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1、Chapter 1Human Resource Managementand Competitive Advantage人力资源管理与竞争优势,Resources of an Organization组织来源,Land土地,Capital资金,Equipment设备,Labor劳动力,The Employment Cycle雇佣周期,Pre-Selection Phase筛选前阶段,Selection Phase筛选阶段,Post-Selection Phase筛选后阶段,Pre-Selection Phase筛选前阶段,Human Resource Planning人力资源计划,Strateg
2、icPlan策略计划,Number of EmployeesTypes of Employees雇员人数与类型,DemandForecasting需求预测,SupplyForecasting供给预测,Job Analysis工作分析,Gathering job information收集工作信息Analyzing job information分析工作信息Documenting job information工作信息归档,Job Analysis工作分析,Uses of Job Analysis工作分析的使用,Job Qualifications工作质量,Selection Technique
3、s筛选技巧,Training Programs培训方案,Performance Appraisal绩效评估,Pay Rates支付比率,Productivity ImprovementPrograms提高生产力方案,Selection Phase筛选阶段,Recruitment招聘Selection筛选,Recruitment Goals招聘目标,Suitable pool of applicants适当的申请者人才库Timely时间性Cost efficient成本效用Legal合法,Selection Goals筛选目标,Accurate hiring.准确的雇佣Cost efficien
4、t成本效用Legal合法,Post-Selection Phase筛选后阶段,Training and development培训与发展Performance appraisal绩效评估Compensation薪酬福利Productivity improvement programs提高生产力方案,Training and Development培训与发展,Training current jobs培训 当前工作Development future jobs发展 未来工作,Training and Development Goals培训与发展目标,Improve organizational
5、performance改进组织绩效Enhance knowledge and skill levels of employees提高雇员的知识和技能水平,Performance Appraisal绩效评估,Job performance measurement衡量工作绩效Communication沟通,Performance Appraisal Goals绩效评估目标,Continue appropriate behaviors.保持适当行为Correct inappropriate behaviors.改变不正当行为Make HRM-related decisions.指定与人力资源管理有关
6、的政策,Compensation薪酬,Pay薪金Wages工资Salaries薪水Benefits福利Health insurance健康保险Employee discounts雇员贴现Other其他,Compensation Goals薪酬目标,Establish competent and loyal workforce.建立有能力及忠诚的工作力量Maintain competent and loyal workforce.保持有能力及忠诚的工作力量Control costs.控制成本,Productivity Improvement Programs提高生产力方案,Tie job beh
7、aviors to rewards约束工作行为直至奖励Rewards奖励financial物质non-financial非物质,Productivity Improvement Program Goals提高生产力方案目标,Motivate employees.激励雇员Improve productivity.提高生产力,External Influences on HRM人力资源管理的外部影响,Legal&Environmental法律与环境,Workplace Justice工作场所公平性,Unions工会,Safety&Health安全与健康,HRM人力资源管理,Internationa
8、l国际化,Social,Economic,and TechnologicalInfluences on HRM Practices社会经济与技术对人力资源管理的影响,Cultural diversity文化差异Work and family工作与家庭Part-time/temporary employees临时/记时工Quality质量Teamwork团队,Mergers and takeovers兼并与接管Downsizing and layoffs精简与裁员Technology技术Continuous quality improvement质量持续改进Illiteracy文盲,Who is
9、 Responsible for HRM?谁对人力资源管理负责,HRProfessionals人力资源专业人员,LineManagers基层管理者,HR Professionals Responsibilities人力资源专业人员的职责,Establish HRM procedures建立人力资源管理程序Develop/choose HRM methods开发/选择人力资源管理方法Monitor/evaluate HRM practices监督/评价人力资源管理实务Advise/assist managers on HRM-related activities建议/协助管理者与人力资源管理有关
10、的活动,Line Managers Responsibilities基层管理者的职责,Implement HRM practices实施人力资源实务Provide input for HRM practices对人力资源实务的投入,HRM Conducted by Line Managers由基层管理者实施的人力资源管理,Interview job applicants面试工作申请者Provide orientation,coaching,&OJT提供定向工作，指导，及在职培训Evaluate job performance评估工作绩效Recommend pay increases建议增加工资
