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1、获取竞争优势的人力资源管理获取竞争优势的人力资源管理HumanResourceManagementGainingACompetitiveAdvantage1人力资源管理导论人力资源管理导论IntroductiontoHumanResourceManagement本章问题：l什么是人力资源管理以及它在企业管理中的作用？Explainwhathumanresourcemanagementisandtheroleitplaysinthemanagementprocess?l传统的人事管理如何发展到现代人力资源管理？Comparethetraditionalpersonnelmanagementand
2、themodernhumanresourcemanagement.l人力资源管理如何赢得竞争优势？HowtogainthecompetitiveadvantagethroughHRM?1.1人是企业最宝贵的资源人是企业最宝贵的资源HumanBeingIstheMostImportantResourceintheWorld企业的资源包括：n人n财，物，时间，技术，信息n软，活，感性，能动n硬，死，理性，被动1.2Definitionl人力资源：企业内外具有劳动能力人的总和。Humanresourcesthesummationofmanpower,including internal and ex
3、ternallaborforcesofthecompany.l人力资源管理是指影响企业员工态度，行为和工作绩效的各种政策，实践和制度。HumanresourcemanagementThepolicies,practices and systems one needs to impactthe aspects of employees,including theirmanners,behaviorsandperformances.2 The Trend of HR Management 2.1 The early years 经经验验管管理理阶阶段段(industrial revolution)
4、The advent of machine power,mass production,and efficient transportation needs a formal theory to guide managers to running their organizations.2.2 classical management古典管理理论（古典管理理论（1900s）lFayol Functions theoryincludingplanning,organizing,commanding,coordinating,controlling.lWeberBureaucracyaformof
5、organizationmarked by division of labor,hierarchy andregulations,andimpersonalrelationshipslTalor Principles of scientific management.Fourprinciplesofmanagement:developmentascienceforeachelementofanindividualswork,whichreplacestheoldruleofthumbmethods.Scientificallyselectandthentrain,teach,anddevelo
6、ptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divide work and responsibility almost equally between managementandworkers.ManagementtakesoverallworkforwhichitisbetterfittedthantheworkersTheoryX.thesetofassumptionsw
7、hichholdsthatworkerscannotbetrustedandmustbecoercedintodoingtheirjobs.Workershavelittleambition,dislikework,wanttovoidresponsibilityandneedtobecloselydirectedtoworkeffectively.2.3 Hawthorne Studies 霍桑实验霍桑实验(1927-1932)Mayo,Harvardprofessor.(1932)HawthorneStudiesaseriesofstudiesthatprovidednewinsights
8、ingroupnormsandbehavior.Includingfourstudies:lightingintensities,incentiveplan,informalorganization,talking.2.4thehumanrelationsmovement人际关系运动人际关系运动(1960s1970s)nMaslow,HumanisticPsychologist.nHierarchyofhumanneeds:nphysiological.nsafetynSocialnesteemnself-actualization2.5BehaviorScienceTheories行为科学行
9、为科学(1960s1970s)nAgroupofpsychologistsandsociologistswhoreliedonthescientificmethodforthestudyoforganizationalbehavior.nVroom,Herzberg,nleadership,employee motivation,jobdesign,conflict,organizationdesign.2.6OrganizationalCulture企业文化企业文化(1980s)nA system of sharedmeaning within anorganizationthatdeter
10、mines,in largedegree,howemployeesact.n7s:structure,strategy,skill,staff,style,systems,sharedvalues.2.7RecentTrendsandIssues当代趋势（当代趋势（1990s）l workforce diversity(劳 动 力 多 元 化),employeesinorganizationsareheterogeneous in terms of gender,race,ethnicity,orothercharacteristics.lTotalqualitymanagement（全面质量
