国外著名HR咨询公司HRM培训.ppt

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1、阿里巧巧,Human Resource ManagementPART1,阿里巧巧,Personnel Management to Human Resource Management,Recognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach to acquiring,developing,managing and gaining

2、 the commitment of the organisations key resource the people who work for it Armstrong 1991,阿里巧巧,Features of HRM,Management focussed and top management drivenLine management role keyEmphasises strategic fit integration with business strategyCommitment orientedTwo perspectives hard and softInvolves s

3、trong cultures and values,阿里巧巧,Performance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goal

4、sStrong emphasis on quality to customersRewards differentiated by skill,competence or performance,Features of HRM,阿里巧巧,Fombrum,Tichy and Devanna Model 1984,Selection,Performance,Appraisal,HRD,Reward,阿里巧巧,Warwick Model of HRM,Business Strategy Context,Inner Context,HRM Content,HRM Context,OUTER CONTE

5、XT,阿里巧巧,Warwick Model content of the boxes,Outer context socio-economic,technical,politico-legal,competitiveInner context culture,structure,politico-leadership,task-technology,business outputsBusiness strategy context objectives,product market,strategy and tacticsHRM context-role,definition,organisa

6、tion,HR outputsHRM content HR flows,work systems,reward systems,employee relations,阿里巧巧,The Harvard Model,Stakeholder Issues:Workforce characteristicsBusiness strategy&conditionsManagement philosophyUnionsTask technologyLaws&societal values,Stakeholder Interests:ShareholdersManagementEmployee Groups

7、GovernmentCommunityUnions,HRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flows,HR Outcomes:CommitmentCongruenceCompetenceCost effectiveness,LT consequences:Individual well beingOrganisational effectivenessSocietal well being,阿里巧巧,Guest Model,Defines four policy goals of

8、HRMFurther development of the Harvard modelStrategic integration HRM into strategic plans,in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functional,adaptable structures,capability to innovate,阿里巧巧,Soft HRM,

9、Stresses human aspectEmphasis on HRDParticipationMotivationCommitmentLeadershipHUMAN resource management,阿里巧巧,Hard HRM,People as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE Management,阿里巧巧,Competence-Based HRM,Definitions:The skills,knowledge and experie

10、nce that an individual brings to their role IDS 1997Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits,motives,skills,characteristics and knowledge related to superior performance Boyatsis 1982,阿里巧巧,Uk v.US defin

11、itions,US-input oriented what the individual brings to the jobUK-output oriented the skills,attitudes and knowledge,expressed in behaviours for effective job performanceOne or both?,阿里巧巧,Levels of Influence,StrategicFunctionalSystemsIndividual,阿里巧巧,Implications at Strategic Level,The identification

12、of core competencies of the organisation which confer sustained competitive advantageOwned by more than one person and grow through use and experience therefore difficult to imitate,阿里巧巧,Implications for the Human Resource Function,Develop managerial competenceStrategic selection and staffingDevelop

13、 internal labour marketDesign jobs round capabilityDevelop individual competenceDevelop culture to foster innovationBuild learning organisationDevelop organisational learning mechanisms,阿里巧巧,Implications for Human Resource Systems,Vertical integration link individual competence to the core competenc

14、e of the organisationHorizontal integration provide a framework for the integration of HR systems componentsVital player in the development of core competenciesCan be used to develop individual HR systems,阿里巧巧,Recruitment and Selection,Based on past behaviour as the most valid predictor of future be

15、haviourBuilding the competence framework requires multiple information sourcesCompetence specification should cover both technical and personal/interpersonal competencies,阿里巧巧,Develop interview questions that elicit examples of past behavioursIn assessment centres create tasks that require demonstra

16、ted competenciesUse competencies to select test instrumentsUse competencies to evaluate candidate performance,Recruitment and Selection,阿里巧巧,Appraisal,Set outcome and performance targets for each competenceOutcome levels and performance targets can be graded if desired.e.g standard performance;above

17、 standard;excellent etcBelow standard performance can be used to generate development needs,阿里巧巧,Can provide forum for the identification of new/changing competence requirementsCan provide forum for setting acquisition of competence time scalesProvides a clear and agreed framework for performance ev

