細(xì)的培訓(xùn)（產(chǎn)品知識(shí)、操作系統(tǒng)、推銷技巧）通過定期的員工調(diào)查了解員工的態(tài)度和士氣直接工資為主，傭金為輔的薪酬制度以日用品為主的零售連鎖店分散化的招聘，無正式考試應(yīng)聘者要具有與客戶交往的經(jīng)歷強(qiáng)調(diào)雇員的判斷力和自主性按業(yè)績(jī)排名，內(nèi)部晉升，末位淘汰傭金制時(shí)尚導(dǎo)向的零售連鎖店富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力SearsNordstrom嚴(yán)格、科學(xué)的招聘測(cè)試以日用品為主FedExUPS分權(quán)化：?jiǎn)T工被授權(quán)采取一切措施完成工作沒有細(xì)致的條例精細(xì)的導(dǎo)向課程，發(fā)達(dá)的溝通渠道，確保員工得到充分信息每六個(gè)月進(jìn)行一次互動(dòng)（交談）技能測(cè)試技能工資制外部招聘集中于隔夜快遞通過時(shí)間動(dòng)作分析規(guī)定工作細(xì)節(jié)規(guī)定工作標(biāo)準(zhǔn)并傳達(dá)給員工，天天評(píng)估每個(gè)人的工作除集體談判簽約外沒有員工參與高工資、高福利，提供收益分享計(jì)劃和股票期權(quán)計(jì)劃內(nèi)部晉升寬產(chǎn)品線，流水化生產(chǎn)富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力FedExUPS分權(quán)化：?jiǎn)T工被授權(quán)采取一切措施完成工作集中Coca-ColaPepsi雇傭大學(xué)畢業(yè)生集中、細(xì)致的培訓(xùn)工作安全性內(nèi)部晉升資歷為基礎(chǔ)的工資家庭文化集中決策針對(duì)部門、公司層次的業(yè)績(jī)?cè)u(píng)估維持地位和形象招聘有經(jīng)驗(yàn)的人工作安全性低鼓勵(lì)個(gè)人間的競(jìng)爭(zhēng)，提拔競(jìng)爭(zhēng)優(yōu)勝者股票期權(quán)計(jì)劃員工忠誠(chéng)度低分權(quán)化針對(duì)個(gè)人的業(yè)績(jī)?cè)u(píng)定通過多元化占領(lǐng)市場(chǎng)空檔富有特色的人力資源是公司的核心競(jìng)爭(zhēng)力Coca-ColaPepsi雇傭大學(xué)畢業(yè)生維持地位和形象招SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementSHRMisthelinkingofHRMwitThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesThe5-PModelORGANIZATIONALSTPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPepsi-ColaInternational’sstrPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelPCI’sstrategicbusinessobjecHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESHumanResourcesPoliciesHuman1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModel1.HUMANRESOURCESPHILOSOPHYTAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYAstatementofthecultureatLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOURBRANDSWewilLEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewil2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModel2.HUMANRESOURCESPOLICIESAllHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIESHRpolicycanlinkvalueswith3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModel3.HUMANRESOURCESPROGRAMSShaGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMSGenericquestionshelptoiden4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModel4.HUMANRESOURCESPRACTICESLEMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriateOPERATIONALROLESContentisfarmorespecificthanfortheotherrolesThe5-PModel:PRACTICESMANAGERIALROLESMakesurethat5.HUMANRESOURCESPROCESSESThisareadealswith"how"alltheotherHRactivitiesareidentified,formulated,andimplemented.The5-PModel5.HUMANRESOURCESPROCESSESThStrategy-HRfit:Doesitreallymatter?Strategy-HRfit:DoesitreaFIT:theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirm'sstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusiveStrategy-HRfitFIT:theeffectivenessofanyIfthefactsdon'tfitthetheory,fixthefacts.Strategy-HRfitIfthefactsdon'tfitthetheThesystemarchitecturelevel(consistsoftheguidingprinciples)LittlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategiesThepolicyalternativeslevel(thedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted)Howfitwithstrategymighttakeonimportance”Product"level(theimmediateproducttheHRpracticesaimtoproduce)AstrongneedtotieHRtostrategyexistsPractice-processlevel(thebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems)ThisissueofinternalfitwillbeleftforafutureresearchStrategy-HRfitThesystemarchitecturelevel學(xué)習(xí)型組織與人力資源管理學(xué)習(xí)型組織與人力資源管理學(xué)習(xí)型組織的五項(xiàng)修煉自我超越（PersonalMastery）改善心智模式（ImprovingMentalModels）建立共同愿景（BuildingSharedVision）團(tuán)體學(xué)習(xí)（TeamLearning）系統(tǒng)思考（SystemsThinking）學(xué)習(xí)型組織學(xué)習(xí)型組織的五項(xiàng)修煉自我超越（PersonalMaster學(xué)習(xí)型組織是指通過培養(yǎng)彌漫于整個(gè)組織的學(xué)習(xí)氣氛、充分發(fā)揮員工的創(chuàng)造性思維能力而建立起來的一種有機(jī)的、高度柔性的、扁平的、符合人性的、能持續(xù)發(fā)展的組織。這種組織具有持續(xù)學(xué)習(xí)的能力，具有高于個(gè)人績(jī)效總和的綜合績(jī)效。學(xué)習(xí)型組織學(xué)習(xí)型組織是指通過培養(yǎng)彌漫于整個(gè)組織的學(xué)習(xí)氣氛、充分發(fā)揮員工組織成員擁有一個(gè)共同的愿景組織由多個(gè)創(chuàng)造性個(gè)體組成善于不斷學(xué)習(xí)“地方為主”的扁平式結(jié)構(gòu)自主管理組織的邊界將被重新界定員工家庭與事業(yè)的平衡領(lǐng)導(dǎo)者的新角色（設(shè)計(jì)師、仆人和教師）學(xué)習(xí)型組織學(xué)習(xí)型組織的特征組織成員擁有一個(gè)共同的愿景學(xué)習(xí)型組織學(xué)習(xí)型組織的特征學(xué)習(xí)型組織的特征學(xué)習(xí)型組織的特征善于不斷學(xué)習(xí)強(qiáng)調(diào)“終身學(xué)習(xí)”強(qiáng)調(diào)“全員學(xué)習(xí)”強(qiáng)調(diào)“全過程學(xué)習(xí)”強(qiáng)調(diào)“團(tuán)體學(xué)習(xí)”學(xué)習(xí)型組織善于不斷學(xué)習(xí)強(qiáng)調(diào)“終身學(xué)習(xí)”學(xué)習(xí)型組織企業(yè)再造與人力資源管理企業(yè)再造與人力資源管理（BusinessProcessReengineering，也叫做企業(yè)重建、業(yè)務(wù)流程重組、企業(yè)流程重組）：即從本質(zhì)上反思業(yè)務(wù)流程、徹底重新設(shè)計(jì)業(yè)務(wù)流程，以達(dá)到大幅度提高績(jī)效的目的?！溃┻~克爾哈默（M.Hammer）杰姆斯錢皮（J.Champy）《再造企業(yè)——工商管理革命宣言》企業(yè)再造（BusinessProcessReengineerin大幅度：企業(yè)再造的出發(fā)點(diǎn)并非經(jīng)營(yíng)管理上的微小進(jìn)步，它著眼于績(jī)效上的重大飛躍，著眼于突破。徹底：追根溯源