11、管理）aphilosophyofmanagementthatisdrivenbycustomerneedsandexpectations l Re-engineering（企 业 流 程 再 造）.Aradicalredesignofallorpartofacompanyswork processes to improve productivity andfinancialperformance.l Bimodal workforce（双峰劳动力）.Employeestendto perform either low-skilled service jobs for near-minimumw
12、ageorhigh-skilledwill-payingjobs.lDownsizing（下 岗 裁 员）.Organizationalrestructuring efforts in which individuals are laid off fromtheirjobs.lContingentworkers（弹性工人）.Part-time,temporaryor freelance employees.Who are contingent workers?Laidoffs,workingparents,youngpeoplestillexperimentingwithdifferent j
13、ob options,seniors who dont want a full timeposition3.从传统的人事管理到现代从传统的人事管理到现代人力资源管理人力资源管理Theevolutionfromtraditionalpersonneltomodernhumanresourcemanagement3.1影响变迁的因素影响变迁的因素thefactorsimpactingthetransitionsl environment:development of high-tech,globaleconomy,theemergenceofaserviceeconomy,demographict
14、rends,competitivenessinthemarkets,politicallegalchange,humanrightsetc.lpeople:bettereducation,self-expectation,whitecollar,treatyunionmovement4.StrategicFunctionOfHumanResourceManagementn4.1企业战略企业战略businessstrategyn4.2人力资源战略功能人力资源战略功能functionofHRstrategies迎接三大挑战迎接三大挑战threecompetitivechallenges(1)全球化
15、globalization“world-isin-my-market”strategy,howtocaptureapieceoftheglobalmarketplace.lMultinationalcorporation(MNC)多国公司Companiesthatmaintainsignificantoperationsinmorethanonecountrysimultaneouslybutmanagethemallfromonebaseinahomecountry.Transnationalcorporation(TNC).跨国公司Acompanythatmaintainssignific
16、antoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryDuringthe1990s,globalcompetitionisbeingreshapedbythecreationofregionalcooperationagreements.UNILEVERCROSS-CULTURALTRAININGTRAININGGOALSunderstandingofChinesecircumstances,cultureandmarkets;fi
17、ndingagoodmarchbetweenUnileversproductsandthestyleofChineseconsumersandmarkets.TRAININGPROGRAMstep1.WatchafilmaboutP.R.Chinastep2.Alectureaboutcross-culturaladaptabilitystep3.VisitaChineseculturemarketstreet(food,cloth,arts,crafts,writingsetc.)step4.TalkwithChineseresidentsstep5.Discussingroupscultu
18、ralcharacteristicsofChinalThe European Union（欧盟（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andS
19、weden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.NowUSAfirmsinsuchdiverseindustriesastelecommunications,heavyequipment,pharmaceuticals,civilianaerospace,banking,automobiles,comput
20、ers,electronics,food,beveragesfacevigorouschallengesfromtheirEuropeancounterparts.lNorth American Free Trade Agreement（北美自由贸易（北美自由贸易区）区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingr
21、equirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.lAsia Pacific Economic Cooperation（亚太经济贸易区）（亚太经济贸易区）(2)高绩效工作系统high-performanceworksystemTheworksystemthatcombinessocialsystemandtechniquessystemtogetherinthee
22、nterprises.lNewtechnologyareincreasingclericalfunctionssuchastechnical,managerial,professionalfunctions.Job,organizationstructurewillberedesigned.Newincentiveandcompensationplans,newjobdescriptionswritten,newemployeeselection,evaluationandnewprogramswillbeinstituted.lIncreasedcompetitionandshorterpr
