179人力资源管理的挑战

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2. 1). A Brief History of Human Resource ManagementThe Craft System Master craftsman and apprentice Industrial Revolution Move to factory system and move to machines Division of labor Scientific Management Taylor Conducted scientific experiments to improve efficiency Theory X Human Relations Hawthorne experiments The “Hawthorn effect” led researchers to associate social factors with work Theory Y 2*
3. Workers inherently dislike work Workers must be coerced, controlled, directed, threatened with punishment to get them to accomplish work objectives Talent is narrowly distributed Workers will do as little work as they are required to do Motivated by money Need for formal, well established lines of authority Clearly defined jobsWorkers like work, cooperative, friendly Work is widely distributed throughout the workforce Workers can be motivated to work independently Managers who accepted Y, would not structure, control, or closely supervise the work environment Encourage self-control, motivate by providing satisfying work (e.g., challenging work)Theory XTheory YDouglas McGregor's Management Styles Managers could organize, lead, control, and motivate people in different ways
4. Nature of Human Resource ManagementHuman Resource Management The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals. All management decisions and practices that directly affect or influence people - planning, acquiring, retaining (controlling turnover), developing or training, performance appraisal, compensation, safety and health, family and work life. HRM has wide range of functions and areas of responsibility. 4*
5. Nature of Human Resource ManagementWho Is an HR Manager? In the course carrying out their duties, every operating manager is, in essence, an HR manager. HR specialists design processes and systems that operating managers help implement. 5*
6. Typical Division of HR ResponsibilitiesHR Unit Develops legal, effective interviewing techniques Trains managers in conducting selection interviews Conducts interviews and testing Sends top three applicants to managers for final review Checks references Does final interviewing and hiring for certain job classificationsManagers Advise HR of job openings Decide whether to do own final interviewing Receive interview training from HR unit Do final interviewing and hiring where appropriate Review reference information Provide feedback to HR unit on hiring/rejection decisionsFigure 1–16*
7. HR Management Competencies and CareersHR Generalist A person with responsibility for performing a variety of HR activities. HR Specialist A person with in-depth knowledge and expertise in a limited area of HR. Important HR Capabilities: Knowledge of business and organization Influence and change management Specific HR knowledge and expertise7*
8. Qualities of Human Resources ManagersResponsibilities Advice and counsel Service Policy formulation and implementation Employee advocacy Competencies Business mastery HR mastery Change mastery Personal credibility 8*
9. HR ActivitiesHR Planning and Analysis Equal Employment Opportunity Staffing HR Development Compensation and Benefits Health, Safety, and Security Employee and Labor/Management Relations9*
10. Human Resource Competency ModelSource: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, “Lower Cost, Higher Value: Human Resource Function in Transformation.” Reprinted with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society, 317 Madison Avenue, Suite 1509, New York, NY 10017, Phone: (212) 490-6387, Fax: (212) 682-6851.Figure 1.9Presentation Slide 1–4BusinessMastery Business acumen Customer orientation External RelationsHRMastery Staffing Performance appraisal Rewards system Communication Organization designChangeMastery Interpersonal skillsand influence Problem-solving skills Rewards system Innovation and creativityPersonal Credibility Trust Personal relationships Lived values Courage10*
11. HR Management Activities11*
12. Traditional and Strategic Views of HRM (a) Personnel-The Traditional ViewThe OrganizationPersonnel Staffing Pay TrainingResearch and DevelopmentFinanceMarketingProductionWhat is Strategic Human Resource Management (SHRM)?12*
13. Developing Human CapitalHuman Capital The knowledge, skills, and capabilities of individuals that have economic value to an organization. Valuable because capital: Is based on company-specific skills. Is gained through long-term experience. Can be expanded through development.13*
