HRM(英文版)课件电子教案.pptx

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Unit 1,An Overview of Human Resource Management,Warm up:Give your Answers,Why is human resource management necessary?,What makes employees maximally productive and valuable to the organization?,In this unit,we will discuss:,The Evolution of human resource management,The Concept of,human resource management,The Functions of Human Resource Management,Current Trends of Human Resource Management,EVOLUTION OF HR Management,SCIENTIFIC MANAGEMENT,Frederick Taylor,Henry Gantt,Frank&Lillian Gilbreth,INDUSTRIAL/ORGL PSYCHOLOGY,Munsterberg,Scott,Cattell,HUMAN RELATIONS MOVEMENT,Hawthorne Studies,Mayo,Follett,Lewin,GROWTH OF GOVERNMENTAL REGULATIONS,Wages(1930s),Unionization(1940s),Employment(1960s),PROFESSIONALIZATION OF HR MANAGEMENT,Professional HR Societies&HRCI(Certification Institute),Human Resource Management,Utilization of individuals to achieve organizational objectives,All managers at every level must concern themselves with human resource management,Five functions,1,Human Resource Management,Human Resource Development,Compensation,Staffing,Employee and Labor Relations,Safety and Health,Human Resource Management Functions,FUNCTIONAL AREAS WITHIN HR,EMPLOYMENT/STAFFING,RECRUITMENT,SELECTION,TRAINING AND DEVELOPMENT,APPRAISAL,EDUCATION AND DEVELOPMENT,COMPENSATION,SALARIES,WAGES AND BENEFITS,INCENTIVE PLANS,EMPLOYEE RELATIONS,GRIEVANCE RESOLUTION,UNION RELATIONS,HR PLANNING AND RESEARCH,FORECASTING,JOB ANALYSIS,ATTITUDE SURVEYS,VALIDATION STUDIES,Employment/Staffing,Staffing,-Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives,Job analysis,-Systematic process of determining skills,duties,and knowledge required for performing jobs in organization,Human resource planning,-S,ystematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time.,Recruitment,-Process of attracting individuals on a timely basis,in sufficient numbers,and with appropriate qualifications,to apply for jobs with an organization,Selection,-Process of choosing from a group of applicants the individual best suited for a particular position and the organization,Training and Development,Training,-Designed to provide learners with knowledge and skills needed for their present jobs,Development,-Involves learning that goes beyond todays job;it has more long-term focus,Career development,-Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed,Organization development,-Planned process of improving organization by developing its structures,systems,and processes to improve effectiveness and achieving desired goals,Performance management,-Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees,teams,and ultimately,the organization,Performance appraisal,-Formal system of review and evaluation of individual or team task performance,Compensation,Direct Financial Compensation,-,Pay that person receives in form of wages,salaries,bonuses,and commissions.,Indirect Financial Compensation(Benefits),-,All financial rewards not included in direct compensation such as paid vacations,sick leave,holidays,and medical insurance.,Nonfinancial Compensation,-Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.,Safety and Health,Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.,Safety,-Involves protecting employees from injuries caused by work-related accidents,Health,-Refers to employees freedom from illness and their general physical and mental well being,Employee and Labor Relations,Private-sector union membership has fallen from 39 percent in 1958 to 7.8 percent in 2005.,Business is required by law to recognize a union and bargain with it in good faith if the firms employees want the union to represent them,Is the function of HR to control workers,or to help them and act as their advocate?,Resolving personnel grievances and disagreements fairly in both union and union-free environments,Human Resource Research,Human resource research,pervades,all HR functional areas.,Forecasting and Planning,Job Analysis,Attitude Surveys,Validation Studies,Compensation Surveys,HRs Changing Role:Questions,Can some HR tasks be centralized or eliminated altogether?,Can technology perform tasks that were previously done by HR personnel?,Who Performs Human Resource Management Tasks?,Human Resource Managers,Line Managers and Supervisors,HR Shared Service Centers,Outsider vendors via outsourcing,Professional Employer Organizations(Employee Leasing),AMA SARATOGA STUDY,How are HR Departments Changing?,ONLY 30%STILL DO ALL STANDARD IN-HOUSE HR FUNCTIONS,32%HAVE ESTABLISHED AN IN-HOUSE“UNIVERSITY”,ONLY 27%HAVE RETAINED THE TRAINING AREA“AS IS”,BENEFITS HAVE BEEN OUTSOURCED OR MOVED TO SHARED SERVICE CENTERS,STAFFING IS BEING DELEGATED BACK TO LINE MANAGERS,RATIO OF EMPLOYEES SERVED PER HR EMPLOYEE HAS INCREASED,Human Resource Executives,Generalists,and