23、oductlifecyclesarecreatingtheneedformoreflexible,adaptablecompanies.AaTeam workA workershouldhasagoodsenseofgroupthatmeanshasacapabilityofself-managed.Themorecomplexthetask,themorethegroupwillbenefitfromdiscussionamonggroupmembers.Ifthereisahighdegreeofinterdependenceamongthetasksthatgroupmembersmus
24、tperform,thememberswillneedtointeractmore.Effectivecommunicationandcontrolledlevelsofconflictwillrelatetogroupperformancewhentasksareinterdependent.lJob enlargement:trainingandencouragingemployeetoperformarangeofjobsrelatedtotheonestheyholdsothatmanpowercanbeusedmoreflexibly.Assigningadditionaltasks
25、toanemployeeinordertomakehisjobmorevariedandinteresting.Job enrichment:changefiguresofajobotherthancompensation,(3)满足相关群体的需求SatisfytheneedsoftherelatedgroupsStockholdersConsumersEmployees-qualityofworklife(QWL)5.Coordinationofhumanresourcemanagementandbusinessstrategiesn5.1cooperativelineandstaffhum
26、anresourcemanagementDepartmentsupervision(Line)Personnel(staff)Recruit-ingAndHiringPrepareoutliningspecificqualificationsofemployeesforspecificpositions.Interviewandselection ConductskilledinterviewsMakedecisionofhiringWrittenjobdescriptionMakeplanofadvanceposition.DeveloppotentialcandidatesReferbes
27、tcandidatestosupervisorTrainanddevelop-mentInstructandtrainnewemployeesSuggestionabouttrainProvideinformationabouttotalqualitymanagementandworkteamPlanningtrainingprogramsGivesuggestionofHRDevelopemployeejobperformancetoolKeepcompleterecordofpersonnelMakecareerplanCompen-sationProvideinformationofpo
28、sitionanditsvaluesDecidethewagelevelAppraisalperformanceParticipatetheplanningoffinancialincentives,benefitsandservicesCarryouttheperformanceappraisalJobInvestigationofsalarylevelSuggestionaboutpayplansDiscussionsubsidizeandbenefitswithlinemanagersSuperviseinsurancepayLaborRelationEstablishdaytodayr
29、elationshipofrespectandtrustwithunionofficialsConsistentlyapplylaborcontracttermsSmoothworkerscomplainwayTakepartinwagebargainingwithHRmanagersAdvisesupervisorsandfindoutthefactsongrievancesDiagnosethequestionsandlabordifficultiesInvestigationforwagebargainingTrainlinemanagerstoexplainworkcontractsl
30、ists5.2企业战略和人力资源管理开发战略的协调企业战略和人力资源管理开发战略的协调CoordinatingBusinessStrategyAndHRMDStrategy人力资源战略人力资源战略HRStrategy根据企业战略来制定人力资源管理计划和方法，根据企业战略来制定人力资源管理计划和方法，并通过人力资源管理活动来实现企业的战略目标并通过人力资源管理活动来实现企业的战略目标。Formulate HR management plansaccordingtobusinessstrategicplanandexecutebusinessstrategicobjectivethroughHRm
31、anagement.人力资源战略的类型人力资源战略的类型TYPESOFHRSTRATEGYn累积型战略累积型战略Accumulationn效用型战略效用型战略Utilizationn协助型战略协助型战略FacilitationRELATIONSHIPBETWEENHRSTRATEGYANDBUSINESSSTRATEGYBusinessStrategyOrganizationalActionHrStrategy防御者战略防御者战略内部稳定性内部稳定性累积型战略部署累积型战略部署PreventionInternalstabilityAccumulation产品市场狭窄有限的环境侦察集中化追求员工
32、最大化的参与,重视技效率导向控制系统标准化运作程序能培训，获取员工的卓越潜能分析者战略分析者战略弹性弹性协助型战略协助型战略AnalyzerFlexibilityFacilitation追求新市场严密和全面的规划追求新知识的学习，创造性员工维持目前市场提供低成本独特产品正确人员配置,组织结构化及协调探索者战略探索者战略不断改变性不断改变性效用型战略效用型战略ExplorerContinualChangingUtilization持续地寻求新市场广泛的环境侦察，分权不承担提高员工技能的培训;只雇佣外部导向控制系统，快速资源配具有岗位所需技能且能够立即工作的产品市场创新者置，非正式化组织结构员工，员工知识和岗位相适应HR cost10%30%60%HR added valueHUMANRESOURCECOSTANDHUMANRESOURCEADDEDVALUE7060%30%10%ice deliverAdministrationStrategicHRMAdministrationHRM30%70%70%30%costAddedvalues