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,,,StrategicHumanResourceManagement,Afterreadingthischapter,youshouldbeableto:Describethedifferencesbetweenstrategyformulationandstrategyimplementation.描述战略制定和执行之间的区别。,Chapter,2,1,StrategicHumanResourceManagement,Listthecomponentsofthestrategicmanagementprocess.列举战略性管理过程的几个构成要素。,Chapter,2,2,StrategicHumanResourceManagement,DiscusstheroleoftheHRfunctioninstrategyformulation.讨论人力资源管理职能再在战略制定过程中所扮演的角色。,Chapter,2,3,StrategicHumanResourceManagement,DescribethelinkagesbetweenHRandstrategyformulation.描述人力资源管理和战略制定两者之间的联系。,Chapter,2,4,StrategicHumanResourceManagement,DiscussthemorepopulartypologiesofgenericstrategiesandthevariousHRpracticesassociatedwitheach.就比较常用的一些通用战略模型以及与之相配套的各种人力资源管理实践展开讨论。,Chapter,2,5,StrategicHumanResourceManagement,DescribethedifferentHRissuesandpracticesassociatedwithvariousdirectionalstrategies.描述同各种方向性战略相联系的各类人力资源管理问题以及人力资源管理实践。,Chapter,2,6,StrategicHumanResourceManagement,ListthecompetenciestheHRexecutiveneedstobecomeastrategicpartnerinthecompany.列出企业的高层人力资源管理人员要想在企业中成为一名战略伙伴所需要具备的能力有哪些?,Chapter,2,7,Thegoalofstrategicmanagementinanorganizationistodeployandallocateresourcesinawaythatgivesitacompetitiveadvantage.在一个组织中,战略管理的目标是以一种能为企业带来竞争优势的方式来使用、配置资源。,Introduction,8,Humanresourcemanagersshould:haveinputintothestrategicplan,参与到企业的战略规划制定过程之中;havespecificknowledgeoftheorganization’sstrategicgoals,掌握与组织战略性目标有关的一些特定知识;knowwhattypesofemployeeskills,behaviors,andattitudesareneededtosupportthestrategicplan,and指导何种类型的员工技能、行为以及态度是能够支持组织的战略规划的;developprogramstoensurethatemployeeshavethoseskills,behaviors,andattitudes.制定方案来确保员工具备这些技能、行为以及态度。,Introduction,9,WhatisStrategicManagement?,StrategicManagementisaprocessforanalyzingacompanyscompetitivesituation,developingthecompanysstrategicgoals,anddevisingaplanofactionandallocationofresourcesthatwillhelpacompanyachieveitsgoals.战略管理是一个过程:首先分析一家企业所处的竞争环境、确定企业的战略目标,然后再设计出能帮助企业实现目标的行动计划以及资源的配置方式。,,10,WhatisStrategicManagement?,Strategichumanresourcemanagementisthepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenableanorganizationtoachieveitsgoals.战略性人力资源管理是为了是组织能够实现其目标而制定的有计划的人力资源使用模式以及各种人力资源管理活动。,,11,ComponentsoftheStrategicManagementProcess,StrategyFormulation:Strategicplanninggroupsdecideonastrategicdirectionbydefiningthecompanysmissionandgoals,itsexternalopportunitiesandthreats,anditsinternalstrengthsandweaknesses.战略制定:战略规划小组需要通过界定企业的使命和目标、外部的机会和威胁以及内部的有和劣势来决定企业的战略方向。,12,ComponentsoftheStrategicManagementProcess,StrategyImplementation:Theorganizationfollowsthroughonthestrategythathasbeenchosen.Thisincludesstructuringtheorganization,allocatingresources,ensuringthatthefirmhasskilledemployeesinplace,anddevelopingrewardsystemsthatalignemployeebehaviorwiththestrategicgoals.战略执行:企业的主要任务就是如何执行已经制定好的这些战略。它包括设计组织结构、分配资源、确保组织获得高技能的员工、制定能够使员工行为与组织战略目标保持一致的报酬系统。