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Lecture 9
HRM and Performance
Dr. Achim Krausert
University of Nottingham Ningbo, China
Acknowledgement: These slides are partly based on material supplied by Professor Nicholas Bacon, who is the convenor of this module at the University of Nottingham, UK
Performance at the Individual Level
Context factors -technology -work systems -market conditions Competencies -Skills -Knowledge -Abilities
Behaviours -Actions -Decisions
35 30 25 20 15 10 5 0 <= 4 5 to 7 8 to 10 >=11
(Guest et al. 2003)
Annual Staff Turnover (%)
Methodology Issues

Research findings as trends (social sciences ≠ engineering) Cause and effect? Cross sectional vs. longitudinal Birdi et al. (2008) followed 308 companies over 22 yearsempowerment raised productivity after 1-4 years and teamworking after 6-9 years.
Outputs
Outcomes
Motivation
Krausert (2009), pp. 169 ff.
Performance at the Firm Level
Share price Profits
Processes • Work systems • Culture • Organisational structure


Contingent factor: product market strategy HCM for innovators / quality enhancers Control approach for cost reducers
Marchington et al. (2005), Sanz-Valle et al. (1999), Arthur (1992, 1994), Jackson, Schuler & Rivero (1989), Guthrie, Spell and Nyamori (2002), Blackburn and Rosen (1993)
Employee turnover, absenteeism Xiao Li
Competencies Motivation
Flexibility Lao Chen
Competencies Motivation
Xiao Wang
Competencies Motivation
Xiao Zhang
Competencies Motivation
Flexibility Lao Chen
Competencies Motivation
Xiao Wang
Competencies Motivation
Xiao Zhang
Competencies Motivation
Meta-analytical Evidence

85% of 92 studies find a positive impact of HCM on organisational performance – average impact = 20% (Combs et al. 2006) Internal fit most important aspect: Bundle of effective

practices rather than single initiatives Universally applicable in single industry and cross sectional studies
Guest’s findings: HR Practices and Turnover


Past performance of the evaluated individual or group Performance of others Logical deduction

Systematic approach to evaluation

Agreed in advance
Outputs
Outcomes
Motivation
Repertory Grid Method

Identify 3 top and 3 bottom performers


Compare 2 top performers with 1 bottom performer
Identify distinguishing performance dimension
Regular intervals
What to Appraise?
Context factors -technology -coworker behaviours -market conditions Competencies -Skills -Knowledge -Abilities
Behaviours -Actions -Decisions
Performance Appraisal

A formal process of evaluating the performance of an individual or group in relation to implicit or explicit performance expectations Performance expectations based on
(Buchanan, 1974, p. 533)

Weak but significant impact on on-the-job performance
(Riketta, 2Байду номын сангаас02; Allen and Mayer, 1996; Mathieu and Zajac, 1990; Mowday et al., 1982; Organ and Ryan, 1995; Randall, 1990)
Performance at the Firm Level
Share price Profits
Processes • Work systems • Culture • Organisational structure
Employee turnover, absenteeism Xiao Li
Competencies Motivation
Further triplet-wise comparisons
Repeat with different managers who are familiar with job
Attitudinal Organisational Commitment

‘A partisan, affective attachment to the goals and values of an organization, to one’s role in relation to the goals and values, and to the organization for its own sake, apart from its purely instrumental worth’

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HRM Performance

HRM Performance


Best practice perspective 1. all firms will become more effective if they adopt a specific set of employment practices (Bacon, 2006) 2. Jeffrey Pfeffer’s (U.S.) a particular set of HR practices can increase company profits with more pronounced impacts when complementary groups of HR practices used together for all organizations and industries irrespective of their context (Marchington, 2000). Seven best practices model (Pfeffer, 1998)
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Hale Waihona Puke 6.7.HCM: Bundles of human resource practices Different terms are used to describe the combined bundle of practices 1) high commitment management” (Walton, 1985) Best practices contribute to the skill and knowledge base within the organization, and to employees' willingness to deploy their learning to the benefit of the organization 2) high involvement management ” (Lawler, 1986) 3) high performance work systems” (Appelbaum et al, 2000) HPWS includes employment security, appropriate financial incentives, extensive training, team working and employee participation 2. Links among practices 1) Links exist 2) form a coherent and synergistic bundle success 3) when combined together: HR practices operate more effectively 4) inconsistency and contradiction between different HR practices 5) individual HR practices in isolation without the support of a strong organizational culture, each of these are useless Basic idea: HCM model HR practices and operating systems designed and bundles to enhance ability, motivation, opportunity (AMO) expanded employee potential and increased discretionary effort & improved systematic response to employee effort Enhanced employee performance (reduced absenteeism and turnover; increased effort and suggestions) improved company performance & improved worker outcomes HPWS(high performance work systems)model: HPWS provide workers with the opportunity for involvement through participation in decision-making, self-directed and off-line teams increases the flow of communication among team members and between employees and supervisors Mutual trust is thought to develop between employees and managers resulting in workers displaying high levels of organizational commitment these positive experiences of the HPWS produce discretionary effort from employees improve firm performance Overall, HPWPs (high performance work practices) improve organizational performance by increasing KSAs (knowledge, skills, and abilities), empowering employees to leverage their KSAs for organizational benefit, and motivating them to do so In sum, HPWPs improve organizational performance through two interactive and overlapping processes First, they give employees the KSAs needed to perform job tasks and both the motivation and opportunity(empowerment) to do so Second, HPWPs improve the internal social structure within organizations, which facilitates communication and cooperation among employees 1.
英文hrmhrd代表的是什么意思

