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人力资源管理 第四版(双语版) 第一章课件

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人力资源管理第最新版英文版教学课件第1章

人力资源管理第最新版英文版教学课件第1章
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Describe four important Human Resource Manager
compet1encies.
1Hale Waihona Puke 27Human Resource Manager’s Competencies
• Strategic positioners • Credible activists • Capability builders 1 • Capability builders • HR innovators and
• Size of HR reflects the company’s size • Reorganizing the HR Management function
1
o Transactional HR teams o Corporate HR teams o Embedded HR teams o Centers of expertise
1-6
Human Resource (HR) Responsibilities of Line
and Staff1 Managers
1-7
Line and Staff Aspects of Human Resource Management
• Authority is the right to make decisions, to direct the work of
integrators • Technology proponents
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Human Resource Manager’s Competencies
• HRCI Certification o HR managers use certification to show their mastery of modern human resource management

人力资源管理课件第一章人力资源管理概论.

人力资源管理课件第一章人力资源管理概论.
2018/9/24 foundation 11
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foundation
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（二）人力资源的衡量 • 1、人力资源的数量衡量 • （1）人力资源的绝对数量 • 是指该国家或地区中具有劳动能力、从事社会劳 动的人口总数。 • （2）人力资源的相对数量 • 是指人力资源占总人口的比重 • 人力资源率=人力资源总数/人口总数 • （3）影响人力资源数量的因素： • 人口总量及再生产状况；人口的年龄构成；人口 迁移„ „
2、行为科学管理阶段 时间：20世纪初到六七十年代， 代表人物：梅奥 内容： 1）社会人，多种需求； 2）非正式组织、权威人物 3）领导是艺术，重视工会和民间团体利益，以人 为核心，改善管理方法 • 4）重视对个体的心理和行为、群体的心理和行为
foundation
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• （二）人力资源管理阶段（20世纪70年代以来） • 1、管理转为以“人”为中心，重视个体需要， 尊重隐私权 • 2、以管理为主 以开发为主，培训技能和 自觉性，职业首先和职业发展 • 3、管理刚性 柔性，个性化管理，人性化 管理 • 4、重视团队建设，协作和沟通，员工参与管理 人事管理
2018/9/24
foundation
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• （二）人力资源管理的内容
人力资源 战备规划 激励与报酬 企业人力 资源管理 绩效考核 招聘与选拔 员工职业生 沟通 涯规划 工作分析
培训与开发
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• （三）人力资源管理的基本功能
• 1、获取
• • • • • • • •
2018/9/24 foundation 6

教学课件：《人力资源管理》(第四版)》陈维政

教学课件：《人力资源管理》(第四版)》陈维政

3.战略性人力资源管理
所谓战略性人力资源管理，就是“为了 实现组织长期目标，以战略为导向，对人力 资源进行有效开发、合理配置、充分利用和 科学管理，以保证组织获得竞争优势和实现 最优绩效”。
人力资源管理部门直接参与公司战略决 策，与其他职能部门协调一致，共同实现公 司战略目标。
传统人力资源管理与战略人力资源管理的区别
3）企业文化战略
灵活性
家庭式企业文化 内向性
官僚式企业文化
发展式企业文化 市场式企业文化
外向性
稳定性
（二）企业人力资源战略分析
1.人力资源战略的定义与作用
人力资源战略是为管理变化而制定的一种 方向性的行动计划
人力资源战略的作用 界定实现企业目标的机遇与障碍； 促使对问题产生新思路，引导和教育参与者并提
4、新经济时代对人力资源管理的挑战
1）观念上，必须在企业营造浓厚的“尊 重知识，重视人才”的风气。
2）体制上，坚决破除以职位级别衡量人 的价值的旧传统，建立以知识和贡献衡量 人的价值的新制度。
思考题
1．对照西方工业化国家现代管理演进的过程，我国 企业管理的发展是否也会遵循同一规律?为什么?
2．传统人力资源管理和战略人力资源管理的主要区 别是什么？在知识经济时代，人力资源管理面临 什么挑战？
• 整合来自公司战略的人力资源计划和政策 • 推动变革，形成一个灵活的、更有动力的组织 • 更密切关注顾客需求、关注关键的新兴市场
人力资源职能部的战略角色
以战略为焦点
制度
战略合作伙伴 管理专家
变革推动者 员工支持者
人员
以操作为焦点
战略人力资源管理系统
公司愿景 公司使命
公司战略
选
用

