德斯勒《人力资源管理》 .ppt

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1、The Strategic Role of Human Resource Management,After studying this chapter,you should be able to:,Explain what human resource management(HR)is and how it relates to the management process.Give at least eight examples of how managers can use HR concepts and techniques.Illustrate the HR management re

2、sponsibilities of line and staff(HR)managers.Provide a good example that illustrates HRs role in formulating and executing company strategy.Write a short essay that addresses the topic:why metrics and measurement are crucial to todays HR managers.Outline the plan of this book.,2005 Prentice Hall Inc

3、.All rights reserved.,12,2005 Prentice Hall Inc.All rights reserved.,13,The Managers Human ResourceManagement Jobs,Management processThe five basic functions of planning,organizing,staffing,leading,and controlling.Human resource management(HRM)The policies and practices involved in carrying out the“

4、people”or human resource aspects of a management position,including recruiting,screening,training,rewarding,and appraising.,2005 Prentice Hall Inc.All rights reserved.,14,Personnel Aspects Of A Managers Job,Conducting job analyses(determining the nature of each employees job)Planning labor needs and

5、 recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging wages and salaries(compensating employees)Providing incentives and benefitsAppraising performanceCommunicating(interviewing,counseling,disciplining)Training and developing managersBuilding employee commitm

6、ent,2005 Prentice Hall Inc.All rights reserved.,15,Personnel Mistakes,Hire the wrong person for the jobExperience high turnoverHave your people not doing their bestWaste time with useless interviewsHave your company in court because of discriminatory actionsHave your company cited by OSHA for unsafe

7、 practicesHave some employees think their salaries are unfair and inequitable relative to others in the organizationAllow a lack of training to undermine your departments effectivenessCommit any unfair labor practices,2005 Prentice Hall Inc.All rights reserved.,16,Basic HR Concepts,Getting resultsTh

8、e bottom line of managingHR creates value by engaging in activities that produce the employee behaviors the company needs to achieve its strategic goals.,2005 Prentice Hall Inc.All rights reserved.,17,Line and Staff Aspects of HRM,Line managerA manager who is authorized to direct the work of subordi

9、nates and is responsible for accomplishing the organizations tasks.Staff managerA manager who assists and advises line managers.,2005 Prentice Hall Inc.All rights reserved.,18,Line Managers HRM Responsibilities,Placing the right person on the right jobStarting new employees in the organization(orien

10、tation)Training employees for jobs new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationshipsInterpreting the firms policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining depar

11、tment moraleProtecting employees health and physical condition,2005 Prentice Hall Inc.All rights reserved.,19,Functions of the HR Manager,A line functionThe HR manager directs the activities of the people in his or her own department and in related service areas(like the plant cafeteria).A coordinat

12、ive functionHR managers also coordinate personnel activities,a duty often referred to as functional control.Staff(assist and advise)functionsAssisting and advising line managers is the heart of the HR managers job.,2005 Prentice Hall Inc.All rights reserved.,110,HR and Authority,AuthorityThe right t

13、o make decisions,direct others work,and give orders.Implied authorityThe authority exerted by an HR manager by virtue of others knowledge that he or she has access to top management.Line authorityThe authority exerted by an HR manager by directing the activities of the people in his or her own depar

14、tment and in service areas.,2005 Prentice Hall Inc.All rights reserved.,111,Employee Advocacy,HR must take responsibility for:Clearly defining how management should be treating employees.Making sure employees have the mechanisms required to contest unfair practices.Represent the interests of employe

15、es within the framework of its primary obligation to senior management.,2005 Prentice Hall Inc.All rights reserved.,112,Examples of HR Job Duties,RecruitersSearch for qualified job applicants.Equal employment opportunity(EEO)coordinatorsInvestigate and resolve EEO grievances,examine organizational p

16、ractices for potential violations,and compile and submit EEO reports.Job analystsCollect and examine information about jobs to prepare job descriptions.,2005 Prentice Hall Inc.All rights reserved.,113,Examples of HR Job Duties(contd),Compensation managersDevelop compensation plans and handle the emp

17、loyee benefits program.Training specialistsPlan,organize,and direct training activities.Labor relations specialistsAdvise management on all aspects of unionmanagement relations.,2005 Prentice Hall Inc.All rights reserved.,114,HR Department Organizational Chart(Large Company),Figure 11,Source:Adapted

18、 from BNA Bulletin to Management,June 29,2000.,2005 Prentice Hall Inc.All rights reserved.,115,Cooperative Line and Staff HR Management,The line managers responsibility is to specify the qualifications employees need to fill specific positions.HR staff then develops sources of qualified applicants a

