人力資源管理戰(zhàn)略

人力資源管理戰(zhàn)略2024/3/26人力資源管理戰(zhàn)略Afterstudyingthischapter,

youshouldbeableto:Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.GiveatleasteightexamplesofhowmanagerscanuseHRconceptsandtechniques.IllustratetheHRmanagementresponsibilitiesoflineandstaff(HR)managers.ProvideagoodexamplethatillustratesHR’sroleinformulatingandexecutingcompanystrategy.Writeashortessaythataddressesthetopic:whymetricsandmeasurementarecrucialtotoday’sHRmanagers.Outlinetheplanofthisbook.?2005PrenticeHallInc.Allrightsreserved.1–2人力資源管理戰(zhàn)略TheManager’sHumanResource

ManagementJobsManagementprocessThefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.Humanresourcemanagement(HRM)Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding,andappraising.人力資源管理戰(zhàn)略PersonnelAspectsOfAManager’sJobConductingjobanalyses(determiningthenatureofeachemployee’sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment人力資源管理戰(zhàn)略PersonnelMistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanyreceivepenaltiesforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpractices人力資源管理戰(zhàn)略BasicHRConceptsGettingresultsThebottomlineofmanagingHRcreatesvaluebyengaging

inactivitiesthatproduce

theemployeebehaviors

thecompanyneedsto

achieveitsstrategic

goals.人力資源管理戰(zhàn)略LineandStaffAspectsofHRMLinemanagerAmanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.StaffmanagerAmanagerwhoassistsandadviseslinemanagers.人力資源管理戰(zhàn)略LineManagers’HRMResponsibilitiesPlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsnewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthefirm’spoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentmoraleProtectingemployees’healthandphysicalcondition人力資源管理戰(zhàn)略FunctionsoftheHRManagerAlinefunctionTheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).AcoordinativefunctionHRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.Staff(assistandadvise)functionsAssistingandadvisinglinemanagersistheheartoftheHRmanager’sjob.人力資源管理戰(zhàn)略HRandAuthorityAuthorityTherighttomakedecisions,directothers’work,andgiveorders.ImpliedauthorityTheauthorityexertedbyanHRmanagerbyvirtueofothers’knowledgethatheorshehasaccesstotopmanagement.LineauthorityTheauthorityexertedbyanHRmanagerbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas.人力資源管理戰(zhàn)略EmployeeAdvocacyHRmusttakeresponsibilityfor:Clearlydefininghowmanagementshouldbetreatingemployees.Makingsureemployeeshavethemechanismsrequiredtocontestunfairpractices.Representtheinterestsofemployeeswithintheframeworkofitsprimaryobligationtoseniormanagement.人力資源管理戰(zhàn)略ExamplesofHRJobDutiesRecruitersSearchforqualifiedjobapplicants.Equalemploymentopportunity(EEO)coordinatorsInvestigateandresolveEEOgrievances,examineorganizationalpracticesforpotentialviolations,andcompileandsubmitEEOreports.JobanalystsCollectandexamineinformationaboutjobstopreparejobdescriptions.人力資源管理戰(zhàn)略ExamplesofHRJobDuties(cont’d)CompensationmanagersDevelopcompensationplansandhandletheemployeebenefitsprogram.TrainingspecialistsPlan,organize,anddirecttrainingactivities.LaborrelationsspecialistsAdvisemanagementonallaspectsofunion–managementrelations.人力資源管理戰(zhàn)略HRDepartmentOrganizationalChart(LargeCompany)Figure1–1Source:AdaptedfromBNABulletintoManagement,June29,2000.人力資源管理戰(zhàn)略CooperativeLineandStaffHRManagementThelinemanager’sresponsibilityistospecifythequalificationsemployeesneedtofillspecificpositions.HRstaffthendevelopssourcesofqualifiedapplicantsandconductinitialscreeninginterviewsHRadministerstheappropriatetestsandrefersthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.人力資源管理戰(zhàn)略HROrganizationalChart(SmallCompany)Figure1–2人力資源管理戰(zhàn)略EmploymentandRecruiting—WhoHandlesIt?(percentageofallemployers)Figure1–3Source:HRDepartmentBenchmarksandAnalysis,”BNA/SocietyforHumanResourceManagement,2002.Note:lengthofbarsrepresentsprevalenceofactivityamongallsurveyedemployers.人力資源管理戰(zhàn)略TheChangingEnvironmentOf

