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国外著新名HR咨询公司HRM培训课程(PPT 132页)

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国外着名HR咨询公司HRM培训

国外着名HR咨询公司HRM培训
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

国外著名HR咨询公司HRM培训

国外著名HR咨询公司HRM培训



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

国际着名HR咨询公司HRM培训共134页

国际着名HR咨询公司HRM培训共134页
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 perspectiveபைடு நூலகம் – ‘hard’ and ‘soft’ Involves strong cultures and values
国际着名HR咨询公司HRM培训
怎样思想，就有怎样的生活
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
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows

国外著名企业hr咨询公司hrm培训

国外著名企业hr咨询公司hrm培训

Hard HRM
People as a resource Used dispassionately Used in calculating rational manner Head count Human RESOURCE Management
•
Competence-Based HRM
•LT consequences: •Individual well being •eOffregcatinviesnateisosnal •Societal well being
•
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, reward systems, employee relations
US - input oriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance

国外著名HR咨询公司HRM培训85399-133页精品文档

国外著名HR咨询公司HRM培训85399-133页精品文档

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

国外着名HR咨询公司HRM培训(英文PPT 132页)

国外着名HR咨询公司HRM培训(英文PPT 132页)
Use competencies to select test instruments
Use competencies to evaluate candidate performance
Appraisal
Set outcome and performance targets for each competence
Recruitment and Selection
Develop interview questions that elicit examples of past behaviours
In assessment centres create tasks that require demonstrated competencies
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
US - input ቤተ መጻሕፍቲ ባይዱriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows

国外著名企业hr咨询公司hrm培训共133页

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
Байду номын сангаас
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Inner Context
HRM Context
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,

国外著名HR咨询公司HRM培训课件(PPT132张)




Implications for the Human Resource Function





Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning mechanisms
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
Implications for Human Resource Systems



Vertical integration – link individual competence to the core competence of the organisation Horizontal integration – provide a framework for the integration of HR systems components Vital player in the development of core competencies Can be used to develop individual HR systems

国际着名HR咨询公司HRM培训-资料


Definitions:
• The skills, knowledge and experience that an
individual brings to their role
IDS 2019
• Basic personal characteristics that are
determining factors for acting successfully in
• Use competencies to select test instruments
• Use competencies to evaluate candidate performance
2020/6/3
Appraisal
• Set outcome and performance targets for each competence
Uk v. US definitions
• US - input oriented – what the individual brings to the job
• UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
• Outcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etc
2020/6/3
Features of HRM
• Performance oriented • Requires adoption of a coherent approach to

国外著名HR咨询公司HRM培训


Definitions:
The skills, knowledge and experience that an individual brings to their role IDS 1997
Basic personal characteristics that are
determining factors for acting successfully in
Outcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etc
Below standard performance can be used to generate development needs
Owned by more than one person and grow through use and experience therefore difficult to imitate
Implications for the Human Resource Function
Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning
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capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforcrategy & conditions Management philosophy Unions Task technology Laws & societal values
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, reward systems, employee relations
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
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
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,
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
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
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
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
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Inner Context
HRM Context
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
HR Outcomes: Commitment Congruence Competence Cost effectiveness