国外著名HR咨询公司HRM培训 共133页PPT资料

Armstrong 1991
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
Features of HRM
Performance oriented Requires adoption of a coherent approach to
mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM

capability to innovate

Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management

Hard HRM
People as a resed in calculating rational manner Head count Human RESOURCE Management

Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward

Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context

Human Resource Management PART1

Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, shu.rcenward systems, employee relations

Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic plans, in line decisions,within HR policies High commitment – strong identification with company High quality – including management of people Flexibility – functional, adaptable structures, capability to innovate
Recruitment and Selection




Develop interview questions that elicit examples of past behaviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performance
Fombrum, Tichy and Devanna Model 1984
Selection
Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Inner Context

a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
HRM Content
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
LT consequences: Individual well being Organisational effectiveness Societal well being
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Definitions:
The skills, knowledge and experience that an individual brings to their role IDS 2019
Basic personal characteristics that are