11、,Discipline employees对雇员纪律约束Investigate accidents对事故进行调查Settle grievance issues解决投诉事宜,Competitive Advantage竞争优势,Superior marketplace position relative to competition获得市场优先地位与竞争相关,How Can You Gain Competitive Advantage?如何赢得竞争优势,Cost leadership成本领先Product differentiation产品差异,Cost Leadership成本领先,Provid
12、e same services or products as competitors but at a lower cost.以低成本提供与竞争对手同样的服务或产品,Cost Leadership.成本领先,#of units produced生产的单位数量,total cost of production生产总成本,Five Strategies to Improve Productivity提高生产力的5个策略,Increase output faster than inputs.增加产出快于投入Increase output while holding input stable.保持投入
13、稳定的同时增加产出Decrease inputs faster than output.降低投入快于产出Maintain output with reduced inputs.保持产出稳定的同时降低投入Increase output with reduced inputs.增加产出，降低投入,Product Differentiation产品差异,Produce a product or service that is preferred by buyers.生产出顾客喜好的产品或服务,Four Ways to Achieve Product Differentiation达到产品差异的4个方
14、法,Create a better quality product/service.提供优质的产品/服务Provide innovative products/services.对产品/服务进行创新Choose a superior location.选择有优势的区域Promote uniqueness of product/service.独特的产品/服务促销,HRM Practices and Competitive Advantage人力资源管理实务与竞争优势,Direct path直接途径(x-z)immediate impact on competitive advantage直接影
15、响竞争优势Indirect path间接途径(x-y-z)causes certain outcomes which create competitive advantage通过一定的产出提高竞争优势,Restaurant A:help wanted ads cost=$75/hire餐厅A 通过广告招聘成本=75美金/每人Restaurant B:employee referral cost=$10/hire餐厅B员工介绍成本=10美金/每人,Restaurant餐厅,Sales/Day日销售额,Price/Unit单位价格,Cost/Unit单位成本,Total Revenue总收益,A,
16、B,$1000,$1000,$1.00,$1.00,$.75,$.50,$250,$500,Indirect Impact of HRM on Competitive Advantage竞争优势对人力资源管理的间接影响,HRM Practices人力资源管理实务,Employee-CenteredOutcomes以雇员为中心的结果,Organization-CenteredOutcomes以组织为中心的结果,Competitive Advantage竞争优势,Employee-Centered Outcomes以雇员为中心的结果,Competence能力knowledge,skills,and
17、 abilities知识，技能和能力Motivation激励willingness to exert effort愿意付出努力Work-related attitudes工作态度job satisfaction工作满意organizational commitment组织承诺organizational citizenship组织荣誉感,Job Satisfaction工作满意,Favorableness of employee attitudes toward their job雇员对工作称赞的态度,Organizational Commitment组织承诺,Relative strengt
18、h of an individuals identification with and involvement in a particular organization在特定组织中，对一个个体的认同感和参与感的相对强度,Organizational Citizenship组织荣誉感,Willingness of employees to engage in behaviors that help the organization achieve its goals雇员的行为会自发地帮助组织完成其目标,HRM Practices that Affect Employee Competence人力
19、资源管理实务影响雇员能力,EmployeeCompetence雇员能力,Recruitment招聘,Selection筛选,Training培训,Performance Appraisal绩效评估,Compensation能力,HRM Practices that Affect Employee Motivation人力资源管理实务影响对雇员的激励,EmployeeMotivation雇员激励,Selection筛选,ProductivityImprovementPrograms提高生产力方案,Organization-Centered Outcomes以组织为中心的结果,Output产出Re
20、tention保持Legal Compliance依法服从Company Reputation公司信誉,How Employee Outcomes Affect Organization Outcomes雇员的工作成果然后影响组织结果,Employees with雇员与其positive job attitudes积极的工作态度who are competent胜任程度who are motivated受激励,Leads to organizations with:导致组织的 quantity产量 quality质量 turnover营业额 HRM-related lawsuits与人力资源管