第一章人力资源管理导论

第一章人力资源管理导论
working relationships 6. Interpreting the firm’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employees’ health and physical condition
1. What is Human Resource Management
(HRM)?
In your own words (En/Ch)
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
➢The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Chapter 1
Introduction to Human Resource Management
Part One | Introduction
Chapter 1
Introd第uc1t章ion to Human Resource M人a力n资ag源e管m理e导nt论
Part One | Introduction
• Hire the wrong person for the job • Experience high turnover • Have your people not doing their best • Waste time with useless interviews • Have your firm in court because of discriminatory

人力资源管理第一章

人力资源管理第一章

Labor Relations Specialists
Training Specialists
Human Resource Specialties
EEO Coordinators
Job Analysts
Compensation Managers
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Cooperative Line and Staff HR management
培训 与 发展
薪酬 管理
向人力资源部门提供各项工作性质及相 对价值方面的信息，作为薪酬决策的基 础 决定给下属奖励的方式和数量
决定公司要提供给员工的福利和服务
实施工作评估程序，决定每项工作在公 司的相对价值 开展薪资调查，了解同样或近似的职位 在其它公司的工资水平 在奖金和工资计划方面向一线经理提出 建议 开发福利、服务项目，并跟一线经理协 商
运用公司的评估表格对员工进行绩效考 核 绩效考核面谈
1-22
职能
直线经理的工作
根据公司及工作要求安排员工，对新员 工进行指导和培训 为新的业务的开展评估、推荐管理人员 进行领导和授权，建立高效的工作团队 对下属的进步给予评价并就其职业发展 提出建议
人力资源部门的工作
准备培训材料和定向文件 根据公司既定的未来需要就管理人员的 发展计划向总经理提出建议 在规定和实际运作企业质量改进计划以 及团队建设方面充当信息源
1-18
Human Resource Managers’ Duties
Line Function
Line Authority Implied Authority
Coordinative Function
Functional Authority

人力资源管理最新版英文版教学课件第1章

人力资源管理最新版英文版教学课件第1章
1-*
Introduction
Competitiveness – a company’s ability to maintain
and gain market share.
Human resource management (HRM) – the
policies, practices, and systems that influence employees’ behavior, attitudes and performance.
1-*
HR as a Business with 3 Product Lines
Business Partner Services
Human Resources
Strategic Partner
1-*
6 HR Competencies
Cultural Steward
Credible Activist
➢ This shift presents two challenges:
Self-service Outsourcing
1-*
Shared Service Model
Shared Service Model is a way to organize the HR function that includes centers of expertise or excellence, service centers and business partners to help control costs and improve businessrelevance and timeliness of HR practices.
agent and employee advocate are increasing.

人力资源管理 chp.01


Why is human resource management necessary? makes employees maximally productive and valuable to the organization?
What
The Evolution of human resource management The Concept of human resource management The Functions of Human Resource Management Current Trends of Human Resource Management
• SALARIES, WAGES AND BENEFITS • INCENTIVE PLANS • GRIEVANCE RESOLUTION • UNION RELATIONS • • • • • RECRUITMENT • SELECTION



EMPLOYEE RELATIONS

HR PLANNING AND RESEARCH
Human Resource Management Functions
Human Resource 1 Management
Safety and Health

