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1、人力资源管理基础,陈至发 教授、博士2011-2,Chapter 1Human Resource Management and Competitive Advantage,1.Human Resource Management2.Who Is Responsible for Developing and Implementing HRM Practices?3.Gaining a Competitive Advantage4.Competitive Advantage and HRM,LEARNING OBJECTIVES,Understand the nature of a firms hu
2、man resource management practices.Understand the roles played by the managers and human resource professionals in the human resource management process.Understand what competitive advantage is and how companies can achieve it.Understand how a firms human resource management practices can help it gai
3、n a competitive advantage.Understand why competitive advantage gained from human resource management practices is likely to be sustained over time.,1.Human Resource Management,Human resource management：practices that help organizations deal effectively with its people during the various phases of th
4、e employment cycle.雷蒙德 诺伊等：Policies,practices and systems that influence employees behavior,attitudes and performance.Consists of three phasesPre-selectionSelectionPost-selection,1.1 HRM Preselection Practices,Human resource planning:A process that helps companies identify their future HRM needs and
5、 how those needs can be met.Job analysis:A systematic procedure for gathering,analyzing,and documenting information about particular jobs.Job analysis information is used to plan and coordinate nearly all HRM practices.,1.2 HRM Selection Practices,Recruitment:A practice that companies locate and att
6、ract job applicants for particular positions.It may be internal or external.The aim is to identify a suitable pool of applicants quickly,cost efficiently,and legally.Selection:A practice that companies assess and choose job candidates.To be effective,selection processes must be technically sound and
7、 legal.,1.3 HRM Postselection Practices,Practices used to maintain or improve their workers job performance and satisfaction levels.Training and DevelopmentPerformance AppraisalCompensationProductivity Improvement Programs,Training and Development,Planned learning experiences that teach workers how
8、to perform their current or future jobs effectively.Training focuses on present jobs.Development prepares employees for possible future jobs.,Performance Appraisal,A process to measure the adequacy of employees job performances and communicate these evaluations to them.Aims to motivate employees to
9、continue appropriate behaviors and correct inappropriate ones Management may use them as tools for making HRM-related decisions,such as promotions,demotions,discharges,and pay raises.,Compensation,The pay and benefits that employees receive from the company.Aims to establish and maintain a competent
10、 and loyal workforce at an affordable cost,Productivity Improvement Programs,Organizational interventions designed to improve productivity by increasing employee motivation.Tie job behavior to rewards.Rewards may be financial or nonfinancialAims to motivate employees to engage in appropriate job beh
11、aviors,1.4 HRM Practices Influenced by External Factors,Events outside the work environment can have far-reaching effects on HRM practices.Safety and health concernsInternational influences,2.Who Is Responsible for Developing and Implementing HRM Practices?,Responsibility for a firms HRM practices l
12、ies with:Human resource professionals Line managers,2.1 HR Professionals Role,HR professionals typically assume the four areas of responsibility:Establish HRM proceduresDevelop/choose HRM methodsMonitor/evaluate HR practicesAdvise/assist managers on HRM-related matters,2.2 Line Managers Role,Line ma
13、nagers direct employees day-to-day tasks.From an HRM perspective,line managers are the main people responsible for:Implementing HRM practicesProviding HR professionals with needed input,3.Gaining a Competitive Advantage,Firms can gain a competitive advantage over competitors by effectively managing
14、their human resources.,迈克尔波特的价值链理论,3.1 Competitive advantage defined,Competitive advantage：A status achieved by a company when gaining a superior marketplace position relative to its competition.Firms can accomplish this aim through:Cost leadership Product differentiation,3.2 Cost Leadership,A firm
15、provides the same services or products as its competitors,but produces them at a lower cost.A firm can reduce its per unit cost by increasing the value of the following ratio:Number of units produced/total cost of productionPer unit cost can be reduced by:Using new technologyDevising more efficient
16、work methods Cutting overhead costs,3.3 Product Differentiation,Product Differentiation occurs when a firm produces a product or service that is preferred by buyers A firm can accomplish this aim by:Creating a better quality product or serviceProviding innovative products or services Choosing a supe
17、rior locationPromoting and packaging its product to create the perception of higher qualityCreates a competitive advantage if the firms customers are willing to pay enough to cover any extra production costs,4.Competitive Advantage and HRM,The HRM practices of an organization can be an important sou
18、rce of competitive advantage.Effective HRM practices can enhance a firms competitive advantage by creating both cost leadership and product differentiation.,4.1 Evidence Linking HRM Practices to Competitive Advantage,A 1994 study of 968 firms across 35 industries revealed a strong link between HRM e
19、ffectiveness and productivity.Companies with high effectiveness ratings out produced the average company by 5 percent.A 1997 study conducted among 293 publicly held U.S.firms showed that:(1)improving HRM practices from average to highly effective leads to a 5 percent productivity increase;(2)The net
20、 gain in annual productivity brought about by effective HRM practices equates to a productivity increase of$44,380 per employee.Chris Ryan and associates concluded that 1530 percent of the total value of a company could be attributed to the quality of its HRM practices.,4.2 A Model Linking HRM Pract
21、ices to Competitive Advantage,(1)Direct Path,HRM-related costs associated with recruitment,selection,training,compensation,and so forth comprise a significant portion of a firms expenditures.These HRM-related cost can vary significant from competitor to competitor.Those doing the best job of contain
22、ing them stand to gain a financial advantage over their competitors.,(2)Indirect Path,HRM practices Employee-centered outcomesEmployee-centered outcomes Organization-centered outcomesOrganization-centered outcomes Competitive advantage,HRM Practices Employee-centered outcomes,CompetenceThe extent to
23、 which possesses the knowledge,skills,and abilities the job requiresMotivationThe extent to which employees are willingness to exert the necessary effort to perform their jobs well.Work-related attitudesJob satisfactionOrganizational commitmentGood organizational citizenship,Employee-centered outcom
24、es Organizational-centered outcomes,Organizational-centered outcomesOutputEmployee retentionLegal complianceCompany reputation/image,Organization-centered outcomes Competitive advantage,Cost leadership Using technology Minimizing turnover rates Avoiding lawsuits resulting from noncomplianceProduct d
25、ifferentiationTo produce a quality service or product,individuals working for a company must perform their jobs well.Competitive advantage can also be enhanced when a company improves its image.,4.3 HRM Practices and Sustained Competitive Advantage,Since HRM is less susceptible to imitation,the competitive advantage achieved through HRM practices is likely to be more sustainable.Competitors rarely have access to a firms HRM practices.Even when these practices are visible,their impact may not be as favorable when used by competitors.,