英文hrmhrd代表的是什么意思

英文hrmhrd代表的是什么意思英文hrm hrd代表的是什么意思英文hrm和hrd都是人事领域的专业术语，那么它们代表的中文意思是什么呢?为此店铺为大家带来英文hrm hrd代表的中文意思。

hrd的网路解释1、人力资源开发：（tions) 为计算机用户培训多媒体制作技巧芯片设计VLSI(DiplomainVeryLargeScaleIntegrationDesign) 培养电子设计自动化的设计人附录人力资源开发(HRD) 在印度政府发表的IT 行动计划第三部分:长期国家IT政策(1999年4月),2、人力资源开发部：根据知识产权法,该委员会连同人力资源开发部(HRD)一并指控,指出Sansthan剽窃了该委员出版的辅助教材内容,并用于其自身的出版物,即Vartika(梵文版)和Manjari(印地语版),第七、八、九册辅助教材。

3、听到：HR:这里、小时| HRD:听到 | HUM:交流声4、克罗地亚第纳尔：HNL 伦皮拉 | HRD 克罗地亚第纳尔 | HRK 克罗地亚 kuna5、hrd：the human resources development; 人力资源开发6、hrd：high-rate discharge ability; 高倍率7、hrd：hardware reference design; 硬件参考设计〖网络计算机〗8、hrd：hemorrhagic retinal detachment; 出血性视网膜脱离hrd的解释HRM，是Human Resource Manager的英文缩写，可翻译为人事经理。

