资源描述
Chapter 1
Strategic Human Resource
Management and Planning
(战略性人力资源管理和规划)
What is strategic human resource management?
1.1HR Management Challenges
Economic and Technological Change
Occupational Shifts
Workforce Availability And Quality
Demographics And Diversity
Balancing Work And Family
Organizational Restructuring
Eliminating layers of managers
Closing facilities
Merging with other organizations
Outplacing workers
1.2HR Management Activities
(Figure 1-1 Management activities )
l HR Planning and Analysis
l Equal Employment Opportunity
l Staffing
l HR Development
l Compensation and Benefits
l Health, Safety, and Security
l Employee and Labor-Management Relations
1.3Nature of HR Management
l HR as Employee Advocate
l Roles of HR Management
(Figure 1-2 HR Management Roles
l Ethics and HR Management
l HR Management Competencies and Careers
1.4Organizational Strategies and HR Planning
(FIRGURE 1-3 HR Planning Process)
l Scanning the External Environment
Government influences
Economic conditions
Geographic and competitive concerns
Workforce composition and work patterns
l Internal Assessment of Organizational Workforce
The Balance Between Jobs needed to
be done and Skills of people available to do the jobs
Organizational Capabilities Inventory
l Human Resource Information Systems
An HRIS and the internet
Ensuring security and privacy
l Forecasting
1.5Managing a Human Resource Surplus
Ø Workforce Reductions and the WARN Act
The Worker Adjustment And Retraining Notification (WARN)
Ø Downsizing: reducing the size of an organizational workforce. “Rightsizing”.
Consequences of downsizing
Managing survivors of downsizing
Attrition and hiring freezes
Early retirement buyouts
Layoffs
Outplacement services
Strategic Management Tools?
FIRGURE 1-1 Management Activities
Environment Organization HR Activities Goals
表1-2 人力资源管理的角色 Figure 1-2 HR Management Roles
行政的administrative 运营的operational 战略的strategic
着重于focus
管理过程与记录administrative processing and record keeping
营运的支持
operational support
组织范围的，全球的organization-wide, global
时间timing
短期（不超过一年）short term (less than 1 year)
中期（1到2年）intermediate term (1-2 years)
长期（2到5年）
longer term (2-5 years)
典型
活动typical activities
l 管理员工的福利administering employee benefits
l 对新员工情况简介conducting new employee orientations
l 说明人力资源政策与程序interpreting HR polices and procedures
l 准备公平就业的报告preparing equal employment reports
l 对薪酬项目的管理managing compensation programs
l 为空缺职位招聘、选择员工recruiting and selecting for current openings
l 实行安全培训conducting safety training
l 处理员工投诉问题resolving employee complaints
l 劳动力趋势、问题评估assessing workforce trends and issues
l 参与社区劳动力发展规划engaging in community workforce development planning
l 组织重构与缩员进行协助assisting in organizational restructuring and downsizing
l 对合并与收购提供建议advising on mergers or acquisitions
l 规划薪酬战略planning compensation strategies
FIRGURE 1-3 HR Planning Process 图1-3 人力资源规划过程
组织目标与战略organizational objectives and strategies
对外部环境的审视Scan external environment for changes affecting labor supply
对内部的人力资源能力清单的分析analyze internal inventory of HR capabilities
预测forecasting
组织对人员的需要
Organizational need for people
对可用人员的调查
Survey of people available
组织人力资源战略与规划HR strategies and plans
Chapter 2
Organizational Performance and Global Effectiveness
(组织绩效及全球效能)
2.1 Organizational And Global Productivity
Global Competitiveness And Productivity
High Productivity Leads To Higher Standards Of Living.
Increase The National Wage Levels Without In National Productivity Lead To Inflation
Lower Rates Of Productivity Make For Higher Labor Costs Which Lead To Less Competitive.
Organizations and Productivity
Productivity Ultimately Affects Profitability And Competitiveness In A For-Profit Organization And Total Costs In A Not-For-Profit Organization.
Productivity Is The Value Of An Organization.
Increasing Productivity
Outsourcing
Making Workers More Efficient With Capital Equipment
Replacing Workers With Equipment
Helping Workers Work Better
Redesigning The Work
Quality And Productivity
Quality of production must be considered part of productivity.
W. Edwards Deming: “Getting The Job Done Right The First Time Is Important To Quality Production.”
Service
Delivering high-quality customer service is another important outcome that affects
Organizational competitive performance.