19、nd conduct initial screening interviewsHR administers the appropriate tests and refers the best applicants to the supervisor(line manager),who interviews and selects the ones he or she wants.,2005 Prentice Hall Inc.All rights reserved.,116,HR Organizational Chart(Small Company),Figure 12,2005 Prenti

20、ce Hall Inc.All rights reserved.,117,Employment and RecruitingWho Handles It?(percentage of all employers),Figure 13,Source:HR Department Benchmarks and Analysis,”BNA/Society for Human Resource Management,2002.,Note:length of bars represents prevalence of activity among all surveyed employers.,2005

21、Prentice Hall Inc.All rights reserved.,118,The Changing Environment Of HR Management,HRs changing role:“Personnel departments”Took over hiring and firing from supervisors,payroll,and benefit plans administration.In the 1930s added“protecting the firm in its interaction with unions”responsibilities(l

22、abor relations).Assumed organizational responsibilities for equal employment and affirmative action.,2005 Prentice Hall Inc.All rights reserved.,119,A Changing HR Environment,GlobalizationTechnological AdvancesExporting JobsThe Nature of WorkWorkforce Demographics,2005 Prentice Hall Inc.All rights r

23、eserved.,120,Employment Exodus:Projected Loss of Jobs and Wages,Figure 14,Source:Michael Shroeder,“States Fight Exodus of Jobs,”Wall Street Journal,June 3,2003,p.84.,2005 Prentice Hall Inc.All rights reserved.,121,Measuring HRs Contribution,StrategyThe companys long-term plan for how it will balance

24、 its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.HR managers today are more involved in partnering with their top managers in both designing and implementing their companies strategies.Top management wants to see,precisely,how the

25、 HR managers plans will make the company more valuable.,2005 Prentice Hall Inc.All rights reserved.,122,HR Metrics,Absence Rate(Number of days absent in month)(Average number of employees during mo.)(number of workdays)100Cost per Hire(Advertising+Agency Fees+Employee Referrals+Travel cost of applic

26、ants and staff+Relocation costs+Recruiter pay and benefits)Number of HiresHealth Care Costs per Employee Total cost of health care Total EmployeesHR Expense FactorHR expense Total operating expense,Figure 15,Sources:Robert Grossman,“Measuring Up,”HR Magazine,January 2000,pp.2935;Peter V.Le Blanc,Pau

27、l Mulvey,and Jude T.Rich,“Improving the Return on Human Capital:New Metrics,”Compensation and Benefits Review,January/February 2000,pp.1320;Thomas E.Murphy and Sourushe Zandvakili,“Data and Metrics-Driven Approach to Human Resource Practices:Using Customers,Employees,and Financial Metrics,”Human Res

28、ource Management 39,no.1(Spring 2000),pp.93105;HR Planning,Commerce Clearing House Incorporated,July 17,1996;SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey;www.shrm.org.,2005 Prentice Hall Inc.All rights reserved.,123,HR Metrics(contd),Human Capital ROI Revenue(Operating Expense Compensatio

29、n cost+Benefit cost)(Compensation cost+Benefit cost)Human Capital Value Added Revenue(Operating Expense(Compensation cost+Benefit Cost)Total Number of FTE Revenue FactorRevenue Total Number of FTETime to fillTotal days elapsed to fill requisitions Number hired,Figure 15(contd),Sources:Robert Grossma

30、n,“Measuring Up,”HR Magazine,January 2000,pp.2935;Peter V.Le Blanc,Paul Mulvey,and Jude T.Rich,“Improving the Return on Human Capital:New Metrics,”Compensation and Benefits Review,January/February 2000,pp.1320;Thomas E.Murphy and Sourushe Zandvakili,“Data and Metrics-Driven Approach to Human Resourc

31、e Practices:Using Customers,Employees,and Financial Metrics,”Human Resource Management 39,no.1(Spring 2000),pp.93105;HR Planning,Commerce Clearing House Incorporated,July 17,1996;SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey;www.shrm.org.,2005 Prentice Hall Inc.All rights reserved.,124,HR

32、Metrics(contd),Training Investment FactorTotal training cost HeadcountTurnover CostsCost to terminate+Cost per hire+Vacancy Cost+Learning curve lossTurnover RateNumber of separations during month Average number of employees during month 100Workers Compensation Cost per EmployeeTotal WC cost for Year

33、 Average number of employees,Figure 15(contd),Sources:Robert Grossman,“Measuring Up,”HR Magazine,January 2000,pp.2935;Peter V.Le Blanc,Paul Mulvey,and Jude T.Rich,“Improving the Return on Human Capital:New Metrics,”Compensation and Benefits Review,January/February 2000,pp.1320;Thomas E.Murphy and So