21、理相关的法律诉讼 Company reputation公司信誉,Why HRM is a Sustainable Competitive Advantage为什么人力资源管理是持续不变的竞争优势,less visible-more difficult to imitate无形的-很难模仿harder to imitate an HRM system than a single practice比起单一的实际情况更难模仿一个人力资源管理系统,HR PlanningJob Analysis,RecruitmentSelection,Workplace JusticeUnionsSafety&Hea
22、lthInternational,CompetenceMotivationWork Attitudes,OutputRetentionLegal ComplianceCompany Image,CostLeadershipProductDifferentiation,Training/Develop.Performance App.CompensationProductivity Imp.,HRM and Competitive Advantage人力资源管理与竞争优势,人力资源计划工作分析,招聘筛选,工作场所公平性工会安全与健康国际化,能力激励工作态度,产出保持依法服从公司形象,成本领导产品
23、差异,培训/发展绩效评估薪酬提高劳动力,HRM and Competitive Advantage人力资源管理与竞争优势,Chapter 2第二章Understanding the Legal and Environmental Context of HRM了解人力资源管理的法令及环境,HR PlanningJob Analysis,RecruitmentSelection,Workplace JusticeUnionsSafety&HealthInternational,CompetenceMotivationWork Attitudes,OutputRetentionLegal Compl
24、ianceCompany Image,CostLeadershipProductDifferentiation,Training/Develop.Performance App.CompensationProductivity Imp.,HRM and Competitive AdvantageHRM及其竞争优势,HR 计划工作分析,招聘筛选,工作场所法规工会安全和健康国际化,胜任能力动机工作态度,产出持续力合法性企业形象,成本领导产品差异,培训/开发绩效评估薪酬提高生产力方案,HRM及其竞争优势,Linking Legal Compliance to Competitive Advantag
25、e将法律依从同竞争优势连接在一起,LegalCompliance法律依从,Perceived FairProcesses理解公平过程,Enhanced CompanyReputation加强公司信誉,MinimizeLitigation使诉讼最小化,LowerTurnover降低周转,Attract High-Quality Applicants吸引高质量的申请人,Retain High-PerformingEmployees保留高绩效员工,LowerCosts降低成本,IncreasedEmployeeCompetence提高员工胜任能力,CompetitiveAdvantage竞争优势,E
26、qual Employment Opportunity公平就业机会,Protected classifications 被保护类别race 种族color 人种religion 宗教sex 性别national origin 国籍age 年龄disability 能力歧视,Equal Employment Opportunity公平就业机会,Protected Groups被保护的群体subcategories of people within each protected classification被保护类别下人员范畴Example:“male”and“female”are protect
27、ed groups within the protected classification of“sex”例:“男”和“女”就是“性别”被保护类别下的被保护群体,Major EEO Laws主要的EEO法律,Civil Rights Act of 1964(Title VII)1964年的公民权利法案(第7版)Civil Rights Act of 1991 1991年的公民权利法案Pregnancy Discrimination Act of 1978 1978年的怀孕歧视法案Immigration and Reform Control Act of 1986 1986年的移民和改革控制法案
28、Age Discrimination in Employment Act of 1967 1967年的工作年龄歧视法案Americans with Disabilities Act of 1990 1990年的美国身心障碍者法案,Civil Rights Act of 1964(Title VII)1964年的公民权利法案(第7版),Prohibits discrimination based on race,color,religion,national origin,and sex 禁止种族、人种、宗教、国籍和性别歧视Covers employers with15 or more work
29、ers who work for at least 20 weeks/year 覆盖15个或更多每年至少工作20周的工人Remedies include legal costs and back pay 补偿包括法律费用和欠薪,Civil Rights Act of 19911991年的公民权利法案,Punitive and compensatory damages possible(capped at$50,000 to$100,000 depending on firm size)可能对破坏进行惩罚和补偿（根据公司规模 在$50,000到$100,000间）Mixed-motive dec
30、isions unlawful 混合动机决策违法partly“legitimate,”partly discriminatory 一半“合法”，一半歧视,Pregnancy Discrimination Act of 19781978年的怀孕歧视法案,Prohibits discrimination against women based on pregnancy,childbirth,or related medical conditions 禁止对妇女在怀孕、孩子出生或相关医疗条件下的歧视Pregnancy-related condition must be treated same as