HRManagementHR’schangingrole:

“Personneldepartments”Tookoverhiringandfiringfromsupervisors,payroll,andbenefitplansadministration.Inthe1930sadded“protectingthefirminitsinteractionwithunions”responsibilities(laborrelations).Assumedorganizationalresponsibilitiesforequalemploymentandaffirmativeaction.人力資源管理戰(zhàn)略AChangingHREnvironmentGlobalizationTechnologicalAdvancesExportingJobsTheNatureofWorkWorkforceDemographics人力資源管理戰(zhàn)略EmploymentExodus:

ProjectedLossofJobsandWagesFigure1–4Source:MichaelShroeder,“StatesFightExodusofJobs,”WallStreetJournal,June3,2003,p.84.人力資源管理戰(zhàn)略MeasuringHR’sContributionStrategyThecompany’slong-termplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.HRmanagerstodayaremoreinvolvedinpartneringwiththeirtopmanagersinbothdesigningandimplementingtheircompanies’strategies.Topmanagementwantstosee,precisely,howtheHRmanager’splanswillmakethecompanymorevaluable.人力資源管理戰(zhàn)略HRMetricsAbsenceRate[(Numberofdaysabsentinmonth)÷(Averagenumberofemployeesduringmo.)×(numberofworkdays)]×100CostperHire(Advertising+AgencyFees+EmployeeReferrals+Travelcostofapplicantsandstaff+Relocationcosts+Recruiterpayandbenefits)÷NumberofHiresHealthCareCostsperEmployeeTotalcostofhealthcare÷TotalEmployeesHRExpenseFactorHRexpense÷TotaloperatingexpenseFigure1–5Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.人力資源管理戰(zhàn)略HRMetrics(cont’d)HumanCapitalROIRevenue?(OperatingExpense?[Compensationcost+Benefitcost])÷(Compensationcost+Benefitcost)HumanCapitalValueAddedRevenue?(OperatingExpense?([Compensationcost+BenefitCost])÷TotalNumberofFTERevenueFactorRevenue÷TotalNumberofFTETimetofillTotaldayselapsedtofillrequisitions÷NumberhiredFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.人力資源管理戰(zhàn)略HRMetrics(cont’d)TrainingInvestmentFactorTotaltrainingcost÷HeadcountTurnoverCostsCosttoterminate+Costperhire+VacancyCost+LearningcurvelossTurnoverRate[Numberofseparationsduringmonth÷Averagenumberofemployeesduringmonth]×100Workers’CompensationCostperEmployeeTotalWCcostforYear÷AveragenumberofemployeesFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.人力資源管理戰(zhàn)略MeasuringHR’sContributionTheHRScorecardShowsthequantitativestandards,or“metrics”thefirmusestomeasureHRactivities.Measurestheemployeebehaviorsresultingfromtheseactivities.Measuresthestrategicallyrelevantorganizationaloutcomesofthoseemployeebehaviors.人力資源管理戰(zhàn)略BenefitsofaHighPerformanceWorkSystem(HPWS)GeneratemorejobapplicantsScreencandidatesmoreeffectivelyProvidemoreandbettertrainingLinkpaymoreexplicitlytoperformanceProvideasaferworkenvironmentProducemorequalifiedapplicantsperpositionMoreemployeesarehiredbasedonvalidatedselectiontestsProvidemorehoursoftrainingfornewemployeesHigherpercentagesofemployeesreceivingregularperformanceappraisals.人力資源管理戰(zhàn)略TheNewHRManagerNewProficien