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1、HumanResourceManagement PersonnelManagementtoHumanResourceManagement RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980 sintheUSAUKfollowedquicklyConceptis astrategicapproachtoacquiring developing managingandgainingthecommitmentoftheorganisationskeyresource thepeop
2、lewhoworkforit Armstrong1991 FeaturesofHRM ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit integrationwithbusinessstrategyCommitmentorientedTwoperspectives hard and soft Involvesstrongculturesandvalues PerformanceorientedRequiresadoptionofacoherentapproachtomutual
3、lysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill competenceorperformance FeaturesofHRM Fombrum TichyandDeva
4、nnaModel1984 Selection Performance Appraisal HRD Reward WarwickModelofHRM BusinessStrategyContext InnerContext HRMContent HRMContext OUTERCONTEXT WarwickModel contentoftheboxes Outercontext socio economic technical politico legal competitiveInnercontext culture structure politico leadership task tec
5、hnology businessoutputsBusinessstrategycontext objectives productmarket strategyandtacticsHRMcontext role definition organisation HRoutputsHRMcontent HRflows worksystems rewardsystems employeerelations TheHarvardModel StakeholderIssues WorkforcecharacteristicsBusinessstrategy conditionsManagementphi
6、losophyUnionsTasktechnologyLaws societalvalues StakeholderInterests ShareholdersManagementEmployeeGroupsGovernmentCommunityUnions HRMPolicy ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflows HROutcomes CommitmentCongruenceCompetenceCosteffectiveness LTconsequences IndividualwellbeingO
7、rganisationaleffectivenessSocietalwellbeing GuestModel DefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration HRMintostrategicplans inlinedecisions withinHRpoliciesHighcommitment strongidentificationwithcompanyHighquality includingmanagementofpeopleFlexibility functional
8、adaptablestructures capabilitytoinnovate SoftHRM StresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement HardHRM PeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement Competence BasedHRM Definitions Theskills kn
9、owledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits motives skills characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982 Ukv USdefinitions US inputoriented
10、whattheindividualbringstothejobUK outputoriented theskills attitudesandknowledge expressedinbehavioursforeffectivejobperformanceOneorboth LevelsofInfluence StrategicFunctionalSystemsIndividual ImplicationsatStrategicLevel Theidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompet
11、itiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate ImplicationsfortheHumanResourceFunction DevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovat
12、ionBuildlearningorganisationDeveloporganisationallearningmechanisms ImplicationsforHumanResourceSystems Verticalintegration linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompet
13、enciesCanbeusedtodevelopindividualHRsystems RecruitmentandSelection BasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal interpersonalcompetencies Developinterviewquestio
14、nsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformance RecruitmentandSelection Appraisal SetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetarget
15、scanbegradedifdesired e gstandardperformance abovestandard excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds Canprovideforumfortheidentificationofnew changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperfo
16、rmanceevaluationanddiscussion Appraisal Development ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess Development Reward Promotesfle