31、 any temporary disability 对待怀孕情况必须同任何短期不能工作一样,Immigration Reform and Control Act of 19861986年移民改革及控制法案,Prohibits discrimination based on national origin and citizenship 禁止对国籍和公民权进行歧视Covers employers with four or more employees 适用于4个或4个以上的员工Unlawful to knowingly hire an unauthorized alien 故意古雇佣非授权外国人
32、是非法的,Age Discrimination Act of 19671967年年龄歧视法案,Prohibits discrimination against workers aged 40 and above 禁止对年龄40和40以上的工人进行歧视Covers employers with 20 or more employees 适用于20或20以上的员工,The Americans with Disabilities Act of 1990(Title I)1990年美国身心障碍者法案（第1版）,Prohibits discrimination against those with di
33、sabilities 禁止对那些有身心障碍的人进行歧视Covers employers with 15 or more workers 适用于 15或15个以上的工人Physical or mental impairment 身体或大脑的伤害“substantially limits”“大体上的限制”“major life activities”“主要的生活活动”Reasonable accommodation合理的设备“undue hardship”“过度困难”,Disparate Treatment 差别对待,intentional discrimination example:femal
34、es treated differently from males故意歧视举例：对待妇女同男性不一样,Females妇女,Males 男性,Disparate Impact差别影响,unintentional discrimination example:arbitrary selection practice favors Group A over B&C非故意歧视举例：随意任选计划支持组A多于组B和组C,Discrimination and the Courts歧视和法庭,prima facie案件第一审,Rebuttal驳回,Plaintiff原告,Defendant被告,Establi
35、shing a Prima Facie Case建立一个案件第一审,Company policy 公司政策Discriminatory remarks 歧视言论The McDonnell-Douglas Test McDonnell-Douglas 考试The four-fifths rule 五分之四法则,Rebutting Discriminatory Remarks驳回歧视言论,Claim the remarks were not made 声明没提出言论Claim the remarks had no bearing on the employment decision 声明言论对工作
36、决策没有影响Claim the remarks were made by someone who had no influence on the hiring decision 声明言论由一些对雇佣决策没有影响的人做出,McDonnell-Douglas Test McDonnell-Douglas 测试,Belongs to the protected group in question 属于上述的被保护群组Has applied for and is qualified for the job for which the employer was seeking applicants 适用
37、并合适于那些顾主寻求申请人的工作Was rejected 被拒绝After rejection,the position remained open or was filled by someone who was not a member of that protected group 拒绝后，位置保留空缺或由一些不属于被保护群组的成员填充,Rebutting the McDonnell-Douglas Test驳回McDonnell-Douglas 测试,Show that the employment decision was based on legitimate,nondiscrim
38、inatory reasons 显示雇佣决策基于合法、非歧视原因,The Four-Fifths Rule五分之四法则,White Males10070.70白皮肤男性,Black Males 4020.50黑皮肤男性,.50/.70=.71 which is.80,therefore prima facie case.50/.70=.71 它.80,因此案件第一审,Groups群组,TotalApplicants所有申请者,#Selected被选,PassingRate通过率,Rebutting the Four-Fifths Rule驳回五分之四法则,Demonstrate that th
39、e procedure in question is a business necessity 示范上述程序是业务必须,Bona Fide Occupational Qualification Bona Fide 职业资格,All or nearly all 所有或接近所有Authenticity 真实性Propriety 规矩Safety 安全,When Several Selection Devices Are Used使用几种选择辅助时,EEO vs.Affirmative Action公平就业与肯定行动的对比,EEO,Affirmative Action肯定行动,“Color Blin
40、d”色盲的,“Color Conscious”有色意识的,Is Affirmative Action Legally Mandated?肯定行动是合法委任吗？,Only in some cases 仅仅在一些案例中Mandatory for federal government contractors 联邦政府承办人要求强制的Mandatory when court ordered as a part of a settlement 当法院命令作为决定的一部分时强制,Why Implement Voluntary Affirmative Action?为什么自愿实施肯定行动,Attract a