,13,ModeloftheStrategicManagementProcess,人力资源管理实践招募职位分析培训职位设计绩效管理甄选劳资关系开发员工关系薪资结构奖金福利,公司绩效生产率质量收益性,人力资源行为行为结果(生产率、缺勤率、流动率),人力资源能力技能能力知识,人力资源需要技能行为文化,使命,目标,战略选择,内部分析优势劣势,外部分析机会威胁,战略制定,战略执行,,,,,,,,,,,,,,,,,,,,,14,TheRoleofHRMinStrategyFormulation,AdministrativeLinkage—Lowestlevelofintegration;HRMfunctionsattentionisfocusedonday-to-dayactivities.NoinputfromtheHRMfunctiontothecompanysstrategicplanisgiven.行政管理联系—最低层次的整合;人力资源管理职能的注意力集中在日常管理活动上。企业的战略性经营规划是在人力资源部门没有任何参与的情况下履行的。One-WayLinkage—ThestrategicbusinessplanningfunctiondevelopstheplanandtheninformstheHRMfunctionoftheplan.HRMthenhelpsintheimplementation.单向联系—企业的战略性经营规划部门首先制定出战略规划,然后再告知人力资源管理职能部门。人力资源管理职能所扮演的角色是执行既定战略规划的系统或方案。,15,TheRoleofHRMinStrategyFormulation,Two-WayLinkage—Allowsforconsiderationofhumanresourceissuesduringthestrategyformulationprocess.TheHRMfunctionisexpectedtoprovideinputtopotentialstrategicchoicesandthenhelpimplementthechosenoption.双向联系—允许企业在整个战略制定过程中将人力资源问题考虑在内。人力资源职能部门提供各种不同的战略选择;待做出战略决策后,执行具体的方案。IntegrativeLinkage—Isbasedoncontinuing,ratherthansequential,interaction.TheHRexecutiveisanintegralmemberofthestrategicplanningteam.一体化联系—是建立在持续性而不是有一定先后顺序的相互作用基础之上的动态多方面联系。高层人力资源管理人员是战略规划团队中不可或缺的成员。,16,StrategyFormulation,目标,使命,战略选择,内部分析优势劣势,外部分析机会威胁,,,,,,,,,,,,17,StrategyFormulation,Fivecomponentsofthestrategicmanagementprocess:战略管理过程的五个组成部分:Amissionisastatementoftheorganizationsreasonsforbeing.使命是对组织存在的理由所作的陈述。Goalsarewhattheorganizationhopestoachieveinthemedium-tolong-termfuture一个组织的目标是指组织希望取得的中长期成就。Externalanalysisconsistsofexaminingtheorganizationsoperatingenvironmenttoidentifystrategicopportunitiesandthreats.外部分析就是指通过对组织的运营环境进行考察来分析企业所面临的各种战略机会以及所受到的各种战略威胁。,18,StrategyFormulation,Internalanalysisattemptstoidentifytheorganizationsstrengthsandweaknesses.内部分析是指分析组织自身的优势和劣势的过程。Strategicchoiceistheorganizationsstrategy,whichdescribesthewaystheorganizationwillattempttofulfillitsmissionandachieveitslongtermgoals.战略选择就是组织的战略,它描述了一个组织实现其实名以及达成其长期目标的方式。,19,StrategyImplementation,OrganizationalStructure组织结构,TypesofInformation信息的类型,Taskdesign工作任务设计,Selection,training,anddevelopmentofpeople人员的甄选、培训与职位设计,RewardSystems报酬系统,ProductmarketStrategy产品市场战略,Performance绩效,,,,,,,,20,HRMPractices,JobAnalysis-theprocessofgettingdetailedinformationaboutjobs.Jobdesign-makingdecisionsaboutwhattasksshouldbegroupedintoaparticularjob.,职位分析就是获取关于职位的各种详细信息的过程。职位设计所要决定则是应当将哪些工作任务划归到某一特定职位上去。,,21,HRMPractices,Recruitment-theprocessthroughwhichtheorganizationseeksapplicantsforpotentialemployment.Selection-identifyingtheapplicantswiththeappropriateknowledge,skills,andabilities,andothercharacteristicsthatwillhelpthecompanyachieveitsgoals.,招募是指企业为了完成潜在的员工雇佣任务而对求职者进行搜寻的过程。甄选是指企业试图确认求职者是否具有某些特定的知识、技能、能力以及其他性格特征,从而能够帮助企业达到目标的过程。,,22,HRMPractices,Training-aplannedefforttofacilitatelearningofjob-relatedknowledge,skills,andbehavior.Development-theacquisitionofknowledge,skills,andbehaviorthatimproveemployeesabilitytomeetthechallengesofinjobrequirementsandinclientandcustomerdemand.,培训是指企业为方便员工学习与工作有关的知识、技能以及行为而开展的一种有计划的活动。