人力資源管理雙語教學課件01概述

HumanResourceManagement7thEdition學習內(nèi)容：課程內(nèi)容教學進度：1-18教學方式：課堂講授、案例討論、實驗教學考核方式：到課情況30%、期末考試70%參考書目：1.人力資源管理[M].Gary.Dessler，中國人民大學出版社2.人力資源管理:獲取競爭的工具[M].LawrenceS.Kleiman，機械工業(yè)出版社3.現(xiàn)代企業(yè)人力資源管理學[M].王先玉王建業(yè)鄧少華，經(jīng)濟科學出版社課程簡介：ChapterOutlines:syllabus

Cha1:IntroductiontoHumanResourceManagementCha2:JobAnalysis

Cha3:PersonnelPlanning Cha4:RecruitingJobCandidates Cha5:EmployeeTestingandSelectingCha6:Trainin3gandDevelopmentofEmployeesCha7:AppraisingPerformanceCha8:CompensationCha9:BenefitsIntroductionto

ManagingHumanResourcesChapter1Chapter1OUTLINE1-1HumanResource1-1-1HumanResource1-1-2TheTraitsofHR1-2HumanResourceManagement1-2-1TheconceptofHRM1-2-2TheFunctionsofHRM1-2-3ImportanceofHRM1-3HumanResourceManager1-3-1HumanResourceManager1-3-2HRDepartment1-4HRMToday1-4-1HR’sChangingEnvironment1-4-2Tomorrow'sHRMKeyTerms:GlossaryHumanresourceHumanresourcemanagement（HRM）Lineauthority(Linemanager)Staffauthority(Staffmanager)HumanresourcedepartmentHumanresourcemanagerCase:MicrosoftCorp.MicrosoftCorp.正在成為20世紀后期企業(yè)經(jīng)營成功的一個典范。創(chuàng)建于1975年的這家個人電腦軟件制造商，經(jīng)歷了前所未有的成長。以其年銷售額為例，1990年為12億美元；1991年達到18億美元；1992年經(jīng)歷經(jīng)濟不景氣仍然達到27億。作為知識密集型企業(yè)，它的持續(xù)成長依賴于穩(wěn)定的充滿智慧和激情的員工隊伍。正如公司一位高級副總裁指出的：你不可能使用低水平的編程員編制出偉大的計算機程序。1989年公司的工資單上有4000名員工，到1992年，員工數(shù)目突破1萬。填補公司員工需要的任務(wù)變得非常艱巨。一年內(nèi)，公司招聘員共審閱12萬多份簡歷，舉行了7400多次面談，最終新聘員工2000多人。他們是怎樣發(fā)現(xiàn)和選聘最優(yōu)秀的人的？負責招聘者每年要訪問130多所大學。申請者在匯集到西雅圖郊外的公司總部前，可能已在校園內(nèi)接受了多次考察。1-1HumanResource1-1-1HumanResourceFinancialresourcesPhysicalresourcesHumanresourcesTechnologicalresourcesInformationManagementAndsoonWhat’sthehumanresource?人力資源：指一定范圍內(nèi)人口總體中能夠推動經(jīng)濟和社會發(fā)展的依附于勞動者身上的各種能力和素質(zhì)的總和。（存在于人體內(nèi)的體能、知識、技能、能力、個性的總和。）Conclusion:ThehumanresourcesofanorganizationconsistoftheemployeesArethereanydifferencesintheseobjects?HumanresourcePopulationLaborTalentHumancapital：對人的投資的積累。資本的本質(zhì)在于其本身是被生產(chǎn)出來的生產(chǎn)要素。勞動力資源人才資源人力資源人口資源四者的包含關(guān)系1-1-2TheTraitsofHR生物性社會性（霍桑實驗）能動性再生性（人口再生產(chǎn)/勞動力再生產(chǎn)）增值性時效性浙江一家企業(yè)以2000萬人民幣進口一條國外先進生產(chǎn)線，在設(shè)備調(diào)試與培訓員工上指出70多萬人民幣，而該企業(yè)能夠?qū)υ撋a(chǎn)線的軟件和電器進行全面維修的唯一技工月薪僅有436元，僅比當?shù)刈畹凸べY標準高26元。該技工要求加薪未果，遂要求解除勞動合同。該企業(yè)管理者稱，技工的崗位工資就這么多。把我的財產(chǎn)全部拿走，但是把我的員工留下，五年后，我就能使一切恢復舊觀。——美國鋼鐵大王卡耐基對于日本最卓越的企業(yè)而言，成功并沒有什么不傳之密，沒有一個理論、計劃或政府能夠保證企業(yè)的成功，唯一的關(guān)鍵在于人?！毡舅髂峁臼⑻镎逊騑hat’stheimportanceofHRtoday?LookingandDiscussing:1-2HumanResourceManagementManagementandManagerTheareasofmanagementinclude:ProductionManagement生產(chǎn)管理MarketingManagement營銷管理Projectmanagement項目管理StrategicManagement戰(zhàn)略管理FinancialManagement財務(wù)管理ManagementInformationSystems信息管理Logistics物流管理QualityControl質(zhì)量管理1-2-1TheconceptofHRMHRMincludestheseactivitiesdesignedtoprovideforandcoordinatethehumanresourcesofanorganization.(LloydL.Byars,p4)HRMreferstothepracticesandpoliciesyouneedtocarryoutthe“people”orhumanresourceaspectsofamanagementposition,includingspecifically,acquiring,training,appraising,rewarding,andprovidingasafeandfairenvironmentforyourcompany’semployees.(GaryDessler)HRMistheareaofmanagementconcerningitselfwiththerecruitment,selection,training,development,compensation,retention,evaluation,andpromotionofthepeoplewithinanorganization.(H.J.Bernardin.)人力資源管理：通過招聘、甑選、培訓、報酬等管理形式有效運用組織相關(guān)人力資源實現(xiàn)組織目標的基本管理職能。性質(zhì)：管理職能目標：組織目標途徑：招選錄評ProducingAcquiringDevelopingTrainingRewardingIncentiveAppraisingusingDeploymentJobAnalysesHumanResourceWheel1-2-2TheFunctionsofHRMTheareas(activities)ofHRMinclude:ConductingjobanalysesPlanninglaborneedsRecruitingjobcandidatesSelectingjobcandidatesTrainingnewemployeesAppraisingperformanceManagingwagesandsalariesProvidingincentivesandbenefitsDevelopingCareer編制HRP制定企業(yè)StrategyEnvironmentAnalysis建立HRISAttractHRRecruitingSelectingTrainingEngageDevelopmentPerformanceAppraisalFire/RetireMotivationExaltCompensationencouragement1-2-3ImportanceofHRMTheImpactsofEffectiveHRMCompanyProfitsandtheHumanResourceManager

