《202X年国外著名HR咨询公司HRM培训英文》由会员分享，可在线阅读，更多相关《202X年国外著名HR咨询公司HRM培训英文（132页珍藏版）》请在金锄头文库上搜索。
1、HumanResourceManagementPART1 PersonnelManagementtoHumanResourceManagement RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980 sintheUSAUKfollowedquicklyConceptis astrategicapproachtoacquiring developing managingandgainingthecommitmentoftheorganisationskeyresource th
2、epeoplewhoworkforit Armstrong1991 FeaturesofHRM ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit integrationwithbusinessstrategyCommitmentorientedTwoperspectives hard and soft Involvesstrongculturesandvalues PerformanceorientedRequiresadoptionofacoherentapproachtom
3、utuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill competenceorperformance FeaturesofHRM Fombrum Tichyan
4、dDevannaModel1984 Selection Performance Appraisal HRD Reward WarwickModelofHRM BusinessStrategyContext InnerContext HRMContent HRMContext OUTERCONTEXT WarwickModel contentoftheboxes Outercontext socio economic technical politico legal competitiveInnercontext culture structure politico leadership tas
5、k technology businessoutputsBusinessstrategycontext objectives productmarket strategyandtacticsHRMcontext role definition organisation HRoutputsHRMcontent HRflows worksystems rewardsystems employeerelations TheHarvardModel StakeholderIssues WorkforcecharacteristicsBusinessstrategy conditionsManageme
6、ntphilosophyUnionsTasktechnologyLaws societalvalues StakeholderInterests ShareholdersManagementEmployeeGroupsGovernmentCommunityUnions HRMPolicy ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflows HROutcomes CommitmentCongruenceCompetenceCosteffectiveness LTconsequences Individualwellb
7、eingOrganisationaleffectivenessSocietalwellbeing GuestModel DefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration HRMintostrategicplans inlinedecisions withinHRpoliciesHighcommitment strongidentificationwithcompanyHighquality includingmanagementofpeopleFlexibility functi
8、onal adaptablestructures capabilitytoinnovate SoftHRM StresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement HardHRM PeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement Competence BasedHRM Definitions Theskil
9、ls knowledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits motives skills characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982 Ukv USdefinitions US inputorie
10、nted whattheindividualbringstothejobUK outputoriented theskills attitudesandknowledge expressedinbehavioursforeffectivejobperformanceOneorboth LevelsofInfluence StrategicFunctionalSystemsIndividual ImplicationsatStrategicLevel Theidentificationofcorecompetenciesoftheorganisationwhichconfersustainedc
11、ompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate ImplicationsfortheHumanResourceFunction DevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterin
12、novationBuildlearningorganisationDeveloporganisationallearningmechanisms ImplicationsforHumanResourceSystems Verticalintegration linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorec
13、ompetenciesCanbeusedtodevelopindividualHRsystems RecruitmentandSelection BasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal interpersonalcompetencies Developinterviewqu
14、estionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformance RecruitmentandSelection Appraisal SetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancet
15、argetscanbegradedifdesired e gstandardperformance abovestandard excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds Canprovideforumfortheidentificationofnew changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkfor
16、performanceevaluationanddiscussion Appraisal Development ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess Development Reward Promot
