加里·德斯勒《人力资源管理》导师指导.doc

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1、PART ONE INTRODUCTION The Strategic Role of Human Resource Management 1 Lecture Outline Strategic Overview The Managers Human Resource Management Jobs Why is HR Management Important to all Managers? Line and Staff Aspects of HRM Cooperative Line & Staff HRM: An Example From Line Manager to HR Manage

2、r The Changing Environment of HR Management HRs Changing Role A Changing Environment Measuring HRs Contribution: Strategy, Metrics, and The HR Scorecard An Emphasis on Performance Metrics The HR Scorecard The High Performance Work System (HPWS) The New HR Manager New Proficiencies The Need to “Know

3、Your Employment Law” Ethics and HR HR Certification HR and Technology Improving Productivity Through HRIS The Plan of This Book The Basic Themes and Features Overview Part I: Introduction Part II: Recruitment and Placement Part III: Training and Development Part IV: Compensation Part V: Employee Rel

4、ations In Brief: This chapter gives an overview of what Human Resource Management is and how it relates to the management process. It illustrates how managers can use HR concepts and techniques, line and staff managers responsibilities, HRs role in strategic planning, and the plan of this book. Inte

5、resting Issues: Human Resources play a key role in helping companies meet the challenges of global competition. Strategic objectives to lower costs, improve productivity and increase organizational effectiveness are enabled by human resource strategies and technologies. Students will learn how HR pl

6、ays a strategic role in creating high performance work systems that employers need today to thrive. I. The Managers Human Resource Management Jobs The Managementprocess involves the following functions: planning, organizing, staffing,leading, and controlling. Staffing involves: conducting job analys

7、es; planninglabor needs and recruiting job candidates; selecting job candidates; orientingand training new employees; managing wages and salaries; providingincentives and benefits; appraising performance; communicating; trainingand developing managers; building employee commitment; beingknowledgeabl

8、e about equal opportunity, affirmative action, and employeehealth and safety; and handling grievances and labor relations.A. Why Is HR Management Important to All Managers? Managers dontwant to make mistakes while managing areas such as hiring the wrongperson, having their company taken to court bec

9、ause of discriminatoryactions, or committing unfair labor practices.B. Line and Staff Aspects of HRM Although most firms have a humanresource department with its own manager, all other managers tend toget involved in activities like recruiting, interviewing, selecting, andtraining.1. Line Versus Sta

10、ff Authority Authority is the right to make decisions,to direct the work of others, and to give orders. Line managers areauthorized to direct the work of subordinates. Staff managers areauthorized to assist and advise line managers in accomplishing theirbasic goals. HR managers are generally staff m

11、anagers.2. Line Managers HRM Responsibilities Most line managers areresponsible for line functions, coordinative functions, and some stafffunctions.C. Cooperative Line and Staff HR Management: An Example In recruitingand hiring, its generally the line managers responsibility to specify thequalificat

12、ions employees need to fill specific positions. Then the HR stafftakes over. They develop sources of qualified applicants and conductinitial screening interviews. They administer the appropriate test. Thenthey refer the best applicants to the supervisor (line manager), whointerviews and selects the

13、ones he/she wants.D. From Line Manager to HR Manager: Line managers may make careerstopovers in staff HR manager positions. NOTES Educational Materials to UseII. The Changing Environment of HR ManagementA. HRs Changing Role Human Resource responsibilities have becomebroader and more strategic over t

14、ime as organizations human resourcerequirements have become more complex. The role of HR has evolvedfrom primarily being responsible for hiring, firing, payroll, and benefitsadministration to a more strategic role in employee selection, trainingand promotion, as well as playing an advisory role to t

15、he organization inareas of labor relations and legal compliance,B. A Changing Environment - Globalization of the world economy and othertrends have triggered changes in how companies organize, manage anduse their HR departments.1. Globalization refers to the tendency of firms to extend their sales,o

16、wnership, and/or manufacturing to new markets abroad. Forbusinesses everywhere, the rate of globalization in the past decadehas been enormous, and has several strategic implications for firms.More globalization means more competition, and more competitionmeans more pressure to lower costs, make empl