HumanResourceManagementandOrganizationalPerformanceHRMinAction:MaterialReference:HumanResourceManagement(8th),Gary.DeslerP7人力資源管理（6版），加里.德斯勒，P8-91.Reduceunnecessaryovertime加班expenses2.Stayontopofabsenteeism缺勤3.Eliminatewastedtimebyemployeesthroughsoundjobdesign4.Minimizeemployeeturnover

andunemploymentbenefitcosts失業(yè)救濟5.Installandmonitoreffectivesafetyandhealthprograms6.Properlytrainanddevelopallemployeessotheycanimprovetheirvaluetothecompanyanddoabetterjob.7.Decreasecostlymaterial浪費wastebyeliminatingbadworkhabitsattitudesandworkingconditions8.Hirethebestpeopleavailable9.Maintaincompetitivepaypractices競爭性薪酬

andbenefitprograms10.Encourageemployeeswhoprobablyknowmoreaboutthenutsandbolts具體細節(jié)

oftheirjobsthananyoneelse,tosubmitideas.11.InstallHRIStostreamlineandautomate自動化QuotedinFredK.Foulkes,“TheexpandingRoleofthePersonnelFunction,”HarvardBusinessReview(March-April1975),PP.71-84.Formanyyearsithasbeensaidthatcapitalisthebottleneck瓶頸

foradevelopingindustry.Idon’tthinkthisanylongerholdstrue適用.Ithinkit’stheworkforcethatdoesconstitutethebottleneckforproduction生產(chǎn)率.Idon’tknowofanymajorproject重點工程

backedbygoodideas,vigor,andenthusiasm熱情

thathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycan’tmaintain維持

anefficientandenthusiasticlaborforce,andIthinkthiswillholdtrue

evenmoreinthefuture.Material:1-3HumanResourceManager1-3-1HumanResourceManagerWhohastheresponsibilityforHRM？(case)

