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1、国外著名HR咨询公司HRM培训,国外著名HR咨询公司HRM培训国外著名HR咨询公司HRM培训Human Resource ManagementPART1阿里巧巧 aliqqPersonnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980s in the USAUK followed quicklyConcept is a strategic approach
2、to acquiring,developing,managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991阿里巧巧 aliqq,阿里巧巧 aliqq,Fombrum,Tichy and Devanna Model 1984,Selection,Performance,Appraisal,HRD,Reward,阿里巧巧 aliqq,Warwick Model of HRM,Business Strategy Context,Inner
3、 Context,HRM Content,HRM Context,OUTER CONTEXT,阿里巧巧 aliqq,Warwick Model content of the boxes,Outer context socio-economic,technical,politico-legal,competitiveInner context culture,structure,politico-leadership,task-technology,business outputsBusiness strategy context objectives,product market,strate
4、gy and tacticsHRM context-role,definition,organisation,HR outputsHRM content HR flows,work systems,reward systems,employee relations,阿里巧巧 aliqq,The Harvard Model,Stakeholder Issues:Workforce characteristicsBusiness strategy&conditionsManagement philosophyUnionsTask technologyLaws&societal values,Sta
5、keholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnions,HRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flows,HR Outcomes:CommitmentCongruenceCompetenceCost effectiveness,LT consequences:Individual well beingOrganisational effectivenessSocietal w
6、ell being,阿里巧巧 aliqq,Guest Model,Defines four policy goals of HRMFurther development of the Harvard modelStrategic integration HRM into strategic plans,in line decisions,within HR policiesHigh commitment strong identification with companyHigh quality including management of peopleFlexibility functio
7、nal,adaptable structures,capability to innovate,阿里巧巧 aliqq,Soft HRM,Stresses human aspectEmphasis on HRDParticipationMotivationCommitmentLeadershipHUMAN resource management,阿里巧巧 aliqq,Hard HRM,People as a resourceUsed dispassionatelyUsed in calculating rational mannerHead countHuman RESOURCE Managem
8、ent,阿里巧巧 aliqq,Competence-Based HRM,Definitions:The skills,knowledge and experience that an individual brings to their role IDS 1997Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits,motives,skills,characteristic
9、s and knowledge related to superior performance Boyatsis 1982,阿里巧巧 aliqq,Uk v.US definitions,US-input oriented what the individual brings to the jobUK-output oriented the skills,attitudes and knowledge,expressed in behaviours for effective job performanceOne or both?,阿里巧巧 aliqq,Levels of Influence,S
10、trategicFunctionalSystemsIndividual,阿里巧巧 aliqq,Implications at Strategic Level,The identification of core competencies of the organisation which confer sustained competitive advantageOwned by more than one person and grow through use and experience therefore difficult to imitate,阿里巧巧 aliqq,Implicati
11、ons for the Human Resource Function,Develop managerial competenceStrategic selection and staffingDevelop internal labour marketDesign jobs round capabilityDevelop individual competenceDevelop culture to foster innovationBuild learning organisationDevelop organisational learning mechanisms,阿里巧巧 aliqq
12、,Implications for Human Resource Systems,Vertical integration link individual competence to the core competence of the organisationHorizontal integration provide a framework for the integration of HR systems componentsVital player in the development of core competenciesCan be used to develop individ
13、ual HR systems,阿里巧巧 aliqq,Recruitment and Selection,Based on past behaviour as the most valid predictor of future behaviourBuilding the competence framework requires multiple information sourcesCompetence specification should cover both technical and personal/interpersonal competencies,阿里巧巧 aliqq,De
14、velop interview questions that elicit examples of past behavioursIn assessment centres create tasks that require demonstrated competenciesUse competencies to select test instrumentsUse competencies to evaluate candidate performance,Recruitment and Selection,阿里巧巧 aliqq,Appraisal,Set outcome and perfo
15、rmance targets for each competenceOutcome levels and performance targets can be graded if desired.e.g standard performance;above standard;excellent etcBelow standard performance can be used to generate development needs,阿里巧巧 aliqq,Can provide forum for the identification of new/changing competence r
16、equirementsCan provide forum for setting acquisition of competence time scalesProvides a clear and agreed framework for performance evaluation and discussion,Appraisal,阿里巧巧 aliqq,Development,Provides a framework for individual training needsNo transfer problems as competence can only be demonstrated
17、 by on the job behavioursDevelopment contributes directly to current performanceEncourages a broad based approach to development activities,阿里巧巧 aliqq,Ensures line manager commitment to developmentOffers common language to all participants in the development processOffers transparent process to all