14. 2). StrategyStrategic management: set of decisions and subsequent actions used to formulate and implement strategies that will optimize the fit between the organization and its environment in an effort to achieve organizational objectives. Competitive advantage: when a firm is implementing a value creating strategy not simultaneously being implemented by any current or potential competitor. Sustained competitive advantage: exists only after efforts to replicate that advantage have ceased.14*
15. Strategy Cont.Strategic plan: the overall blueprint that defines how an organization will deploy its capital resources, such as budgetary and human resources, in pursuit of its goals How do you develop a strategic plan? Articulate values and mission statement SWOT Analysis Establish realistic goals and objectives based on the foregoing steps Formulate Strategies Implement Strategies 15*
16. CORPORATE STRATEGYHow companies choose their mixtures of different businesses Contrasts with business level strategy Diversification related unrelated16*
17. Types of Business Strategies Cost leadership: A firm pursuing a cost leadership strategy aggressively seeks efficiencies in production and uses tight controls to gain an edge on competitors. Differentiation strategy: involves an attempt to set a company’s products or services apart from those of its competitors. 17*
18. Linkage of Organizational and HR StrategiesFigure 2–418*
19. Strategic GoalsHuman Resource ManagementFinanceResearch and DevelopmentMarketingProductionTraditional and Strategic Views of HRM (b) HRM -- The Strategic View19*
20. Table 2.1 Theoretical Perspectives on SHRM Universalistic There is one best way to manage human resources. Strategic HRM is the process of transforming traditional HR practices into a limited set of “correct” HR procedures and policies. Strategic Fit Strategic HRM involves matching specific HR practices to the firm’s overall business strategy. HR as internal Strategic HRM involves HR professionals providing HR service provider services to business units within the firm. The HR goal is to enhance the effectiveness and efficiency of the operations of their business unit customers.Perspective DescriptionWhat is Strategic Human Resource Management (SHRM)? (Continued)20*
21. Table 2.1 Theoretical Perspectives on SHRM Configurational There are various configurations or “bundles” of HR practices that go together and, collectively, can improve business performance. Certain bundles are effective in certain industries and/or in certain business conditions, whereas other bundles should be used in other industries or under different business Circumstances Resource/Competency SHRM engenders organizational success by enhancing a firm’s ability to acquire, develop, use, and retain employees with high competence levels relevant to firm activities.Perspective DescriptionWhat is Strategic Human Resource Management (SHRM)? (Continued)21*
22. Competitive Advantage through PeopleCore Competencies Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. Sustained competitive advantage through people is achieved if these human resources: Have value. Are rare and unavailable to competitors. Are difficult to imitate. Are organized for synergy.22*
23. - It involves designing and implementing a set of internally consistent policies and practices that ensure a firm’s human capital contribute to the achievement of its business objectives. - This includes both vertical (linking HRM practices with strategic management process) and horizontal (the integration of the various HRM practices) integration as well. - Additionally, linking the people of the firm (in terms of their skills and actions) to the strategic needs of the firm.SHRM Defined23*
24. Different Roles for HR ManagementFigure 1–524*
25. HR Management RolesAdministrative Role Clerical and administrative support operations (e.g., payroll and benefits work) Employee Advocate Role “Champion” for employee concerns Employee crisis management Responding to employee complaints Operational Role Identification and implementation of HR programs and policies—EEO, hiring, training, and other activities that support the organization. 25*
26. How HR Spends Its TimeFigure 1–6Source: Adapted from “How Much Time Should Your HR staff Spend on Recruiting?” Human Resources Department Management Report, June 2000, p. 6.26*