41、nd retain a larger and better pool of applicants 吸引和留住更多更好的人才Avoid discrimination lawsuits 避免歧视控诉事件Improve the firms reputation within the community and its customer base 增进公司在社区和客户中的声望,Steps to Implement an Affirmative Action Program步入肯定行动计划实施,1.Conduct a utilization analysis 进行聘用率分析2.Develop an af
42、firmative action plan 开发肯定行动计划,1.Conduct a Utilization Analysis进行聘用率分析,Hispanics1020 under utilization西班牙的 低聘用率,Females 3050 under utilization妇女 低聘用率,Groups群组,%Employees雇员%,%In LaborMarket占劳动力市场%,Utilization聘用率,2.Develop an Affirmative Action Plan开发肯定行动计划,Hispanics1015%expand 5 years recruiting西班牙的
43、5年15%招聘扩大,Females 3045%review 5 years promotion proced.妇女 5年45%回顾招聘程序,Groups群组,%Employees雇员%,Goals目标,Action Plan行动计划,Three Elements of an Affirmative Action Plan肯定行动计划3个基础,Goals 目标Timetables 时间表Action steps 行动步骤,Match Affirmative Action to Severity of Underutilization使肯定行动适合低聘用率的严格性,When is Preferen
44、tial Treatment Legal?何时优惠待遇是合法的?,Remedial purpose 补救目的Necessary for goal achievement 对实现目标有必要More than protected group status considered 不仅考虑被保护群组的状况Temporary 暂时Reasonable goals 合理的目标Doesnt unjustly burden nonminorities 不会造成非少数人的负担Applicant must meet minimum quals.申请者必须符合最低资格,Environmental Issues in
45、 the Workplace工作场所的环境问题,Cultural diversity 文化差异The changing nature of work 工作的变化性质Mergers and takeovers 并购与接管Corporate downsizing 公司裁员Total quality management 全面质量管理,Changing Workforce Demographics改变劳动力人口统计,More African-Americans 更多的非洲美国人More Hispanics 更多的拉丁美洲人More Asian and Pacific Islanders 更多的亚洲和
46、太平洋岛民More older workers 更多的老年工人More dual income,single-parent,&families dealing with eldercare 更多的双重收入、单亲和涉及照顾老人的家庭,Cultural Diversity:A Strategic Advantage?文化差异：策略优势吗？,Attract a larger and better pool of applicants 吸引更多更好的人才New ideas/approaches 新观念/方法,Managing Cultural Diversity管理文化差异,Diversity tra
47、ining 多元化培训Breaking the“glass ceiling”打破“玻璃天花板”Meeting the needs of older employees 满足年长雇员的需求Implementing work and family programs 实施工作和家庭计划,Diversity Training多元化培训,Can be effective in overcoming biases 可以有效地跨越偏见Potential EEO liability 潜在的EEO倾向,Breaking the“Glass Ceiling”打破“玻璃天花板”,Women and minoriti
48、es have failed to reach highest levels of management.妇女和少数人在达到最高管理层时失败Overcoming the“glass ceiling”跨越“玻璃天花板”Training 培训Career counseling 职业生涯个别辅导Mentoring 良师益友Promotion procedures 晋升程序,Meeting the Needs of Older Employees满足年长雇员的需求,Redesign jobs to compensate for hearing and vision loss.重新设计工作以补偿听力和视
49、力的损失Reassign older workers to other jobs.将年长工人重新分配到其他的工作,Implementing Work and Family Programs实施工作和家庭计划,Working at home(telecommuting)在家工作（电讯联络）Flextime 弹性时间Job sharing 工作分享,Changing Nature of Work工作的变化性质,Manufacturing制造,Service服务,Mergers and Takeovers:Consequences并购和接管：结果,Increased voluntary turnov
50、er 增加自愿接管Rise in organizational conflict 增加组织内部冲突,Why So Many Companies are Downsizing为什么这么多的公司裁员,Decline or crisis in the firm 公司衰落或危机Technological advances 科技提升Organizational restructuring 公司重整,Impacts of Downsizing裁员的影响,Often fail to achieve economic goals 通常在实现经济目标时失败Lower employee loyalty and m
