某某公司人力资源管理知识综述[英文版].ppt

Skills
•Product focus and driven •First to market •Do the right things •Common sense works •We are all in it together
•Make a difference personally •Proactive communications •Collaborative teamwork •Help others to succeed
Page 3
Change Change Change Change
Page 4
Business Transformation
High
Value To
Specialized
products
Yesterday
Aero, palmtop,
web appliances
Transformation
Company
CRM, Branding
Call Centers
•Training
Online Stores pcOrder/Supply Chain
•Infrastructure
Customer Database
Page 5
Company Culture
1982-1991
1992-1998
Shared Values Style
so we create unique value for our
CUSTOMER
As we help them meet their mission
Page 8
Human Resource Management
Staffing
Recruitment, Termination, Employee Relations Mgt. Transfer etc.

The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-1
McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-10
A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction

精品资料
• 你怎么称呼老师？ • 如果老师最后没有总结一节课的重点的难点，你
是否会认为老师的教学方法需要改进？ • 你所经历的课堂，是讲座式还是讨论式？ • 教师的教鞭 • “不怕太阳晒，也不怕那风雨狂，只怕先生骂我
笨，没有学问无颜见爹娘 ……” • “太阳当空照，花儿对我笑，小鸟说早早早……”
PART 1 人力资源管理简介
WHAT IS HRM？
什么是人力资源管理
人力资源管理就是预测组织人力资源需求并作出人力需求计划、招聘选 择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织 与个人需要进行有效开发以便实现最优组织绩效的全过程
Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance
their current job
and growth
培训的作用The role of training
响应环境的变化 Respond to changes in the environment

Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate 22 their managerial potential.
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force

each? ➢ what are the education, experience,
skill and certification and licensing requirements?
22
➢ what are the job’s physical demand?
➢ The emotional and mental demand?
• Recruiting
• Selecting
• Human
resource development
(orienting , training , development
and career planning )
• Appraising performance
• Compensation and benefits
16
2.2.2 the use of job analysis ------ the cornerstone of HRM
Job analysis Job description and job specification
HRM activities
17
• 2.3 steps in job analysis
• Labor relation
5
1.4 Linking HRM to strategy
6
1.4.1 Corporate strategy leads to HR strategy
Corporate strategy
Business strategy
HR strategy
7
1.4.2 HR competencies lead to business strategy
➢ what are the health and safety conditions?

Internal Service Quality
Employee Satisfaction
External Service Value
Customer Satisfaction
Customer Loyalty
Revenue Growth
Employee Productivity
Profitability
constantly, creatively finding better
OPERATIONAL
ways to deliver our unique value proposition
and become the #1 or #2 player in each
MARKET
where we compete
HR – Business Partner
Page 1
Business Transformation
Com
World Markets
• V(com) = zero = death • V(com)<V(wm)= decline • V(com)=V(wm)=maintain • V(com)>V(wm)=growth
Page 6
Balanced Scorecard and the Profit/Value Chain
Talented, motivated, empowered
PEOPLE
resulting in the delivery of our revenue and margin
FINANCIAL
commitments
To deliver business results through customer-focused HR solutions.

Open, participative, empowerment
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Labor relations
Training, development
Performance evaluation, compensation
Safety, health, wellness
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
1-15
Strategic Importance of HRM
Measured
HRM actions, language,

The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-14
Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits

What Is Strategic HRM?
“Best fit" approach
─ Consistent with other aspects of the organization, particularly with organizations’ strategy
Organizational Strategy
Aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives (Textbook: Schwind et al., 2007)
Commitment HR Strategy ─ Emphasis on innovation and flexibility ─ Broad job classes ─ Loose work planning ─ Focus on recruitment, careful selection ─ Team-based training ─ Individual (skill)-based pay ─ Performance evaluations for development
Cost Leadership strategy ─ Tight cost control ─ Production efficiency ─ Products designed for ease of
manufacture ─ Intense supervision of labour
Differentiation strategy ─ Emphasis on marketing ─ Product engineering ─ R&D ─ Focus on quality ─ Technological innovation ─ Highly skilled labour

Career planning Training
Employee development
2-14
Government Law and Regulations
Other areas of legislation and regulation Employment of illegal aliens Discrimination based on sex, age, disability Compensation regulation Benefits regulation Workers' compensation and safety laws Labor relations laws and regulations Privacy laws
2-11
HRM is One Function Among Many
Finance
Accounting
R&D
HRM
Marketing
Production
2-12
Government Law and Regulations
Government regulation directly affects:
Developing
Rewarding
Goals of ARDM: socially responsible, ethical practices
2-6
A Model to Organize HRM
Government requirements, regulations, laws
The union Economics Competitiveness Labor force composition
Success of any HRM activity

er a test or other measuring device is used as part of the data collection process, the validity and reliability of that test is important.
Reliability
Discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test.
Describe the government’s role in personnel selection decisions.
英语关 written test of English proficiency
网上递交简历
200:400 400:600 600:900
900 applicant
Selection Method Standards for Evaluation Purposes
Reliability 信度 Validity 效度 Generalizability Utility 效用 Legality
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
定义
The process of gathering information about applicants and then using that information to choose the most appropriate applicant.
PricewaterhouseCoopers是目前世界上最大的会计事务所，规模惊人，在全球 有155，000名员工和9，000个合伙人，年收入为150亿美元。