獲取競爭優(yōu)勢的人力資源管理

1、獲取競爭優(yōu)勢的人力資源管理,Human Resource Management Gaining A Competitive Advantage,1人力資源管理導論 Introduction to Human Resource Management,本章問題： l 什么是人力資源管理以及它在企業(yè)管理中的作用？Explain what human resource manag

2、ement is and the role it plays in the management process? l 傳統(tǒng)的人事管理如何發(fā)展到現(xiàn)代人力資源管理？ Compare the traditional personnel management and the modern human resource management. l 人力資源管理如何贏得競爭優(yōu)勢？ How to gain the compe

3、titive advantage through HRM?,1.1   人是企業(yè)最寶貴的資源Human Being Is the Most Important Resource in the World,企業(yè)的資源包括：人財，物，時間， 技術，信息,軟，活，感性，能動硬，死，理性，被動,1.2 Definition,l 人力資源：企業(yè)內(nèi)外具有勞動能力人的總和。Human resou

4、rces the summation of manpower, including internal and external labor forces of the company.l   人力資源管理是指影響企業(yè)員工態(tài)度，行為和工作績效的各種政策，實踐和制度。Human resource management The policies, practices and systems one needs to i

5、mpact the aspects of employees, including their manners, behaviors and performances.,,,2 The Trend of HR Management 2.1 The early years 經(jīng)驗管理階段(industrial revolution) The advent of machine power, mass produc

6、tion, and efficient transportation needs a formal theory to guide managers to running their organizations.,2.2 classical management古典管理理論（1900s）,l    Fayol Functions theory including planning, organi

7、zing, commanding, coordinating, controlling.l    Weber Bureaucracy a form of organization marked by division of labor, hierarchy and regulations, and impersonal relationshipsl    

8、0; Talor Principles of scientific management. Four principles of management:,development a science for each element of an individual’s work, which replaces the old rule of thumb methods. Scientifically select and then

9、train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility a

10、lmost equally between management and workers. Management takes over all work for which it is better fitted than the workersTheory X. the set of assumptions which holds that workers cannot be trusted and must be coerced

11、into doing their jobs. Workers have little ambition, dislike work, want to void responsibility and need to be closely directed to work effectively.,2.3 Hawthorne Studies 霍桑實驗(1927-1932),Mayo, Harvard professor. (1932)Ha

12、wthorne Studies a series of studies that provided new insights in group norms and behavior. Including four studies: lighting intensities, incentive plan, informal organization, talking.,2.4 the human relations movement

13、 人際關系運動(1960s~1970s),Maslow, Humanistic Psychologist. Hierarchy of human needs:,physiological.safety Socialesteemself-actualization,2.5 Behavior Science Theories 行為科學(1960s~1970s),A group of psychologi

14、sts and sociologists who relied on the scientific method for the study of organizational behavior.Vroom, Herzberg, leadership, employee motivation, job design, conflict, organization design.,2.6 Organizational Cultur

15、e 企業(yè)文化(1980s),A system of shared meaning within an organization that determines, in large degree,how employees act. 7s: structure , strategy, skill, staff, style, systems, shared values.,2.7 Recent Trends an

16、d Issues 當代趨勢（1990s）,l workforce diversity(勞動力多元化), employees in organizations are heterogeneous in terms of gender, race, ethnicity, or other characteristics. l Total quality management（全面質(zhì)量管理） a ph

17、ilosophy of management that is driven by customer needs and expectations l  Re-engineering（企業(yè)流程再造）. A radical redesign of all or part of a company’s work processes to improve productivity and financial performance

18、.,l    Bimodal workforce（雙峰勞動力）. Employees tend to perform either low-skilled service jobs for near-minimum wage or high-skilled will-paying jobs.l   Downsizing（下

19、崗裁員）. Organizational restructuring efforts in which individuals are laid off from their jobs.l Contingent workers（彈性工人）. Part-time, temporary or freelance employees. Who are contingent workers? Laid offs, working pare

20、nts, young people still experimenting with different job options, seniors who don’t want a full time position,從傳統(tǒng)的人事管理到現(xiàn)代 人力資源管理,The evolution from traditional personnel to modern human resource management,3.1

21、 影響變遷的因素 the factors impacting the transitions,l   environment: development of high-tech, global economy, the emergence of a service economy, demographic trends, competitiveness in the markets, political lega

22、l change, human rights etc.l  people : better education, self-expectation, white –collar, treaty union movement,,4. Strategic Function Of Human Resource Management,4.1 企業(yè)戰(zhàn)略 business strategy4.2 人力資源戰(zhàn)略功能 funct

23、ion of HR strategies 迎接三大挑戰(zhàn)three competitive challenges(1)    全球化globalization“world-is –in-my-market” strategy, how to capture a piece of the global marketplace.,l      &

24、#160;  Multinational corporation (MNC)多國公司Companies that maintain significant operations in more than one country simultaneously but manage them all from one base in a home country.   Transnational corporation

25、 (TNC).跨國公司 A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local countryDuring the 1990s,global competition is being r