27. Strategic Role for HRHR becomes a strategic business partner by: Focusing on developing HR programs that enhance organizational performance . Involving HR in strategic planning at the onset. Participating in decision making on mergers, acquisitions, and downsizing. Redesigning organizations and work processes Accounting and documenting the financial results of HR activities.27*
28. Overview of HR Management RolesFigure 1–728*
29. HR Management ChallengesOrganizational Restructuring, Mergers, and Acquisitions “Right-sizing”—eliminating of layers of management, closing facilities, merging with other organizations, and outplacing workers Intended results are flatter organizations, increases in productivity, quality, service and lower costs. Costs are survivor mentality, loss of employee loyalty, and turnover of valuable employees. HR managers must work toward ensuring cultural compatibility in mergers.29*
30. 3). HR Management ChallengesEconomic and Technological Changes Shift in jobs for manufacturing and agriculture to service industries and telecommunications. Pressures of global competition causing firms to adapt by lowering costs and increasing productivity. Growth of information technology (Internet).30*
31. Jobs of the FutureFigure 1–3Source: U.S. Department of Labor, Bureau of Labor Statistics, 2001.31*
32. HR Management ChallengesWorkforce Availability and Quality Inadequate supply of workers with needed skills for “knowledge jobs” Education of workers in basic skills Growth in Contingent Workforce Increases in temporary workers, independent contractors, leased employees, and part-timers caused by: Need for flexibility in staffing levels Increased difficulty in firing regular employees. Reduced legal liability from contract employees32*
33. HR Management ChallengesDemographics and Diversity Issues More diversity of race, gender, age, and ethnicity in the U.S. workforce Balancing Work and Family Dual-career couples Single-parent households Decline in the “traditional family” Working mothers and family/childcare Single employee “backlash” against family-oriented programs.33*
34. New Moms in the WorkforceFigure 1–4Source: U.S. Census Bureau, 2000.34*
35. Ethics and HRWhat is Ethical Behavior? What “ought” to be done. Dimensions of decisions about ethical issues in management: Extended consequences Multiple alternatives Mixed outcomes Uncertain consequences Personal effects35*
36. Ethics and HR (cont’d)Responding to Ethical Situations Guided by values and personal behavior “codes” that include: Does response meet all applicable laws, regulations, and government codes? Does response comply with all organizational standards of ethical behavior? Does response pass the test of professional standards for ethical behavior?36*
37. Ethical Issues in ManagementMost Common Forms of Unethical Conduct Lying to supervisors Employee drug use or alcohol abuse Falsification of records International Ethical Issues Gift giving and bribery Discrimination in hiring and treatment Addressing Ethical Issues Code of ethics Training managers and employees37*
38. Code of EthicsAs a member of the Society for Human Resource Management, I pledge to: Maintain the highest standards of professional and personal conduct. Strive for personal growth in the field of HRM. Support the Society's goals and objectives for developing the human resource management profession. Encourage my employer to make the fair and equitable treatment of all employees a primary concern. Strive to make my employer profitable both in monetary terms and through the support and encouragement of effective employment practices. 38*
39. Code of Ethics Cont.Instill in employees and the public a sense of confidence about the conduct and intentions of my employer. Maintain loyalty to my employer and pursue its objectives in ways that are consistent with the public interest. Uphold all laws and regulations relating to my employer's activities. Refrain from using my official positions, either regular or volunteer, to secure special privilege, gain or benefit for myself. Maintain the confidentiality of privileged information. Improve public understanding of the role of human resource management.39*
40. Overall Framework for Human Resource ManagementPresentation Slide 1–1COMPETITIVECHALLENGES Globalization Technology Managing change Human capital Responsiveness Cost containmentHUMAN RESOURCES Planning Recruitment Staffing Job design Training/development Appraisal Communications Compensation Benefits Labor relationsEMPLOYEECONCERNS Background diversity Age distribution Gender issues Educational levels Employee rights Privacy issues Work attitudes Family concerns Figure 1.140*
