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1、WilliamJ.Rothwell,Ph.D.,SPHR,HumanResourceManagementCoreModule,Copyright2004byWilliamJ.Rothwell.Allrightsreserved.,March2004inShanghai,Part I: Introduction to the Core Module,Facilitator Introduction William J. Rothwell, Ph.D., SPHR,Professor of Human Resource Development at Penn State University Pr
2、esident of Rothwell and Associates, Inc. (see www.rothwell-) Contact him at wjr9psu.edu,William J. Rothwell, Ph.D., SPHR,Author of numerous books. A few examples:,William J. Rothwell, Ph.D., SPHR,Author of numerous books. A few examples:,Module Purpose,This core module describes the strategic import
3、ance of human resource management (HRM).,Module Objectives,Upon completing this module, participants will be able to discuss: The strategic importance of human resource management within the organization How human resource management contributes to business strategy How to implement appropriate moti
4、vation and reward systems and strategies,Module Objectives,How to evaluate the performance of the team and individuals How to plan training and development programmes,Module Organization and Structure,Day 1 Introduction to the Core Module The Strategic Importance of Human Resource Management Within
5、the Organization Day 2 How Human Resource Management Contributes to Business Strategy How to Implement Appropriate Motivation and Reward Systems and Strategies,Module Organization and Structure,Day 3 How to Evaluate the Performance of the Team and Individuals Day 4 How to Plan Training and Developme
6、nt Programmes Evaluation of Your Competence Conclusion,Instructional Approach: What Are Experiential Learning Methods, and Why Are they Used?,This session uses experiential learning methodsand not pure lecture In experiential learning methods, participants use the results of small group activities,
7、role plays, case studies, or other active learning techniques as a basis for learning,Icebreaker,Tell us: Your name Your job title Your companys name What you do at the company Why you are here,Icebreaker,Stand up Introduce yourself to another participant in the session and trade business cards Find
8、 out what the other person most wants to learn in the session Be prepared to share what you learn in about 3 minutes,Opening Activity,Form small groups of 3-5 people each Appoint a spokesperson for your group who will provide your groups answers Spend about 15 minutes to answer this question: What i
9、s human resource management, and why should organizational leaders care about it? When you finish, your group spokesperson should be prepared to volunteer your answer to the group,Debrief of the Activity,Would your group spokesperson please provide your answer for the large group?,Part II: The Strat
10、egic Importance of Human Resource Management Within the Organization,Overview of This Part,What is strategy, and why is it important? How does strategy relate to purpose and mission? How is strategy determined? Who determines strategy, and why is that important? What are the range of business strate
11、gies, and how are they determined? How does the strategic planning process work? Activity: How does the strategic planning process work? Debrief of the activity,What Is Strategy?,Strategy is: The process of achieving competitive advantage Originated from a word used by the Ancient Greeks around 400
12、B.C. and pertained to the art and science of directing military forces An outline of the steps that management plans to take to achieve objectives A means to an end,What Is Competitiveness?,Competitiveness is a multidimensional concept. It can be looked at from three different levels: country, indus
13、try, and firm level. Competitiveness originated from the Latin word, competer, which means involvement in a business rivalry for markets. It has become common to describe economic strength of an entity with respect to its competitors in the global market economy in which goods, services, people, ski
14、lls, and ideas move freely across geographical borders (Murths, 1998).,Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 26(1), 45ff.,What Is Competitiveness?,Firm level competitiveness can be defined as the ab
15、ility of firm to design, produce and or market products superior to those offered by competitors, considering the price and non-price qualities (DCruz, 1992).,Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 2
16、6(1), 45ff.,What Is Competitiveness?,Competitiveness processes identify the importance and current performance of core processes such as strategic management processes, human resources processes, operations management processes and technology management processes. The competitiveness process is a balancing process that complements traditional functional processes such as operations management and human resources management. It enhances the ability of an organization to compete more effecti