26、eshaped by the creation of regional cooperation agreements.,UNILEVER CROSS-CULTURAL TRAINING,TRAINING GOALS understanding of Chinese circumstances, culture and markets ; finding a good march between Unilever

27、’s products and the style of Chinese consumers and markets. TRAINING PROGRAM step 1. Watch a film about P.R.China step 2. A lecture about cross-cultural adaptability step3. Visit a Ch

28、inese culture market street (food, cloth, arts, crafts, writings etc.) step4. Talk with Chinese residents step5. Discuss in groups cultural characteristics of China,,,,,,

29、,,,l          The European Union（歐盟）. The signing of the Masstricht Treaty in February 1992,created the formation of a 12 nations EU. This treaty united the 380 million people

30、 of Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany., Austria, Finland, and Sweden. As a single market, there are no national barriers to travel

31、 , employment, investment, and trade.EU is the largest economic market in the world with a gross domestic product in 1992 of $8 trillion. Now USA firms in such diverse industries as telecommunications, heavy equipment, p

32、harmaceuticals, civilian aerospace, banking, automobiles, computers, electronics, food, beverages face vigorous challenges from their European counterparts.l         North America

33、n Free Trade Agreement（北美自由貿(mào)易區(qū)）. Mexico, Canada, and U.S.A . it opened a vast market of over 363 million consumers, its gross domestic product of 8.7 trillion in 1992. All barriers to free trade such as tariffs, import l

34、icensing requirements, and customs user fees be limited, and the long term benefits of job creation , market development and increasing living standards for all three countries. l      

35、60;  Asia Pacific Economic Cooperation（亞太經(jīng)濟貿(mào)易區(qū)）,(2)    高績效工作系統(tǒng)high-performance work system,The work system that combines social system and techniques system together in the enterprises.l  New t

36、echnology are increasing clerical functions such as technical, managerial, professional functions. Job , organization structure will be redesigned. New incentive and compensation plans, new job descriptions written, new

37、employee selection, evaluation and new programs will be instituted.l  Increased competition and shorter product life cycles are creating the need for more flexible, adaptable companies.,Aa Team work A worker

38、should has a good sense of group that means has a capability of self-managed. The more complex the task, the more the group will benefit from discussion among group members. If there is a high degree of interdependence a

39、mong the tasks that group members must perform, the members will need to interact more. Effective communication and controlled levels of conflict will relate to group performance when tasks are interdependent. l &#

40、160;    Job enlargement: training and encouraging employee to perform a range of jobs related to the ones they hold so that manpower can be used more flexibly. Assigning additional tasks to an employee in

41、order to make his job more varied and interesting. Job enrichment: change figures of a job other than compensation,,(3)滿足相關群體的需求 Satisfy the needs of the related groups,? Stockholders   ?Consumers ?Employees--

42、-quality of work life(QWL),5. Coordination of human resource management and business strategies,5.1 cooperative line and staff human resource management,,,5.2 企業(yè)戰(zhàn)略和人力資源管理開發(fā)戰(zhàn)略的協(xié)調(diào) Coordinating Business Strategy And

43、 HRMD Strategy,人力資源戰(zhàn)略HR Strategy 根據(jù)企業(yè)戰(zhàn)略來制定人力資源管理計劃和方法， 并通過人力資源管理活動來實現(xiàn)企業(yè)的戰(zhàn)略目標。 Formulate HR management plans according to business strategic plan and execute business strategic objective

44、 through HR management.,人力資源戰(zhàn)略的類型 TYPES OF HR STRATEGY,累積型戰(zhàn)略 Accumulation 效用型戰(zhàn)略 Utilization協(xié)助型戰(zhàn)略 Facilitation,RELATIONSHIP BETWEEN HR STRATEGY AND

45、 BUSINESS STRATEGY,Business Strategy Organizational Action Hr Strategy防御者戰(zhàn)略 內(nèi)部穩(wěn)定性 累積型戰(zhàn)略部署Prevention Internal stability Ac

46、cumulation產(chǎn)品市場狹窄 有限的環(huán)境偵察 集中化 追求員工最大化的參與,重視技效率導向 控制系統(tǒng)標準化運作程序 能培訓，獲取員工的卓越潛能 分析者戰(zhàn)略

47、 彈性 協(xié)助型戰(zhàn)略Analyzer Flexibility Facilitation追求新市場 嚴密和全面的規(guī)劃 追求新知識的學習，創(chuàng)造性員工維持目前市場

48、提供低成本獨特產(chǎn)品 正 確人員配置,組織結(jié)構(gòu)化及協(xié)調(diào)探索者戰(zhàn)略 不斷改變性 效用型戰(zhàn)略Explorer Continual Changing Utilization持續(xù)地尋求新市場 廣泛的環(huán)境偵察，分權(quán) 不承擔提高員工技能的培訓;只雇傭外

49、部導向 控制系統(tǒng)，快速資源配 具有崗位所需技能且能夠立即工作的產(chǎn)品市場創(chuàng)新者 置，非正式化組織結(jié)構(gòu) 員工，員工知識和崗位相適應,HR cost,10%30% 60%,HR added value,HUMAN RESOURCE COST AND HUMAN RESOURCE ADDED VALUE,,7060%30%10%,,ice de