18、aluation and discussion,Appraisal,阿里巧巧,Development,Provides a framework for individual training needsNo transfer problems as competence can only be demonstrated by on the job behavioursDevelopment contributes directly to current performanceEncourages a broad based approach to development activities,

19、阿里巧巧,Ensures line manager commitment to developmentOffers common language to all participants in the development processOffers transparent process to all stakeholdersFacilitates validation and evaluation of the development process,Development,阿里巧巧,Reward,Promotes flexibilityPromotes a development fo

20、cused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority,阿里巧巧,Can assist in addressing the technical/managerial divideOffers a route for the reward of knowledge workersCarries high face

21、validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strategy,Reward,阿里巧巧,Integration,Vertical-integration with corporate strategyHorizontal-the internal integration of the components of an HR strategyIntra-gration the integration of the pa

22、rts of a component of HR strategy e.g reward strategy base pay,variable pay and benefits all support each other,阿里巧巧,Current HRM Issues&Debates,Responding to increased competitionManaging international operationsRiding the waves of changeManaging the changing relationship with the workforceChanging

23、legislative and regulatory frameworksBest practice versus best fit,阿里巧巧,HRM and Corporate Strategy,阿里巧巧,Strategy,Diversity of viewpointsTwo dimensions of agreementDegree of planning:deliberate emergentOutcomes:profit maximisation range of outcomes(plural)Four key approaches(Whittington),阿里巧巧,Approac

24、hes to Strategy,Outcomes,Profit maximising,Plural,Deliberate,Emergent,Classical,Evolutionary,Systemic,Processual,Processes,阿里巧巧,Classical:Rational Economic Man,Application of rational analysisSeparation of planning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit

25、 goals cascaded down the organisation,阿里巧巧,Classical and HRM,HRM matching and downstreamTool of implementationHR policies and strategies geared to achieving profit maximisationCritique product of its time;looks nave in todays turbulent and global environment;still pursued in some sectors with long t

26、ime horizons.,阿里巧巧,Evolutionary:Natural Selection,Emphasis on environmental fitProfit maximisation achieved by market competitionFit determined by chance rather than strategySurvival by short term strategies aimed at current fitStrategy and illusion in unpredictable environment,阿里巧巧,Evolutionary law

27、 of the jungle,HR key role in environmental scanningPolicies and strategies aimed at flexibility and adaptabilityMatching modelCritique markets more regulated than jungle;by government,law,international agreementsConcept of flexibility important,阿里巧巧,Processual life is messy,Concept of bounded ratio

28、nalitySubjective interpretation of data therefore strategy flawed and incompleteWe take the first best option sufficingOrganisations as coalitions consensus by negotiationMinimum adaptation for survival rather than proactive change spare capacity as bufferStrategy a comforting ritual,阿里巧巧,Processual

29、 and HRM,HR policies evolving and reactiveSoft HRMOD,best practice and development of internal competencies importantCritique lacks vision;may not be able to respond quickly enough to threats,阿里巧巧,Systemic:socially grounded,Man makes decisions based on social factors not economic;Social networks def

30、ine normsInternal context of firm influenced by social groups,interests,resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic perspective includes national culture,family,gender,social groups Strategy must be sensitive to these,阿里巧巧,Systemic and HR,HR po

31、licies and processes will have to reflect local cultureManagement style and strategies for motivation and commitment reflect local and national cultureCritique focuses on difference at the expense of similarity and cross-cultural influences,阿里巧巧,Resource-Based Theory of the Firm,Places HR at heart o

32、f strategyCompetitive advantage stems from strategic core competencies built up over timeRecognises importance of leadership in building top team;fostering creativity and innovation;facilitate the learning process,阿里巧巧,Emphasises renewal aspect and dynamic capabilities of the organisationCapacity of

33、 a firm to renew,adapt and augment its core competencies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy making,Resource-Based Theory of the Firm,阿里巧巧,Resource-Based Theory&HRM,Basi

34、s for human resource as competitive edgeHRM valued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing and retentionHuman process advantage gained by continuous learning,co-operation and innovation facilitated by bundles of HR strategie

35、s,阿里巧巧,Defining Strategic Core Competencies,INTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and explicit knowledge an activityCore competence:delivers a fundamental customer benefit,阿里巧巧,-is not easily imitated by competitors-prov