Including product design, interaction with customers and so on.
Service excellence is difficult to define
2.2 Individual / Organizational Relationships
Loyalty and length of service with one company ( individual / organizational relationship )
Factors of changing:
l Mergers and acquisitions
l Self-employment and contingent work
l Outsourcing jobs
l Loss of employment security
l Less management job tenure
l Altered psychological contracts
Psychological contract:
The unwritten expectations that employees and employers have about the nature of their work relationships.
Expectations for improving loyalty
Employers provide：
l Competitive compensation
l benefits tailored to the workforce
l flexibility to balance work and home life
Employees contribute :
l Continuous performance improvement
l reasonable tenure with the organization
l Extra effort when needed
Figure 2-1 Model Of Individual / Organizational Performance
2.3 Productivity And Job Design
Consequences Of Job Design
Employee Satisfaction , Health ...
Reengineering
Reengineering Process
Teams And Job
Make Jobs More Meaningful
Take Advantage
The Self-Directed Work Team
Advantages And Disadvantages Of Team Jobs
Advantage: ...
Disadvantage: ...
（详情请点击）
2.4 Job Satisfaction And Organizational Commitment (OC)
l Job Satisfaction : a positive emotional state resulting from evaluating one’s job experiences.
l Job dissatisfaction:
l The relationship between productivity and job satisfaction is not entirely clear.
l Job satisfaction has impact on OC.
l OC: the degree to which employees believe in and accept organizational goals and want to remain with the organization.
l OC is specifically reflected in employee absenteeism and turnover.
l OC affects the goals of productivity, quality, and service.
Absenteeism
Categories
Voluntary：avoidable
Involuntary: unavoidable
Absenteeism control options
Discipline
Positive reinforcement
A combination of both
PTO (a paid time off): vacation time, holidays, sick leave for each employee are combined into a PTO account.
Employees use days from their accounts at their discretion for illness, personal time, or vacation. If employees run out of days in their accounts, then they are not paid for any additional days missed.
Turnover： Occurs when employees leave an organization and have to be replaced. Excessive turnover can be a very costly problem, with a major impact on productivity. So organizations must take steps to control excessive turnover, particularly that caused by organizational factors.
Voluntary (By Choice): lack of challenge, better opportunity elsewhere, pay, supervision, geographic relocation, and pressure.
Involuntary (Fired)
Not all turnovers are negative: some workforce losses are desirable, especially if the workers leaving are lower-performing, less reliable individuals.
The Way To Control ( 7 Methods )
l Good recruiting: use realistic job previews and avoid hiring employees who have a high probability of leaving;
l Good initial employee orientation;
l Competitive compensation;
l Promotion from within;
l Good supervision;
l Adequate training;
l Consistent HR policies.
2.5 Assessing HR Effectiveness
Some examples of data from records can include the following:
l HR expense per employee;
l Compensation as a percent of expense;
l HR department expense as a percent of total expenses;
l Turnover rate;
l Absence rate.
HR audits：assess HR effectiveness
Evaluate How well HR activities have been performed, so that management can identify what needs to be improved.
Employee attitude surveys
Focuses on employees’ feelings and beliefs about their jobs. To allow employees to air their views about their jobs, their supervisors, their co-workers, and organizational policies and practices.
Can be starting points for improving job satisfaction.
Some employers conduct attitude surveys on a regularly scheduled bases (such as every year), while others do so intermittently.
Exit Interviews
Those who are leaving the organization are asked to identify the reasons for their departure.
HR specialists rather than supervisors usually conduct exit interviews.
Issues to be examined: reasons for leave, pay, supervision, training, and the best-liked and least-liked aspects of the job.
HR Performance And Benchmarking
A standard is a model or measure against which something is compared to determine its performance.
Benchmarking: compares specific measures of performance against data on those measures in other “best practices” organizations.
l Total compensation as a percentage of net income before taxes;
l Percentage of management positions filled internally;
l Dollar sales per employee;
l Benefits as a percentage of payroll cost.
A useful way to analyze HR involves calculating ratios. Figure 2-2 HR ratios and measure of assessment
2.6 Global Human Resource Management
Different Cultures, Economies, And Legal Systems Presents Some Challenges To HRM.
