[管理学]人力资源管理ppt课件.ppt

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1、,Strategic Human Resource Management,After reading this chapter, you should be able to:Describe the differences between strategy formulation and strategy implementation.List the components of the strategic management process.Discuss the role of the HR function in strategy formulation.Describe the li

2、nkages between HR and strategy formulation.,Chapter,2,Strategic Human Resource Management,Discuss the more popular typologies of generic strategies and the various HR practices associated with each.Describe the different HR issues and practices associated with various directional strategies.List the

3、 competencies the HR executive needs to become a strategic partner in the company.,Chapter,2,Macro Labor Market Economics Technology Culture Politics,HRM Environment,Micro Strategy and Structure HRM Subjects Leader HRM Professionals Functional managers,The goal of strategic management in an organiza

4、tion is to deploy and allocate resources in a way that gives it a competitive advantage.Human resource managers should:have input into the strategic plan,have specific knowledge of the organizations strategic goals,know what types of employee skills, behaviors, and attitudes are needed to support th

5、e strategic plan, anddevelop programs to ensure that employees have those skills, behaviors, and attitudes.,Introduction,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,What is Strategic Management?,Strategic Management is a process for analyzing a companys competitive s

6、ituation, developing the companys strategic goals, and devising a plan of action and allocation of resources that will help a company achieve its goals.Strategic human resource management is the pattern of planned human resource deployments and activities intended to enable an organization to achiev

7、e its goals., 2006 The McGraw-Hill Companies, Inc. All rights reserved,McGraw-Hill/Irwin,Components of the Strategic Management Process,Strategy Formulation: Strategic planning groups decide on a strategic direction by defining the companys mission and goals, its external opportunities and threats,

8、and its internal strengths and weaknesses.Strategy Implementation: The organization follows through on the strategy that has been chosen. This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems that align

9、employee behavior with the strategic goals., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Model of the Strategic Management Process,HR PracticesRecruiting, Training,Performance management, Labor relations, Employee relations, Job analysisJob design, Selection,Developme

10、nt, Pay structure, Incentives,Benefits,FirmPerformanceProductivity,Quality,Profitability,HumanResourceActionsBehaviors,Results,HumanResourceCapabilitySkills,Abilities,Knowledge,HumanResourceNeedsSkillsBehaviorCulture,Mission,Goals,StrategicChoice,InternalAnalysisStrengthsWeaknesses,ExternalAnalysisO

11、pportunitiesThreats,Strategy Formulation,Strategy Implementation, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,The Role of HRM in Strategy Formulation,Administrative Linkage Lowest level of integration; HRM functions attention is focused on day-to-day activities. No in

12、put from the HRM function to the companys strategic plan is given.One-Way Linkage The strategic business planning function develops the plan and then informs the HRM function of the plan. HRM then helps in the implementation.Two-Way Linkage Allows for consideration of human resource issues during th

13、e strategy formulation process. The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option.Integrative Linkage Is based on continuing, rather than sequential, interaction. The HR executive is an integral member of the strategic planning tea

14、m., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Strategy Formulation,Goals,Mission,StrategicChoice,InternalanalysisStrengthsWeaknesses,ExternalanalysisOpportunitiesThreats, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Strategy Formulatio

15、n,Five components of the strategic management process:A mission is a statement of the organizations reasons for being.Goals are what the organization hopes to achieve in the medium-to long-term futureExternal analysis consists of examining the organizations operating environment to identify strategi

16、c opportunities and threats.Internal analysis attempts to identify the organizations strengths and weaknesses.Strategic choice is the organizations strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals., 2006 The McGraw-Hill Companies

17、, Inc. All rights reserved.,McGraw-Hill/Irwin,Strategy Implementation,Organizationalstructure,Types ofInformation,Task design,Selection,training, anddevelopmentof people,Rewardsystems,Productmarketstrategy,Performance, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,HRM P

18、ractices,Job Analysis - the process of getting detailed information about jobs. Recruitment - the process through which the organization seeks applicants.Training - a planned effort to facilitate learning of job-related knowledge, skills, and behavior.,Job design - making decisions about what tasks

19、should be grouped into a particular job.Selection - identifying the applicants with the appropriate knowledge, skills, and ability.Development - the acquisition of knowledge, skills, and behavior that improves employees ability to meet the challenges of future jobs.,Performance management - helps en

20、sure that employees activities and outcomes are congruent with the organizations objectives.Pay structure, incentives, and benefits.Labor and employee relations., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Strategic Types,Porters Generic Strategies Michael Porter has

21、 hypothesized that competitive advantage comes from creating value by:reducing costs (overall cost leadership), orcharging a premium price for a differentiated product or service (differentiation)., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,HRM Needs in Strategic Ty

22、pes,Different strategies require different types of employees.Role behaviors are the behaviors required of an individual in his or her role as a jobholder in a social work environment.Cost strategy firms seek efficiency and therefore carefully define the skills they need in employees and use worker

23、participation to seek cost-saving ideas.Differentiation firms need creative risk takers., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Directional Strategies,External GrowthStrategy,ConcentrationStrategy,Internal GrowthStrategy,Downsizing,Acquisitions,Mergers, 2006 The

24、 McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,The Role of HR in Providing a Competitive Advantage,Emergent Strategies - Those that evolve from the grass roots of the organization.What actually is done versus what is planned. HR plays an important role in facilitating the commun

25、ication of emergent strategies between levels in the hierarchy.Enhancing Firm CompetitivenessBy developing a rich pool of talent, HR can assure the companys ability to adapt to a dynamic environment., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Strategic Human Resourc

26、e Executives,Four basic competencies:Business Competencies - Understanding the companys economic and financial capabilities.Professional/Technical Knowledge - In HR practices such as selection techniques and compensation systems.Change Processes or Organizational Development Techniques - The ability

27、 to diagnose the need for change and develop and implement the appropriate intervention.Integration Competencies - A generalist perspective with the skills of a specialist in the above three areas., 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Human Resource Competenci

28、es,HR Professional,IntegrationCompetence,Professional andTechnicalKnowledge,Ability toManage Change,BusinessCompetence, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Reading Asignment,Page 63-66 HRM PracticesPage 74-77 The role of Human Resources in Providing Strtegic Adnantage,