34、urushe Zandvakili,“Data and Metrics-Driven Approach to Human Resource Practices:Using Customers,Employees,and Financial Metrics,”Human Resource Management 39,no.1(Spring 2000),pp.93105;HR Planning,Commerce Clearing House Incorporated,July 17,1996;SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Surv

35、ey;www.shrm.org.,2005 Prentice Hall Inc.All rights reserved.,125,Measuring HRs Contribution,The HR ScorecardShows the quantitative standards,or“metrics”the firm uses to measure HR activities.Measures the employee behaviors resulting from these activities.Measures the strategically relevant organizat

36、ional outcomes of those employee behaviors.,2005 Prentice Hall Inc.All rights reserved.,126,Benefits of a High Performance Work System(HPWS),Generate more job applicantsScreen candidates more effectivelyProvide more and better trainingLink pay more explicitly to performanceProvide a safer work envir

37、onmentProduce more qualified applicants per positionMore employees are hired based on validated selection testsProvide more hours of training for new employeesHigher percentages of employees receiving regular performance appraisals.,2005 Prentice Hall Inc.All rights reserved.,127,The New HR Manager,

38、New ProficienciesHR proficienciesBusiness proficienciesLeadership proficienciesLearning proficiencies,2005 Prentice Hall Inc.All rights reserved.,128,The New HR Manager(contd),The Need to“Know Your Employment Law”Equal employment lawsOccupational safety and health lawsLabor laws,2005 Prentice Hall I

39、nc.All rights reserved.,129,Effects CFOs Believe Human Capital Has on Business Outcomes,Figure 16,Source:Steven H.Bates,“Business Partners,”HR Magazine,September 2003,p.49,2005 Prentice Hall Inc.All rights reserved.,130,The New HR Manager,Ethics and HREthical lapses(e.g.,Enron,Martha Stewart)Sarbane

40、s-Oxley Act in 2003Intended to curb erroneous corporate financial reporting:Requires CEOs and CFOs to certify their companies periodic financial reports.Prohibits personal loans to executive officers and directors.Requires CEOs and CFOs to reimburse their firms for bonuses and stock option profits i

41、f corporate financial statements subsequently require restating.,2005 Prentice Hall Inc.All rights reserved.,131,HR Professional Certification,HR is becoming more professionalized.Society for Human Resource Management(SHRM)SHRMs Human Resource Certification Institute(HRCI)SPHR(senior professional in

42、 HR)PHR(professional in HR)certificate,2005 Prentice Hall Inc.All rights reserved.,132,HR and Technology,Benefits of technological applications for HRIntranet-based employee portals through which employees can self-service HR transactions.The availability of centralized call centers staffed with HR

43、specialists.Increased efficiency of HR operations.The development of data warehouses of HR-related information.The ability to outsource HR activities to specialist service providers.,2005 Prentice Hall Inc.All rights reserved.,133,The Plan of This Book:Basic Themes,HR management is the responsibilit

44、y of every managernot just those in the HR department.HR managers must always stand ready to defend their plans and contributions in measurable terms.An HR departments performance is measured relative to achieving the companys strategic aims.HR managers increasingly rely on IT to help support the co

45、mpanys strategic aims.Virtually every HR-related decision managers make has legal implications.Globalization and diversity are important HR issues today.,2005 Prentice Hall Inc.All rights reserved.,134,Strategy and the Basic HR Process,Figure 18,2005 Prentice Hall Inc.All rights reserved.,135,KEY TE

46、RMS,management processhuman resource management(HRM)authorityline managerstaff managerline authorityimplied authorityfunctional control,employee advocacyglobalizationnontraditional workershuman capitalstrategymetricsHR Scorecardoutsourcing,Equal Opportunity and the Law,After studying this chapter,yo

47、u should be able to:,Cite the main features of at least five employment discrimination laws.Define adverse impact and explain how it is proved and what its significance is.Explain and illustrate two defenses you can use in the event of discriminatory practice allegations.Avoid employment discriminat

48、ion problems.Cite specific discriminatory personnel management practices in recruitment,selection,promotion,transfer,layoffs,and benefits.Define and discuss diversity management.,2005 Prentice Hall Inc.All rights reserved.,237,2005 Prentice Hall Inc.All rights reserved.,238,Equal Employment Opportun

49、ity 19641991,Title VII of the Civil Rights Act(1964)An employer cannot discriminate on the basis of race,color,religion,sex,or national origin with respect to employment.CoverageAll public or private employers of 15 or more persons.All private and public educational institutions,the federal governme

50、nt,and state and local governmentsAll public and private employment agenciesAll labor unions with 15 or more members,2005 Prentice Hall Inc.All rights reserved.,239,Title VII of the 1964 Civil Rights Act,The Equal Employment Opportunity Commission(EEOC)Consists of five members appointed by the presi