WhoperformsthefunctionsofHRM?Whoismysupervisor?Case:在羅伊羅杰餐館連鎖店，每年全公司的人員流動率差不多在80%-90%之間，每年使組織付出的成本超過100萬美元。人力資源管理部在現(xiàn)場經(jīng)理中間作了一項調(diào)查，以收集他們對該問題的看法。經(jīng)理們把高流動率歸因于好幾個與人員有關(guān)的問題，如：不良的招聘、薪金、培訓、績效反饋以及晉升機會。有意思的是，那些在單位里經(jīng)歷了較高流動率的餐館經(jīng)理們更多的要求人力資源管理部門負責解決這些問題，他們看不到這些問題與自己有何關(guān)聯(lián)。另一方面，那些經(jīng)歷較低流動率的經(jīng)理們則堅持依靠他們自己去解決這些問題。適應現(xiàn)實的經(jīng)理們試圖使用下述方法解決這些問題：對招聘選拔提供投入；以某種能創(chuàng)造一種團隊情感的方式去實施監(jiān)督；提供培訓和教練；為雇員的職業(yè)發(fā)展創(chuàng)造機會；為大學生及其他非全職性工作者提供彈性工作制。ManagerandoperatorAuthority職權(quán)：指經(jīng)由一定的正式程序賦予某項職位的一種權(quán)力，即職務(wù)范圍內(nèi)的管理權(quán)限。是一種職位相關(guān)的權(quán)力，而非個人的權(quán)力。Lineauthority直線職權(quán)：領(lǐng)導、監(jiān)督、指揮、管理下屬的權(quán)力，是一種指揮權(quán)。Coordinatingauthority參謀職權(quán)：提供咨詢、建議的輔助性職權(quán)。Staffauthority職能職權(quán)：由于專業(yè)化分工的需要，把直線職權(quán)中需要專業(yè)能力的一部分權(quán)力授予專業(yè)人士而形成的權(quán)力。Linemanagersareauthorizedtodirecttheworkofsubordinates(inchargeofaccomplishingtheorganization’sbasicgoals)StaffmanagersassistandadviselinemanagersinaccomplishingthesegoalsRoleofHRManagerHRmanagersaregenerallystaffmanagers

LineauthorityinHRdepartmentCoordinateauthoritytosupervisorStaffauthoritytootherdepartmentAllmanagersare,inasense,HRmanagerDirection指導——traininganddevelopingSupervise監(jiān)督——appraisingandmotivatingCommand指揮——appointmentHRManager’sHRResponsibilities

LinefunctionMaintainingemployeerecords,HandlinginitialphasesofemployeeorientationCoordinativefunctionPerformanceappraisalsCompensationmattersStrategyStafffunction(SpecificServices)Disciplinarymatters EqualemploymentandopportunitymattersForExample:Case:Intheareaofrecruitingandhiringit’sthelinemanager’responsibilitytospecify指定

thequalifications資格條件

employeesneedtofillspecificposition.ThentheHRstafftakesover接管.Theydevelopsourcesofqualifiedapplicantsandconductinitialscreening初試

interviews.Theyadministertheappropriatetests.Thentheyreferthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.LineManager’sHRResponsibilities

PlacingtherightpersonintherightjobStartingnewemployeesintheorganizationTrainingemployeesforjobsthatarenewtothemImprovingjobperformanceInterpretingthecompany’spoliciesandproceduresControllinglaborcostsdevelopingemployeeabilitiesProtectingemployees’healthandphysicalconditionsWhyIsHRMImportanttoAllManagers?Helpsyouensureyougetresultsthroughothers.Helpsyouavoidcommonpersonnelmistakes:HiringthewrongpersonforthejobExperiencinghighturnoverFindingemployeesnotdoingtheirbestWesttimewithuselessinterviewsHavingyourcompanytakentocourtbecauseofyourdiscriminatoryactionsHavingyourcompanycitedunderfederaloccupationalsafetylawsforunsafepracticesDiscussing:Thinking:rightorwrong

Hotelmanagersandsalesmanagersarelinemanagersinmostorganizations.Thehumanresourcemanagerisalwaysalinemanager,howeverneverastaffspecialist.Allmanagers,inasense,arepersonnelmanagersbecausetheyareallinvolvedinactivitiessuchasrecruiting,selecting,andtraining.1-3-2HRDepartmentIsanyorganizationhasits’ownHRdepartment?NothaveHRdepartmentMini-sizeorganizationHumanresourcegeneralistHaveaHRdepartmentMedium-sizeorganizationLargeorganizationHumanresourcespecialist