Specialists,Vice President,Human Resources,Vice President,Industrial Relations,Manager,Compensation,Manager,Staffing,Manager,Training and Development,Benefits Analyst,Executive:Generalist:Specialist:,Traditional Human Resource Functions in a Large Firm,President and CEO,Vice President,Marketing,Vice President,Operations,Vice President,Finance,Vice President,Human Resources,Manager,Training and Development,Manager,Compensation,Manager,Staffing,Manager,Safety and Health,Manager,Labor Relations,A Possible Evolving HR Organization Example,President and CEO,Vice President,Operations,Vice President,Strategic Human Resources,Vice President,Finance,Director of Safety and Health,Training&Development(Outsourced),Compensation(Shared Service Centers),Staffing(more involvement of Line Managers,etc),Vice President,Marketing,TOP HRM CONCERNS:A SURVEY,(Helman),84%COMPENSATION,80%SUCCESSION PLANNING,68%MANAGEMENT STAFFING,40%HR STRATEGIC PLANNING,40%EMPLOYEE COMMUNICATIONS,34%WORKFORCE MANAGEMENT,28%BENEFITS,26%PERFORMANCE EVALUATION,24%EMPLOYEE RELATIONS,20%PERSONNEL POLICIES,18%LABOR RELATIONS,16%TRAINING AND DEVELOPMENT,4%EEO/AFFIRMATIVE ACTION,9%OTHER,CURRENT TRENDS IN HR,EMPHASIS ON STRATEGIC PLANNING&SUCCESSION,VP of HR is a Strategic Manager,Management Succession Planning,EMPHASIS ON COST-RELATED ISSUES/COST CONTROL,Global Competition,Outsourcing and Downsizing,NEW SPECIALTIES EMERGING IN HR,HR Planning,International HR,Employee Assistance Programs,GROWTH OF GOVERNMENTAL REGULATIONS,Wages(1930s),Unionization(1940s),Employment(1960s),PROFESSIONALIZATION OF HR MANAGEMENT,Professional HR Societies&HRCI(Certification Institute),THE INTERNET REVOLUTION,Electronic Recruiting,Records Management,and HRIS,EXTERNAL ENVIRONMENTAL FACTORS THAT IMPACT HRM,GOVERNMENT REGULATIONS,Federal,State and Local,LABOR FORCE DEMOGRAPHICS,Women with Children,Workforce Diversity and Immigrants,Older Workers,People with Disabilities,Young Persons with Limited Skills,TECHNOLOGICAL ADVANCEMENT,Automation,Obsolescence and Renewal,GLOBAL COMPETITION AND CUSTOMER EXPECTATIONS,ECONOMIC CONDITIONS AND CYCLES,OTHER PUBLICS,Unions,Communities,Shareholders,etc.,IMPACT OF ORGANIZATIONAL ENVIRONMENT ON HRM,CORPORATE MISSION,PHILOSOPHY&CULTURE,Who are we and what are we trying to accomplish?,CORPORATE STRATEGIES AND OBJECTIVES,Grand and Competitive Strategies,ORGANIZATION POLICIES AND PROCEDURES,Bureaucratic vs Organic?Is Discretion Encouraged?,TASKS,POSITIONS&WORK GROUPS,The Organizational“Chart”,LEADERSHIP STYLES,Thank you!,Chapter 2,Strategic Human Resource Management,Warm up,Discussion:,Share with your partners in groups of four what you have learned about strategic HRM in your preview.,Presentation:,Choose one to represent your group and make a presentation on what Strategic HRM is in front of the class.,In this chapter,we will cover:,Definition of,Strategic HRM,The resource-based view of strategic HRM,Strategic fit,Three perspectives on strategic HRM,Definition I,What is the meaning of strategy in this context?,Where does the difficulty lie in the formulation of strategy?,Definition II,What is the meaning of strategic HRM?,What are the aims of strategic HRM?,What are the two key concepts that strategic HRM is based on?,The resource-based view of strategic HRM,Where does,competitive advantage arise?,What are the four attributes for a firm to create sustained competitive advantage?,What,is the strategic goal of the resource-based view?,What is the concern of resource-based strategy?,What is t,he significance of the resource-based view of the firm?,Strategic fit,What does strategic fit refer to?,Perspectives on strategic HRM I,What are the,three HRM perspectives?,What do the three perspective mean respectively?,What are the three approaches that are based on the three perspectives?,Perspectives on strategic HRM II-The best practice approach,What is the assumption that best practice approach is based on?,What are the best known best practices?,What are the problems with the best practice model?,Perspectives on strategic HRM III,-,The best fit approach,What are the three models of best fit approach?,What theory is the lifecycle model based on?,What are the three Best fit and competitive strategies?,What are the four types of organizations that could adopt the policy of strategic configuration?,What are the limitations to the concept of best fit?,Perspectives on strategic HRM IV,-,Bundling,What does Bundling mean?,What is the aim of Bundling?,What is the problem with Bundling?,Summary and reinforcement,In this unit,we,discussed the definition of strategy and strategic HRM,learned about the two key concepts that strategic HRM is based on,examined,the three HRM perspectives,After class,you,choose one of the three approaches that are discussed in this chapter and write a report on how this approach will benefit your