HRM=Human Resource Manager.人力资源经理。

是近几年在企业中出现的新兴热门职位。

也就是cho(人力执行官)的初级阶段。

HRM 是human resource management的缩写，是指人力资源管理(也叫HR管理)。

英文hrm和hrd的区别HRM几乎每个公司都有，不管规模大小，业务复杂或单一。

hrm___performance_mgt

hrm___performance_mgt

HomeworkSession 6: “Morgan Stanley” to read Session 6 or 7: Monograph: Prepare one page documentThe chosen company The principal notions and concepts of the chosen HR topic The main steps and methods of the implementation process of the HR policy Possible hypothetic discrepancies that you could expect between policy and actual practiceGuidelines for the interviewsHuman Resource ManagementSession 5 : Performance ManagementMaral Muratbekova mmuratbekova@escpeurope.euC H A P T E RManaging Employees’ Performance8The Process of Performance Management Purposes of Performance Management Criteria for Effective Performance Management Methods for Measuring Performance Sources of Performance Information Errors in Performance Measurement Giving Performance Feedback Finding Solutions to Performance Problems Legal and Ethical Issues in Performance ManagementTest Your KnowledgeIf the performance management system created competition among team members, I woulda. Make collaboration a criterion to be evaluated. b. Nothing, competition is good. c. Increase the specificity of the feedback. d. Focus on personal traits rather than behaviors.Performance ManagementThe process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals.Performance Management Problems and SolutionsTable 8.1Performance Management ProcessPurposes of Performance ManagementThree purposes Strategiclink employee’s activities with the organization’s goalsAdministrativeuse performance management information (performance appraisals in particular) in administrative decisions (promotions, pay raises…)Developmentaldevelop or improve employees’ performanceHow to characterize a Performance Management System?n?Ho w/ wh eWWWCreate social dialog Define new objectifs…On bSupport HRMehal fof wh a?t?hyhaho?t?Criteria for Effective Performance ManagementValidity of Job Performance MeasureInformation gathered in a performance appraisalRelevant measures of job performanceSource: Noe et al. 2007 Fundamentals of Human Resource Management, Mc-Graw HillContamination (Information gathered but irrelevant)ValidityDeficiency (Information not gathered but… relevant)Performance measure should minimize both contamination and deficiencyReliabilityRefers to the consistency of a performance measureInterrater reliability : the consistency among the individuals who evaluate the employee’s performance Test – retest reliability : reliability over timeTest Your KnowledgeMartin is a computer programmer whose job mainly consists of independently coding software. If interpersonal and teamwork skills were weighted heavily on his job performance measure it would suffer froma. Criterion contamination b. Criterion deficiency c. UnreliabilityComprehensive view of performance measurement methodsRelative standards methodsComparing individuals relatively to their peers• Simple Ranking • Forced Distribution • Paired ComparisonAttributes Absolute standards methodsComparing individuals with absolute standards• Graphic Rating Scales • Mixed Standard Scales • Critical Incident Method • Behaviorally anchored rating scales (BARS) • Behavioral Observation Scale (BOS) • Management by objectivesBehaviorsMeasuring actual resultsRelative standard methodsComparativeRankingRanking employees’ performance from highest to lowestForced DistributionAssigns a certain percentage of employees to each category in a set of categoriesPaired comparisonEach employee is compared to every other employee. A score is obtained by simply counting the number of pairs in which the individual is the preferred member.Ex. For 15 employees, 105 comparisons to make = n(n-1)/2Absolute standard methodsRating individuals: AttributesGraphic rating scale Mixed-standard scalesFigure 8.4Comparing individuals with pre-defined standards - BehaviorsBehavior appraised RatingLevels of performanceSource: Noe et al. 2007 Fundamentals of Human Resource Management, Mc-Graw HillMethods for Measuring PerformanceRating individuals: ResultsTable 8.3Methods for Measuring PerformanceTable 8.2360-degree appraisalPrinciple: performance feedback stems from different sources Why do organizations resort to 360° appraisal ?Difficulty for supervisors to have extensive knowledge of each of their employees Developmental concernSome advantages:More accurate feedback Empowering of employees Reduction of subjective factors in the evaluation processSource: Noe et al. 2007 Fundamentals of Human Resource Management, Mc-Graw HillFigure 8.9。

人力资源管理与组织绩效管理的关系

人力资源管理与组织绩效管理的关系

人力资源管理与组织绩效管理的关系人力资源管理（Human Resource Management，简称HRM）和组织绩效管理（Organization Performance Management，简称OPM）作为现代企业不可或缺的管理理论，它们之间的关系越来越被越多的企业和业界人士所关注。

本文着重探讨HRM与OPM之间的关系，以及如何将HRM与OPM相结合来提高企业的绩效。

一、 HRM与OPM基本概念HRM是指一系列涵盖招聘、培训、绩效管理、员工福利等方面的管理措施，以便企业有效地管理其人力资源并实现持续发展。

HRM的目的是为了促进员工发展、提高工作效率和团队合作，以实现组织目标。

而OPM是指测量、评价、改进和控制组织绩效的一系列方法和技术。

它的目的是为了实现组织整体的业务目标，包括提高生产效率、降低成本、提高企业的营业额等。

二、HRM如何影响OPMHRM对于OPM的影响主要体现在以下几个方面：1. 人力资源的招聘和培训组织的绩效总体上受到人员素质和能力的影响。

而招聘和培训是企业HRM的核心作用，这也是企业将人力资源纳入绩效管理的重要原因之一。

健全的招聘和培训制度可以让企业更好地培养和储备高素质人才，从而有效地提高组织的绩效水平。

2. 绩效管理和激励机制企业通过绩效管理来评估员工的工作表现，并通过考核结果来确定员工的晋升和待遇。

合理的绩效管理能够激发员工的积极性和工作意愿，并且加强员工与企业之间的联结，提高员工的忠诚度。

3. 企业文化及管理理念良好的企业文化和行业领导能够促进组织的发展和绩效提高。

因此，HRM需要确保员工和管理层之间的互相沟通，并通过良好的人际关系建立良好的企业文化。

三、如何将HRM和OPM相结合将HRM与OPM相结合是企业提高绩效最重要的一步。

具体来说，企业应采取以下三种核心措施。

1. 坚持以人为本，营造良好的人才发展生态系统。

人才是企业的核心竞争力，不能将HRM视为一项常规工作。