36、ides a gateway to new marketsContributes to strategy as:-as a source of competitive advantage-via a longer lifespan that a single product-exercised across the range of organisational activities,Defining Strategic Core Competencies,阿里巧巧,Role of HR in Managing Core Competencies,Identifying core compet

37、encies linking them to individualsBuilding core competencies learning and cross discipline communication,阿里巧巧,Role of HR in Managing Core Competencies,Utilising core competencies developing management capability and forms of working that maximise deploymentProtecting core competencies retention stra

38、tegies,protection during major change,identifying owners of core competence,阿里巧巧,COMPARATIVE HUMAN RESOURCE MANAGEMENT,阿里巧巧,Definitions,how things are done around here(Drennan,1992)Organisational culture refers to the pattern of beliefs,values and learned ways of coping with experience that have dev

39、eloped during the course of an organisations history,and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown,1995),阿里巧巧,Organisational Culture-Definitions,The pattern of beliefs and assumptions shared by the organisations members,these beliefs produce

40、norms that shape the behaviour of individuals and groupsA set of habitual ways of thinking,feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in time,阿里巧巧,Levels of Culture,Culture can be conceived as:-societal or nation

41、al culture-corporate culture-homogenous or heterogeneous subculturesTurner(1971)defined industrial sub-culture by:-distinctive set of shared meanings-use of symbols and rituals-socialisations and norms-attempts to manipulate culture,阿里巧巧,Aspects of culture,ArtifactsLanguage jokes,jargon,storiesBehav

42、iour patterns rituals,ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs,values and attitudesSymbols,阿里巧巧,Models of culture,Artifacts,Beliefs,values,attitudes,Basic assumptions,Most superficial manifestations of culture,Deepest level of cultureSchein,1985,阿里巧巧,Org

43、anisational Culture,Artifacts artVisible behavioursaudible behaviours,Values,Basic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment,Visible but notoften decipherable,What“ought to be;norm-based,Taken for grantedInvisiblePre-conscious,阿里巧巧,Common Organisation Stories,Ca

44、n employees break the rules?Is the big boss human?Can the little person rise to the top?Will I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the organisation deal with obstacles?,阿里巧巧,CULTURE:Socialisation:learning,pre-arrival:“preconception

45、”,metamorphosis:“absorb”,security,commitment,productivity,encounter:“provisional”,(H&B 2002),阿里巧巧,Organisational Culture and the Life Cycle of the Firm,Phase 1-Birth and Early GrowthPurpose foster cohesion during growthNeed for change economic or successionStrategies natural evolution-self-guided ev

46、olution-Managed evolution-managed evolution viaoutsiders,阿里巧巧,Organisational Culture and the Life Cycle of the Firm,Phase 2 Organisational mid-lifePurpose culture deeply embedded,may develop sub-cultures Strategies planned change and OD-technological seduction-scandal,explosion of myths-incrementali

47、sm,阿里巧巧,Organisational Culture and the Life Cycle of the Firm,Phase 3 organisational maturityPurpose source of pride,resistantStrategies coercive persuasion-turnaround-recognition,destruction,re-birth,阿里巧巧,Culture in organisations:Handy/Harrison:,POWER:ZEUS,PERSON:DIONYSUS,TASK:ATHENA,ROLE:APOLLO,阿里

48、巧巧,Communication Hall Model,Arab UKChina Germany,High contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships&goodwill&performanceAgreement by trust Legal contractNegotiation slow,ritual Negotiation efficient,阿里巧巧,Hofstedes Model,IndividualismHigh power distanc

49、eMasculinityHigh uncertainty avoidanceShort termism,CollectivismLow power distanceFemininityLow uncertainty avoidanceLong termism,阿里巧巧,HRM and Culture Change,阿里巧巧,Layers of Culture,Artefacts physical objects,behaviour and processesEspoused values those appearing publicly in mission statement,policie

50、s Underlying assumptions rarely articulated;may conflict with espoused values and each other,阿里巧巧,Culture Change,Why change?Environment changes:Business mergers,technology,market Government laws,H&S,diversity,Demographic changes in the human resources available,阿里巧巧,The Nature of Change,Externally i