小型組織人事組織設(shè)計圖Mini-sizeorganizationManagerMarketingProductionFinance小型組織出于成本、效率的考慮，很少有正式的HRM部門，人員數(shù)量少、組織層次少，單獨設(shè)立HRM部門既不經(jīng)濟又不實用，無謂的信息傳遞只會增加溝通與管理復雜度。這樣的組織主要由直線經(jīng)理處理HRM問題。特點：沒有詳細的分工和職責說明，某一職能由一人或多人共同承擔，甚至一人身兼數(shù)職。中型組織人事組織設(shè)計圖Medium-sizeorganizationGeneralManagerMarketingManagerProducingManagerFinancingManagerHRManager隨著組織規(guī)模的擴大，組織的HRM職能變得日益復雜，獨立設(shè)立HRM部門成為必需，HRM工作對于專業(yè)人士的專業(yè)技能的依賴增強，外行管理和臨時管理不適應組織發(fā)展的需要。特點：HRM盡管分化出來，但仍不是一個專業(yè)化分工很細的部門，HRM經(jīng)理全面而直接處理HRM事務(wù)性工作。LargeorganizationCEOTopMarketingManagerTopFinancingManagerTopHRManagerTopProducingManagerRecruitingCompensationTrainingRelation

AdvisingServicing組織規(guī)模進一步增大，各項職能工作專業(yè)化程度提高，職能工作的分工日益細化，HRM經(jīng)理需要從直線工作中脫身出來，做好與組織其它各部門的協(xié)調(diào)與支持工作，需要HRM進行專業(yè)化建設(shè)。特點：專業(yè)部門的設(shè)立使HRM工作規(guī)范化，分工明確、責任到位。HRM經(jīng)理不再是事務(wù)性人員，而成為咨詢、參謀和決策參與人。HRPositions

YouMightFindinaLargeCompanyRecruiters.Maintaincontactwithinthecommunityandperhapstravelextensivelytosearchforqualifiedjobapplicants.JobAnalysts.Collectandexaminedetailedinformationaboutjobdutiestopreparejobdescriptions.CompensationManagers.Developcompensationplansandhandletheemployeebenefitsprogram.TrainingSpecialists.Responsibleforplanning,organizing,anddirectingtrainingactivities.LaborRelationsSpecialists.Advisemanagementonallaspectsofunion-managementrelations.行政管理總裁人力資源總監(jiān)保險經(jīng)理人資計劃經(jīng)理招聘經(jīng)理培訓經(jīng)理薪酬經(jīng)理人資信息系統(tǒng)專家級國際HRM經(jīng)理地區(qū)HRM經(jīng)理勞資關(guān)系經(jīng)理專家級專家級專家級專家級專家級專家級專家級專家級員級員級員級員級員級員級員級員級員級1-4HRMToday1-4-1HR’sChangingEnvironmentKnowledgesocietyandknowledgeworkerTechnologicalAdvances技術(shù)進步Globalization全球化WorkforceDiversity勞動力多元化morewomen,includingsinglemothersdramaticchangesinracialcompositionage:moreolderworkersLegalTrendsAffectingHRMCommunicationsTelecommutingCAD/CAM1-4-2Tomorrow'sHRMNewManagementPractices(case):Thetraditional,pyramid-shapedorganization金字塔組織/層峰組織

isgoingoutofstyle過時.Employeesarebeingempowered授權(quán).Flatterorganizations扁平化組織

arebecomingthenorm.Workisincreasinglyorganizedaroundteamsandprocesses.Thebasesofpowerarechanging.Managerstodaymustbuildcommitment承諾.Reference:人力資源管理：贏得競爭優(yōu)勢（3版），雷蒙德.A.諾伊，中國人民大學出版社，P8-31Incident1-1（郵電版p16）1.Whatdoyouthinkabouttheideaofahumanresourcedepartmentinaprofessionaloffice?Theconceptofhumanresourcemanagementisapplicableinallorganizations.Humanresourcemanagementisconcernedwithmanagingthehumanresourcesofanorganization.Althoughaprofessionalofficesituationdiffersfromamoreproduction-orientedsituation,theneedforeffectivehumanresourcemanagementstillexists.However,theexistenceofahumanresourcedepartmentdoesnotautomaticallysolveallhumanresourcerelatedproblems.Managersmustnotattempttosolveallhumanresourceproblemsbysimplyreferringtheseproblemstothehumanresourcedepartment.Abetterapproachisforthehumanresourcedepartmenttoworkwiththeinvolvedparties.2.Howwouldyouselltheideaofahumanresourcedepartmenttothemanagingpartner?Studieshaveshownthatexecutivesspendaconsiderableamountoftimeonhumanresourcerelatedmatters.Thetimemanagersexpendonroutinehumanresourcerelatedmattersthatshouldbehandledbythehumanresourcedepartmentisvaluableand,therefore,isinefficientandexpensivetotheorganization.Thistimecouldbemoreeffectivelyutilizedonmattersdirectlyrelatedtoorganizationalobjectives.Managersshouldworkwiththehumanresourcedepartment,butnotperformtheirfunction.Also,thecosttotheorganizationduetothehighattritionrateamongyoungerstaffmembersiscostlytotheorganizationas