18、stakeholdersFacilitates validation and evaluation of the development process,Development,阿里巧巧 aliqq,Reward,Promotes flexibilityPromotes a development focused cultureProvides opportunities for advancement via skillsProvides opportunities for earnings enhancement on the basis of skills and flexibility
19、 rather than seniority,阿里巧巧 aliqq,Can assist in addressing the technical/managerial divideOffers a route for the reward of knowledge workersCarries high face validity and felt fair perceptionVia core organisational competencies can link reward directly to organisational strategy,Reward,阿里巧巧 aliqq,In
20、tegration,Vertical-integration with corporate strategyHorizontal-the internal integration of the components of an HR strategyIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay,variable pay and benefits all support each other,阿里巧巧 aliqq,Current HRM I
21、ssues&Debates,Responding to increased competitionManaging international operationsRiding the waves of changeManaging the changing relationship with the workforceChanging legislative and regulatory frameworksBest practice versus best fit,阿里巧巧 aliqq,HRM and Corporate Strategy,阿里巧巧 aliqq,Strategy,Diver
22、sity of viewpointsTwo dimensions of agreementDegree of planning:deliberate emergentOutcomes:profit maximisation range of outcomes(plural)Four key approaches(Whittington),阿里巧巧 aliqq,Approaches to Strategy,Outcomes,Profit maximising,Plural,Deliberate,Emergent,Classical,Evolutionary,Systemic,Processual
23、,Processes,阿里巧巧 aliqq,Classical:Rational Economic Man,Application of rational analysisSeparation of planning from implementationCommitment to profit maximisationEmphasis on the long-termExplicit goals cascaded down the organisation,阿里巧巧 aliqq,Classical and HRM,HRM matching and downstreamTool of impl
24、ementationHR policies and strategies geared to achieving profit maximisationCritique product of its time;looks nave in todays turbulent and global environment;still pursued in some sectors with long time horizons.,阿里巧巧 aliqq,Evolutionary:Natural Selection,Emphasis on environmental fitProfit maximisa
25、tion achieved by market competitionFit determined by chance rather than strategySurvival by short term strategies aimed at current fitStrategy and illusion in unpredictable environment,阿里巧巧 aliqq,Evolutionary law of the jungle,HR key role in environmental scanningPolicies and strategies aimed at fle
26、xibility and adaptabilityMatching modelCritique markets more regulated than jungle;by government,law,international agreementsConcept of flexibility important,阿里巧巧 aliqq,Processual life is messy,Concept of bounded rationalitySubjective interpretation of data therefore strategy flawed and incompleteWe
27、 take the first best option sufficingOrganisations as coalitions consensus by negotiationMinimum adaptation for survival rather than proactive change spare capacity as bufferStrategy a comforting ritual,阿里巧巧 aliqq,Processual and HRM,HR policies evolving and reactiveSoft HRMOD,best practice and devel
28、opment of internal competencies importantCritique lacks vision;may not be able to respond quickly enough to threats,阿里巧巧 aliqq,Systemic:socially grounded,Man makes decisions based on social factors not economic;Social networks define normsInternal context of firm influenced by social groups,interest
29、s,resources and micro-politicsDifferent forms of organisation successful indifferent culturesSystemic perspective includes national culture,family,gender,social groups Strategy must be sensitive to these,阿里巧巧 aliqq,Systemic and HR,HR policies and processes will have to reflect local cultureManagemen
30、t style and strategies for motivation and commitment reflect local and national cultureCritique focuses on difference at the expense of similarity and cross-cultural influences,阿里巧巧 aliqq,Resource-Based Theory of the Firm,Places HR at heart of strategyCompetitive advantage stems from strategic core
31、competencies built up over timeRecognises importance of leadership in building top team;fostering creativity and innovation;facilitate the learning process,阿里巧巧 aliqq,Emphasises renewal aspect and dynamic capabilities of the organisationCapacity of a firm to renew,adapt and augment its core competen
32、cies over timeSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy making,Resource-Based Theory of the Firm,阿里巧巧 aliqq,Resource-Based Theory&HRM,Basis for human resource as competitive edgeHRM va
33、lued for generating strategic capability as well as supporting strategyHuman capital advantage gained through resourcing and retentionHuman process advantage gained by continuous learning,co-operation and innovation facilitated by bundles of HR strategies,阿里巧巧 aliqq,Defining Strategic Core Competenc