company.,Thank you!,Chapter 3,Human Resource Planning,Warm up,Role play:,Suppose you,A,are the first-generation owner of a small family-owned firm.Now you are faced with the problem of power transition to the next generation.Start a conversation with your partner B,your HR manager,and tell him/her your worries,and ask for professional suggestion.,In this chapter,we will cover:,HR planning,Scanning the External Environment,Internal Assessment of Organizational Workforce,HR Planning I-,HR Planning Responsibilities,Describe where the HR planning responsibilities lie?,HR Planning II-,HR Planning in Evolving Small and Entrepreneurial Organizations,What stages do the evolution of HR activities go through?,How can HR planning help small business management transition?,Describe the steps in the HR planning process.,What are the benefits of good HR planning?,Scanning the External Environment I,What is environmental scanning?,What are the external environmental factors that affect labor supply for an organization?Describe them respectively.,Scanning the External Environment II,What are the alternative work schedules mentioned in the text?Are they better choices in your opinion?,Which kind of alternative work arrangement do you like most?State reasons for your choice.,Internal Assessment of Organizational Workforce,What is the starting point for internal assessment?,What questions need to be addressed during the internal assessment?,What do inventory of organizational capabilities consist of?,How can organizational inventory data be used in a company?,Summary and reinforcement,In this unit,we,examined HR planning in a company,learned about external environment scanning,discussed,internal assessment of organizational workforce,After class,you,conduct an interview with your HR manager,and ask him/her how your company is using,organizational inventory data.,Thank you!,Chapter 4,Job Analysis And Design,Warm up,Small survey:,Form into small groups of two.Each ask your partner whether all the employers in his/her company are full-time workers.Then ask him/her to introduce the make-up of workers in his/her company and invite him/her explain the reason for that kind of composition.,In this chapter,we will cover:,Job analysis,Job design,Job design I,What does job design refer to?,Why is job design important?,Why do m,anagers play a significant role in job design?,What are the advantages of using contingent workers?,Why is person-job fit important?,Why is job-person match consequential?,Job design II,What are the common approaches of job design?,What is the weakness of job simplification?,What are the meanings of job enlargement and job enrichment?,What are the advantages of job rotation?,What kind of person would share jobs?,Job analysis,I,What is job analysis?,What are the purposes of job analysis?,What are the two types of job analysis mentioned in the text?Explain each one.,Why are the two types of job analysis often integrated(used together)?,Job analysis,II,What are the stages in the job analysis process?,Job analysis,III,What job analysis methods are introduced in the text?,What is the limitation of the observation method?,When is the method of group or panel interviews useful?,What is the advantage of the questionnaire method?,Job analysis,IV,What is the advantage of a computerized technology-based job analysis system?,How can O*Net help with job analysis?,Summary and reinforcement,In this unit,we,introduced job design and its approaches,Introduced job analysis and its purposes,responsibilities,forms,implementation,and methods,After class,you,Suppose you were the manager of your department and observe two of your colleagues performing their duties.Take notes,and later develop the notes into a report.,Thank you!,Chapter 5,Equal Employment Opportunity,Warm up,Discussion:,Have you experienced discrimination in employment?Or have seen or heard such examples?Share with your partners in groups of four.,Mini-play:,Choose one of the stories that impressed you most in the Discussion,and act it out in front of the class.,In this chapter,we will cover:,Nature of Equal Employment Opportunity(EEO),Race/Ethnic/National Origin,Sex/Gender Discrimination Laws andRegulations,Nature of Equal Employment Opportunity(EEO)I,What is the core of,equal employment?What does it mean?,What are the,two types of illegal employment discrimination?Explain the difference.,Nature of Equal Employment Opportunity(EEO)II-Concepts,What is a business necessity?,What is the meaning of job-relatedness?,What does,BFOQ stand for?How to understand it?,What does an employer need to do if the burden of proof is on him/her?,How can employers avoid charges of retaliation?,Nature of Equal Employment Opportunity(EEO)III-Progressing Toward EEO,What is the argument of“blind to differences”approach?,What is your take on