FIRGURE 2-3 Considerations Affecting Global HR Management
Legal And Political Factors
Stable / turbulent political system,
Economic Factors
l Different countries have different economic systems.
l The cost of living is a major economic consideration for global corporations.
Cultural Factors
l culture is the total accumulation of beliefs、customs、values、behaviors、institutions and communication patterns that are shared, learned and passed down through the generations in an identifiable group of people .
l Getting individuals from different ethnic or tribal backgrounds to work together may be difficult in some parts of the world.
2.7 Types Of Global Organizations.
Three Stages To Broaden Out Into The World:
Importing And Exporting
HR activities are not affected except for travel policies for those going abroad.
Multinational Enterprises
As the MNE expands, it hires workers from the countries in which it has operations, but key management positions in the foreign operations are filled with employees from the home country of the corporation, HR practices for employees sent from corporate headquarters must be developed so that these employees and their dependents may continue their economic lifestyles while stationed outside the home country.
Global Organizations
Global HR policies and activities are developed, but decentralization of decision making to subsidiary units and operations in other countries is necessary in order for country-specific adjustments to be made.
2.8 International Staffing And Training: 军人、服刑犯、外交人员，远离权力核心圈的部门与人员：职业生涯（成长）压力、融合难（主流语言、文化、思维、生活方式）
Types Of International Employees
Expatriate
Host-Country National
Third-Country National
Selection For International Assignments:
Cultural adjustment
Host-country language
The preferences and attitudes of spouses and other family members (spouses’ career, schooling of children)
International Training And Development
FIGURE 2-4 International Training and Development
Predeparture orientation and training
Language
Culture
History
Living conditions
Continuing employee training and development
Broadened skills
Career planning
Development programs
repatriation
Reverse culture shock
Acceptance of returnee
2.9 International Compensation And Other Activities
International compensation
Balance-Sheet Approach: a compensation package that equalizes cost differences between the international assignment and the same assignment in the home country of the individual or the corporation.
Tax Equalization Plan: the company adjusts an employee’s base income downward by the amount of estimated U.S. tax to be paid for the year. Thus, the employee pays only the foreign-country tax.
International security and terrorism
U.S. citizens are especially vulnerable to extortions, kidnapping, bombing, physical harassment.
Nevertheless, individual employees and their families living abroad must constantly be aware of security issues.
Global Labor Management Relations: The Union
The strength and nature of unions differ from country to country.
Co-determination: in European countries, it is required that firms have union worker representatives on their boards of directions.
Figure 2-1 model of individual / organizational performance
Productivity
HR EFFECTIVENESS
Job Satisfaction/
Dissatisfaction
Organizational Commitment
The Individual
Ability
Motivation
Support
Quality
The Job
Design
Individual vs. Team
Job Elements
Service
Figure 2-2 HR ratios and measure of assessment
HR FUNCTION
USEFUL RATIOS
Selection
Long-term vacancies
Total jobs
Vacancies filled internally
Total vacancies
Time to fill vacancy
Total vacancies
Offers accepted
Offers extended
Training
Number of days training
Number of employees
Total training budget
Total vacancies
Compensation
Total compensation costs
Total revenue
Basic salary cost
Total compensation cost
Employee relations
Resignations
Total employees per year
Length of service
Total employees
Absences
Days worked per month
Total managers
Total employees
Overall HR
Part-time employees
Total employees
HR professionals
Total employees
FIRGURE 2-3 Considerations Affecting Global HR Management
POLITICAL
ECONOMIC
LEGAL
CULTURAL
FIGURE 2-4 International Training and Development
INTERNATIONAL TRAINING AND DEVELOPMENT
Predeparture Orientation and Training
l Language
l Culture
l History
l Living Conditions
Continuing Employee Training/Development
l Broadened Skills
l Career Planning
l Development Programs
Repatriation Training and Development
l Reverse Culture Shock
l Acceptance of Returnee
案例：
① 物流外包
② 团队工作：西游记
③ 决算表平衡法
④ 税负平衡计划
Chapter 3
Equal Employment Opportunity
3.1DIVERSITY
Figure 3-1 Dimensions of Diversity
l Women in the workforce
l Racial and ethnic diversity in the workforce
l Aging of the workforce
l Individuals with disabilities in the workforce
l Individuals with differing sexual orientations in the workforce
3.2MANAGING DIVERSITY
Figure 3-2 Major Components of Successful Diversity Management
3.3EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
l Affirmative action
l Reverse discrimination
l Civil
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