34、ies,INTEGRATED bundle of individual skills5-15 core competencies the normA messy accumulation of learning including tacit and explicit knowledge an activityCore competence:delivers a fundamental customer benefit,阿里巧巧 aliqq,-is not easily imitated by competitors-provides a gateway to new marketsContr
35、ibutes to strategy as:-as a source of competitive advantage-via a longer lifespan that a single product-exercised across the range of organisational activities,Defining Strategic Core Competencies,阿里巧巧 aliqq,Role of HR in Managing Core Competencies,Identifying core competencies linking them to indiv
36、idualsBuilding core competencies learning and cross discipline communication,阿里巧巧 aliqq,Role of HR in Managing Core Competencies,Utilising core competencies developing management capability and forms of working that maximise deploymentProtecting core competencies retention strategies,protection duri
37、ng major change,identifying owners of core competence,阿里巧巧 aliqq,COMPARATIVE HUMAN RESOURCE MANAGEMENT,阿里巧巧 aliqq,Definitions,how things are done around here(Drennan,1992)Organisational culture refers to the pattern of beliefs,values and learned ways of coping with experience that have developed dur
38、ing the course of an organisations history,and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown,1995),阿里巧巧 aliqq,Organisational Culture-Definitions,The pattern of beliefs and assumptions shared by the organisations members,these beliefs produce norm
39、s that shape the behaviour of individuals and groupsA set of habitual ways of thinking,feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in time,阿里巧巧 aliqq,Levels of Culture,Culture can be conceived as:-societal or nati
40、onal culture-corporate culture-homogenous or heterogeneous subculturesTurner(1971)defined industrial sub-culture by:-distinctive set of shared meanings-use of symbols and rituals-socialisations and norms-attempts to manipulate culture,阿里巧巧 aliqq,Aspects of culture,ArtifactsLanguage jokes,jargon,stor
41、iesBehaviour patterns rituals,ceremonies,celebrationsNorms of behaviourHistory Ethical codesBasic assumptionsBeliefs,values and attitudesSymbols,阿里巧巧 aliqq,Models of culture,Artifacts,Beliefs,values,attitudes,Basic assumptions,Most superficial manifestations of culture,Deepest level of cultureSchein
42、,1985,阿里巧巧 aliqq,Organisational Culture,Artifacts artVisible behavioursaudible behaviours,Values,Basic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment,Visible but notoften decipherable,What“ought to be;norm-based,Taken for grantedInvisiblePre-conscious,阿里巧巧 aliqq,Comm
43、on Organisation Stories,Can employees break the rules?Is the big boss human?Can the little person rise to the top?Will I get fired?How will the boss react to mistakes?Will the organisation help me when I have to move?How will the organisation deal with obstacles?,阿里巧巧 aliqq,CULTURE:Socialisation:lea
44、rning,pre-arrival:“preconception”,metamorphosis:“absorb”,security,commitment,productivity,encounter:“provisional”,(H&B 2002),阿里巧巧 aliqq,Organisational Culture and the Life Cycle of the Firm,Phase 1-Birth and Early GrowthPurpose foster cohesion during growthNeed for change economic or successionStrat
45、egies natural evolution-self-guided evolution-Managed evolution-managed evolution viaoutsiders,阿里巧巧 aliqq,Organisational Culture and the Life Cycle of the Firm,Phase 2 Organisational mid-lifePurpose culture deeply embedded,may develop sub-cultures Strategies planned change and OD-technological seduc
46、tion-scandal,explosion of myths-incrementalism,阿里巧巧 aliqq,Organisational Culture and the Life Cycle of the Firm,Phase 3 organisational maturityPurpose source of pride,resistantStrategies coercive persuasion-turnaround-recognition,destruction,re-birth,阿里巧巧 aliqq,Culture in organisations:Handy/Harriso
47、n:,POWER:ZEUS,PERSON:DIONYSUS,TASK:ATHENA,ROLE:APOLLO,阿里巧巧 aliqq,Communication Hall Model,Arab UKChina Germany,High contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships&goodwill&performanceAgreement by trust Legal contractNegotiation slow,ritual Negotiation
48、efficient,阿里巧巧 aliqq,Hofstedes Model,IndividualismHigh power distanceMasculinityHigh uncertainty avoidanceShort termism,CollectivismLow power distanceFemininityLow uncertainty avoidanceLong termism,阿里巧巧 aliqq,HRM and Culture Change,阿里巧巧 aliqq,Layers of Culture,Artefacts physical objects,behaviour an
49、d processesEspoused values those appearing publicly in mission statement,policies Underlying assumptions rarely articulated;may conflict with espoused values and each other,阿里巧巧 aliqq,Culture Change,Why change?Environment changes:Business mergers,technology,market Government laws,H&S,diversity,Demog
50、raphic changes in the human resources available,阿里巧巧 aliqq,The Nature of Change,Externally imposedTransformationalGlobalHostileLarge scaleLong termStrategic,Internally imposedIncrementalLocalPositiveSmall scaleUrgentOperational,阿里巧巧 aliqq,Introducing Culture Change,Can be very difficultCan be a long