41. Competitive Challenges and Human Resources ManagementThe most pressing competitive issues facing firms: Going global Embracing technology Managing change Developing human capital Responding to the market Containing costs41*
42. Going GlobalGlobalization The trend toward opening up foreign markets to international trade and investment. Impact of Globalization Partnerships with foreign firms “Anything, anywhere, anytime” markets Lower trade and tariff barriers NAFTA, EU, APEC trade agreements WTO and GATT42*
43. Going Global (cont’d)Impact on HRM Different geographies, cultures, laws, and business practices Issues: Identifying capable expatriate managers. Developing foreign culture and work practice training programs. Adjusting compensation plans for overseas work.43*
44. Embracing New TechnologyKnowledge Workers Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving. The Spread of E-commerce The Rise of Virtual Workers44*
45. Influence of Technology in HRMHuman Resources Information System (HRIS) Computerized system that provides current and accurate data for purposes of control and decision making. Benefits: Store and retrieve of large quantities of data. Combine and reconfigure data to create new information. Institutionalization of organizational knowledge. Easier communications. Lower administrative costs, increase productivity and response times.45*
46. Human Resource Information SystemsHuman resource information systems (HRIS) An integrated system of hardware, software, and databases designed to provide information used in HR decision making. Benefits of HRIS Administrative and operational efficiency in compiling HR data Availability of data for effective HR strategic planning Uses of HRIS Automation of payroll and benefit activities EEO/affirmative action tracking46*
47. Major Uses ForHR Information SystemsSource: HR and Technology Survey, Deloitte & Touche and Lawson Software, 1998.HRM 147*
48. Uses of an HR Information System (HRIS)Figure 2–1248*
49. Impact of IT on HRMTransformationalImpactOperationalImpactRelationalImpactHRM49*
50. Designing and Implementing an HRISHRIS Design Issues What information available and what is information needed? To what uses will the information be put? What output format compatibility with other systems is required? Who will be allowed to access to the information? When and how often will the information be needed?50*
51. Accessing the HRISIntranet An organizational (internal) network that operates over the Internet. Extranet An Internet-linked network that allows employees access to information provided by external entities. Web-based HRIS Uses Bulletin boards Data access Employee self-service Extended linkage51*
52. A Guide To Internet SitesAmerican Management Association (http://www.amanet.org/start.htm)AMA membership, programs, training, etc. Society for Human Resource Management (http://www.shrm.org)Current events, information, connections, articles. HR Professional’s Gateway to the Internet (http://www.hrisolutions.com/index2.html) Links to HR-related web pages. Training and Development Homepage (http://www.tcm.com/trdev/)Job mart, training links, T&D electronic mailing list links.HRM 252*
53. A Guide To Internet Sites (cont’d)FedWorld (http://www.fedworld.gov) A gateway to many government web sites. U.S. Department of Labor(http://www.dol.gov) Job bank, labor statistics, press releases, grants, contract information. Occupational Safety and Health Resources(http://osh.net) OSHA-related sites, government pages, resources, etc. AFL-CIO(http://www.aflcio.org/home.htm)Union news, issue papers, press releases, links to labor sites.HRM 253*
54. HRM IT Investment FactorsInitial costs and annual maintenance costs Fit of software packages to the employee base Ability to upgrade Increased efficiency and time savings Compatibility with current systemsUser-friendliness Availability of technical support Needs for customizing Time required to implement Training time required for HR and payroll54*
55. Managing ChangeTypes of Change Reactive change Change that occurs after external forces have already affected performance Proactive change Change initiated to take advantage of targeted opportunities Formal change management programs help to keep employees focused on the success of the business.55*
56. Managing ChangeWhy Change Efforts Fail: Not establishing a sense of urgency. Not creating a powerful coalition to guide the effort. Lacking leaders who have a vision. Lacking leaders who communicate the vision. Not removing obstacles to the new vision. Not systematically planning for and creating short-term “wins.” Declaring victory too soon. Not anchoring changes in the corporate culture.56*