EMPLOYMENT / STAFFING TRAINING AND DEVELOPMENT COMPENSATION
• APPRAISAL • EDUCATION AND DEVELOPMENT

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)
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Strategic HRM Generalist A good communicator Current and future focus Speaks the language of business Customer-focused Focused on the internal organization and the society An internationalist
An effective organization
• The status of human resources & HRM:
– Human resources is the most important asset (资产). – HRM is most likely to provide potential competitive advantage.
8
2. Developing a partnership with line managers • Learn about the firm’s business
– help to overcome the common feeling that HR people do not understand the operating problems facing the organization.
SHRM
• Strategy formulation/planning
– The emerging strategic job of HR manager 3. Creating a strategy -oriented HR system
7
– Working with top management to formulate the company’s strategies
2
2. Human Resource Management Practices (p3-5) HRM in the three phases of a employment circle: Postselection Preselection
•HR Planning •Job Analysis •Training/Development •Performance Appraisal •Compensation •Productivity Imp.
Employment circle
Selection
•Recruitment •Selection
3 4
Ⅲ How important is HRM ?
The status of HRM in an organization
The 3 basic resources of an effective organization:
5
6
有机化学课件
How to transforming the traditional HRM into SHRM?
1. Aligning HRM with organizational strategy • Two basic strategic roles of HR managers:
1. Aligning HRM with organizational strategy
9
10
1) Transforming the focuses of HRM practices
1）Transforming the focuses of HRM practices • ① Outsourcing • ② Human Resource Information System • ③ HR self-service • 2) Internally Transforming HR staff and structure • ① New structure within which HR staff operate is needed • ② New skills are needed for the HR staff
有机化学课件
Ⅰ What is HRM?
Chapter 1 HRM & Competitive Advantage What is HRM ? Who is responsible for HRM? How important is HRM ? How to enhance the functions of HRM ?
• Respond to and be aware of the firm’s needs and direction • Move toward supportive, collaborative relationships with line managers • Demonstrate how HR is critical to business success
2
Ⅱ HR Planning Process
Four stages in the process of HRP
1. Situation analysis
1. Situation Analysis (Environmental Scanning) (1) Purposes of situation analysis
3. Creating a strategy-oriented HR system
Transforming the focuses of HRM practices Internally Transforming HR staff and structure Measuring & evaluating HR result strategy-oriented HR system
17
Ⅰ Introduction of HR Planning
Chapter 2 Human Resource Planning
OUTLINE An Introduction of HR Planning HR Planning Process Methods Used for HR Planning
Physical resources human resources financial resources
Ⅳ How to enhance the functions of HRM ——Strategic HRM • Definition SHRM is the pattern of planned HR deployment and activities intended to enable an organization achieve its strategic goals.
– HR Metrics （计量体系，衡量标准） – HR Benchmarking – HR Audit – HR Scorecard
• Definition HR benchmarking is the process of comparing one’s HR practices with another “best practices" firm, particularly a competitor, as a way to outperform the competition. HR Audit is a formal research effort that evaluates the current state of HR management in an organization. – 人力资源管理审计，是指按照特定的标准，采用综 合性的研究分析方法，对企业的人力资源管理领域 内的政策、实践以及结果进行检查、分析与评估的 过程。 16
2. Developing
a partnership with line managers
• Strategy execution
– the heart of the HR manager’s traditional strategic job – making sure that the HR strategies and practices are in line with the company’s corporate and business strategies and support those strategies.
14
招聘主管
培训主管
薪酬主管绩效主管来自人力资源经理专家中心
• 薪酬 • 任用 • 培训与开发
现场专员 •人力资源代表1 •人力资源代表2
服务中心
• 信息技术 • 申请处理
3) Measuring & evaluating HR result • Top management wants to see how HRM will make the company more valuable.
11 12
有机化学课件
人力资源管理部门的组织架构 人力资源经理
Different skills needed for HRM & SHRM
Traditional HRM Specialist A good policy and procedure writer Current focus Monolingual (speaks “HRese”) Management-focused Focused on the internal organization A nationalist
1. Definition of HR planning (P26) HRP is the process through which an organization determines its HR requirements and develops plans for how these resources can best be acquired, deployed, developed, and managed. 人力资源规划是组织决定其人力资源需求，并 制定有关这些人力资源怎样才能最好地获取、配置、 开发和管理的计划的过程。 2. Objectives of HRP (P26)