17、oyees moreproductive, and do things better and less expensively.2. Technological Advances have been forcing, and enabling, firms tobecome more competitive. HR faces the challenge of quicklyapplying technology to the task of improving its own operations.3. Exporting Jobs has been prompted by competit

18、ive pressures andthe search for greater efficiencies.4. The Nature of Work is changing due to new technological demands.In addition, the shift from producing products to producing anddelivering services is a contributor to the change from “brawn tobrains”. Dramatic increases in productivity have all

19、owedmanufacturers to produce more with fewer employees. In general,the jobs that remain require more education and more skills. Theshift to using nontraditional workers such as those who hold multiplejobs, “contingent” or part-time workers or people working inalternative work arrangements has enable

20、 employers to keep costsdown.5. Human Capital refers to the knowledge, education, training, skills,and expertise of a firms workers. There is a growing emphasis onthe importance of knowledge workers and human capital and the HRmanagement systems and skills needed to select, train, and motivatethese

21、employees.6. Workforce demographics are changing. The workplace isbecoming more diverse as increased numbers of women, minoritygroupmembers, and older workers enter the workforce. The aginglabor force presents significant changes in terms of potential laborshortages, and many firms are instituting n

22、ew policies aimed atencouraging aging employees to stay, or at attracting previouslyretired employees. NOTES Educational Materials to UseIII. Measuring HRs Contribution: Strategy, Metrics, and the HR Scorecard HRs central task is always to provide a set of services that make sense interms of the com

23、pany strategy. Trends of globalization, increasedcompetition, a changing workforce and more reliance on technology havetwo main implications for how companies now organize, manage, and rely ontheir HR operations. First, HR managers must be more involved inpartnering with their top managers in design

24、ing and implementing theircompanies strategies. Second, the focus on operational improvementsmeans that all managers must be more adept at expressing theirdepartmental plans and accomplishments in measurable terms.A. An Emphasis on Performance Management expects HR to providemeasurable, benchmark-ba

25、sed evidence for its current efficiency andeffectiveness, and for the expected efficiency and effectiveness of newor proposed HR programs. Management expects solid, quantifiedevidence that HR is contributing in a meaningful and positive way toachieving the firms strategic aims.B. Metrics HR managers

26、 need a set of quantitative performancemeasures (metrics) they can use to assess their operations. Thesemetrics allow managers to measure their HR units efficiency.C. The HR Scorecard is a concise measurement system, showingquantitative standards or “metrics” used to measure HR activities,employee b

27、ehaviors resulting from these activities, and to measure thestrategically relevant organizational outcomes of those employeebehaviors. The scorecard highlights the causal link between HRactivities, emergent employee behaviors, and the resulting firm-widestrategic outcomes and performance.D. The High

28、 Performance Work System (HPWS) The general aim of theHPWS is to maximize the competencies and abilities of employeesthroughout the organization. NOTES Educational Materials to UseIV. The New HR ManagerA. New proficiencies are required of the HR Manager today in: humanresources, business, leadership

29、, and learning.B. The Need to “Know Your Employment Law” is increasingly importantas a growing web of HR related laws effects virtually every HR decision.Equal employment laws, occupational safety and health laws, and laborlaws are among the areas in which HR professionals need to beknowledgeable.C.

30、 Ethics and HR have gained increasing exposure as a result of ethicallapses in corporate behavior. It is clear that ethics needs to play a biggerrole in managers decisions. HR has an important role in promotingethical behavior at work and will be explored more fully later in the text.D. HR Certifica

31、tion through the Society of Human Resource Managementhas become increasingly important as human resource management isbecoming more professionalized. Certifications of PHR (professional inHR) and SPHR (senior professional in HR) are earned by those whosuccessfully complete all the requirements of th

32、e certification program.E. HR and Technology Technology improves HR functioning in four mainways: self-service, call centers, productivity improvement, andoutsourcing. More firms are installing Internet and computer-basedsystems for improving their HR operations. Technology also makes iteasier to ou