57. Responding to the MarketTotal Quality Management (TQM) A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement. Six Sigma A process used to translate customer needs into a set of optimal tasks that are performed in concert with one another.57*
58. Responding to the MarketReengineering Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed. Requires that managers create an environment for change. Depends on effective leadership and communication processes. Requires that administrative systems be reviewed and modified.58*
59. Containing CostsDownsizing The planned elimination of jobs (“head count”). Outsourcing Contracting outside the organization to have work done that formerly was done by internal employees. Employee Leasing The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees.59*
60. Downsizing and UpsizingPercent of companies reporting that they:*All annual readings are for 12 months ending at midyear. Categories are not mutually exclusive.Source: Gene Koretz, “Hire Math: Fire 3, Add 5,” Business Week Online (March 13, 2000).Figure 1.260*
61. Containing Costs (cont’d)Hidden Costs of Layoff Severance and rehiring costs Accrued vacation and sick day payouts Pension and benefit payoffs Potential lawsuits from aggrieved workers Loss of institutional memory and trust in management Lack of staffers when the economy rebounds Survivors who are risk-averse, paranoid, and political61*
62. Containing Costs (cont’d)Benefits of a No-Layoff Policy A fiercely loyal,more productive workforce Higher customer satisfaction Readiness to snap back with the economy A recruiting edge Workers who aren’t afraid to innovate, knowing their jobs are safe.62*
63. Productivity EnhancementsFigure 1.3Presentation Slide 1–2MOTIVATION Job enrichment Promotions Coaching Feedback Rewards ENVIRONMENT Empowerment Teams Leader support CultureABILITY Recruitment Selection Training DevelopmentPerf = f (A,M,E)63*
64. Social Issues and HRMChanging Demographics Shrinking pool of entry-level workers Productivity Individual differences Retirement benefits Social Security contributions Skills development Use of temporary employees HRM 464*
65. Social Issues and HRM (cont’d)Employer/Employee Concerns Job as an entitlement Right to work Whistle-blowing Employment at will AIDS Comparable worth Concern for privacy Mandated benefitsHRM 465*
66. Social Issues and HRM (cont’d)Attitudes Toward Work and Family Day care Flextime Job sharing Alternative work schedules Elder care Job rotation Parental leave TelecommutingHRM 466*
67. Labor Force and Racial DistributionFigure 1.4aSource: “Labor Force,” Occupational Outlook Quarterly 45. no. 4 (Winter 2001/2002): 36–41.67*
68. Labor Force Growth By Race And Hispanic Origin, Projected 2000–2010Figure 1.4bSource: “Labor Force,” Occupational Outlook Quarterly 45. no. 4 (Winter 2001/2002): 36–41.68*
69. Labor Force Share By Race And Hispanic Origin, 2000 And Projected 2010Figure 1.4cSource: “Labor Force,” Occupational Outlook Quarterly 45. no. 4 (Winter 2001/2002): 36–41.69*
70. Labor Force Participation Rate By Sex,1950–2000 And Projected 2000–2010Figure 1.5a70*
71. Labor Force Growth By Sex,Projected 2000–2010Figure 1.5b71*
72. Labor Force Share By Sex,1990, 2000, And Projected 2010Figure 1.5c72*
73. EducationPaysSource: U.S. Department of Labor.Figure 1.673*
74. Model of Diversity Management StrategyFigure 1.7Source: Kathleen Iverson, “Managing for Effective Workforce Diversity,” Cornell Hotel and Restaurant Administration Quarterly 41, no. 2 (April 2000): 31–38.74*
75. Why Diversity?The primary business reasons for diversity management include…HRM 5Source: Association of Executive Search Consultants (member survey). Used with permission of the Association of Executive Search Consultants, http://www.aesc.org.Presentation Slide 1–3Better utilization of talent(93%)Increased marketplace understanding (80%)Enhanced creativity(53%)Increased quality of team problem solving(40%)Breadth of understanding in leadership positions(60%)75*
76. Top Issues for Managers in Balancing Work and HomeExecutive recruiters say 75 percent of senior management candidates and 88 percent of middle managers raised concerns about balancing work and home. Top issues:Source: Association of Executive Search Consultants (member survey). Used with permission of the Association of Executive Search Consultants, http://www.aesc.org.Figure 1.876*

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