开发是指企业为了提高员工能力以应对现有的工作挑战和客户需求,帮助员工获得相应的知识、技能和行为的活动。,,23,HRMPractices,,Performancemanagement-helpsensurethatemployees’activitiesandoutcomesarecongruentwiththeorganization’sobjectives.Paystructure,incentives,andbenefits.Laborandemployeerelations.,绩效管理是一种用来确保每位员工的工作活动及其结果都与组织的目标保持一致的手段。薪资结构、奖金与福利劳资关系,24,StrategicTypes,PortersGenericStrategies—MichaelPorterhashypothesizedthatcompetitiveadvantagecomesfromcreatingvalueby:波特提出了两种通用战略—假设企业的竞争优势源自企业创造价值的能力,价值可以通过以下方式来创造:,,25,StrategicTypes,reducingcosts(overallcostleadership),降低成本(全面成本领袖)chargingapremiumpriceforadifferentiatedproductorservice(differentiation).企业的产品和服务与同行业有所不同,从而能凭借比竞争对手更高的价格来创造价值。(差别化)Differentstrategiesrequiredifferenttypesofemployees.不同的战略需要不同类型的员工。,,26,HRMNeedsinStrategicTypes,Rolebehaviorsarethebehaviorsrequiredofanindividualinhisorherroleasajobholderinasocialworkenvironment.角色行为是指在一个特定的社会工作环境中,某一任职者在扮演其角色是所应当表现出来的行为。,27,HRMNeedsinStrategicTypes,Coststrategyfirmsseekefficiencyandthereforecarefullydefinetheskillstheyneedinemployeesanduseworkerparticipationtoseekcost-savingideas.实行低成本战略的公司关注高效率生产,所以会明确界定所需员工的技能,并且通过员工参与来到到更高效水平。Differentiationfirmsneedhighlycreativeandcooperativeemployees;risktakers.实施差别化战略的公司需要具有高度创造性和合作精神,并能承担风险的员工。,28,,DirectionalStrategies,ExternalGrowthStrategy外部成长战略,ConcentrationStrategy集中战略,InternalGrowthStrategy内部成长战略,Downsizing裁员,Acquisitions兼并,Mergers合并,,29,TheRoleofHRinProvidingaCompetitiveAdvantage,EmergentStrategies-Thosethatevolvefromthegrassrootsoftheorganization.突变战略—一些从组织的基层演变而来的战略。Whatactuallyisdoneversuswhatisplanned.实际执行的战略VS预定战略HRplaysanimportantroleinfacilitatingthecommunicationofemergentstrategiesbetweenlevelsinthehierarchy.人力资源管理在促进组织内部各层级的沟通方面扮演着重要角色。,30,TheRoleofHRinProvidingaCompetitiveAdvantage,EnhancingFirmCompetitiveness增强企业竞争力Bydevelopingarichpooloftalent,HRcanassurethecompanysabilitytoadapttoadynamicenvironment.通过为企业建立一个人力资本储备库,使企业能够适应动态变化的环境。,31,StrategicHumanResourceExecutives,Fourbasiccompetencies:BusinessCompetencies-Understandingthecompanyseconomicandfinancialcapabilities.经营能力—了解企业的经济和财务能力Professional/TechnicalKnowledge-InHRpracticessuchasselectiontechniquesandcompensationsystems.专业/技术知识—人力资源实践相关知识,如人员甄选技术、薪酬系统,32,StrategicHumanResourceExecutives,ChangeProcessesorOrganizationalDevelopmentTechniques-todiagnoseproblems,implementorganizationalchanges,andevaluateresults.变革管理能力或组织开发技术—诊断问题,实施变革,评价变革结果。IntegrationCompetencies–tointegratethethreeothercompetenciestoincreasethecompany’svalue.综合能力—综合利用其他三个方面的能力来增加企业的价值。,33,HumanResourceCompetencies,HRProfessional人力资源管理人员,IntegrationCompetence综合能力,ProfessionalandTechnicalKnowledge专业和技术知识,AbilitytoManageChange变革管理能力,BusinessCompetence经营能力,,,,,34,
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