33、tsource HR activities to specialist service providers byallowing them to have real-time Internet-based access to the employersHR database.Improving Productivity Through HRIS The HR Portal. HRportals provide employees with a single access point or “gateway” toall HR information. Portals streamline th

34、e HR process, enables HRto redeloy its assets focus more on strategic issues NOTES Educational Materials to UseIV. The Plan of This Book Each topic interacts with and affects the others,and all should fit with the employers strategic plan.A. The Basic Themes and Features- HR is the responsibility of

35、 every manager- HR managers must defend plans and contributions in measurableterms- HR systems must be designed to achieve the companys strategicaims- HR increasingly relies on technology to achieve the strategic aims- Virtually every HR decision has legal implications- Globalization and diversity a

36、re important HR issues todayV. OverviewA. Part 1: Introduction1. Chapter 1: The Strategic Role of Human Resource Management2. Chapter 2: Equal Opportunity and the Law3. Chapter 3: Strategic Human Resource Management and the HRScorecardB. Part 2: Recruitment and Placement1. Chapter 4: Job Analysis2.

37、Chapter 5: Personnel Planning and Recruiting3. Chapter 6: Employee Testing and Selection4. Chapter 7: Interviewing CandidatesC. Part 3: Training and Development1. Chapter 8: Training and Developing Employees2. Chapter 9: Performance Management and Appraisal3. Chapter 10: Managing CareersD. Part 4: C

38、ompensation1. Chapter 11: Establishing Strategic Pay Plans2. Chapter 12: Pay for Performance and Financial Incentives3. Chapter 13: Benefits and ServicesE. Part 5: Employee Relations1. Chapter 14: Ethics, Justice, and Fair Treatment in HR Management2. Chapter 15: Labor Relations and Collective Barga

39、ining3. Chapter 16: Employee Safety and Health4. Chapter 17: Managing Global Human Resources NOTES Educational Materials to UseDISCUSSION QUESTIONS1. Explain what HR management is and how it relates to the management process. Thereare five basic functions that all managers perform: planning, organiz

40、ing, staffing, leading,and controlling. HR management involves the policies and practices needed to carry out thestaffing (or people) function of management. HR management helps the managementprocess avoid mistakes and to get results.2. Give examples of how HR management concepts and techniques can

41、be of use to allmanagers. HR management concepts and techniques can help all managers to ensure thatthey get results-through others. These concepts and techniques also help you to avoidcommon personnel mistakes such as: hiring the wrong person; experiencing high turnover;finding your people not doin

42、g their best; wasting time with useless interviews; having yourcompany taken to court because of discriminatory actions; having your company cited underfederal occupational safety laws for unsafe practices; have some employees think theirsalaries are unfair and inequitable relative to others in the

43、organization; allow a lack oftraining to undermine your departments effectiveness, and commit any unfair labor practices.3. Illustrate the HR responsibilities of line and staff managers. Line managers aresomeones boss; they direct the work of subordinates in pursuit of accomplishing theorganizations

44、 basic goals. Some examples of the HR responsibilities of line managers are:placing the right person on the job; starting new employees in the organization (orientation);training employees for jobs that are new to them; improving the job performance of eachperson; gaining creative cooperation and de

45、veloping smooth working relationships;interpreting the companys policies and procedures; controlling labor costs; developing theabilities of each person; creating and maintaining department morale; and protectingemployees health and physical conditions. Staff managers assist and advise line managers

46、in accomplishing these basic goals. They do, however, need to work in partnership witheach other to be successful. Some examples of the HR responsibilities of staff managersof employees, and the administering of various benefits programs.4. Why is it important for a company to make its human resourc

47、es into a competitiveadvantage? How can HR contribute to doing so? Building and maintaining a competitiveadvantage is what allows a company to be successful, and to remain profitable and inbusiness. HR can make a critical contribution to the competitive advantage of a company bybuilding the organiza

48、tional climate and structure that allows the company to tap its specialskills or core competencies and rapidly respond to customers needs and competitors moves.DESSLER COMPANION WEB SITEWe invite you to visit the Dessler homepage ( on thePrentice Hall Web site for the best online business support available. This siteprovides professors with a custo