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1、1 1Gary DesslerHuman Resource Management, 8th EditionChapter OneThe StrategicRole of HumanResourceManagement Prentice Hall, 2000Chapter 1Behavioral ObjectivessAnswer the question, “What is Human Resource Management?sDiscuss the components of the changing environment of Human Resource Management.sPre
2、sent examples of the new management practices that are changing Human Resource Management.sGive examples of Human Resource Managements role as a strategic business partner.When you finish studying this chapter, you should be able to:1 Prentice Hall, 2000Chapter 1Human Resource ManagementThe policies
3、 and practices one needs to carryout the “people” or human resource aspectsof a management position, including recruiting,selecting, training, rewarding, and appraising.2 Prentice Hall, 2000Chapter 1Aspects of Human Resource ManagementsConducting job analysessPlanning labor needs and recruiting job
4、candidatessSelecting job candidatessOrienting and training new employeessManaging wages and salariessProviding incentives and benefitssAppraising performancesCommunicatingsTraining and developingsBuilding employee commitment3 Prentice Hall, 2000Chapter 1The Frame of HRMStrategy of Org.Structure of O
5、rg.(Function Analysis)POSITION DESIGNINGJOB ANALYSISJOB SPECIFICATIONSKnowledgeSkillAbilityPersonalityJOB DESCRIPTIONSPurposeRequestProcedureProcess 4 Prentice Hall, 2000Chapter 1JOB SPECIFICATIONS KnowledgeSkillAbilityPersonalityTESTINGKnowledgeSkillAbilityPersonalityMARCH SELECTINGTRAININGCOMPARE
6、5 Prentice Hall, 2000Chapter 1JOB DESCRIPTIONS PurposeRequestProcedureProcess ACTUAL RESULTS OF EMPLOYEECOMPAREAppraising performanceMOTIVATION6 Prentice Hall, 2000Chapter 1Strategic Human Resource ManagementStrategic human resource managementis “the linking of HRM with strategic goalsand objectives
7、 in order to improve businessperformance and develop organizational cultures that foster innovation and flexibility.7 Prentice Hall, 2000Chapter 1Trends in the Changing Environment of Human Resource Management GlobalizationTechnological AdvancesDeregulationTrends in the Nature of WorkWorkforce Diver
8、sity8 Prentice Hall, 2000Chapter 1世界经济的发展对人力资源世界经济的发展对人力资源的要求越来越高的要求越来越高短缺经济短缺经济均衡经济均衡经济相对过剩经济相对过剩经济企业竞争企业竞争力的关键力的关键对人力资对人力资源的要求源的要求企业高层管企业高层管理者的出身理者的出身生产力经营力创新能力较低、简单的体力劳动者较高很高生产、技术人员经营人员人力资源管理专家 ？9 Prentice Hall, 2000Chapter 1New Management PracticessThe traditional, pyramid-shaped organization is
9、 going out of stylesEmployees are being empoweredsFlatter organizations are becoming the normsWork is increasingly organized around teamsand processsThe bases of power are changingsManagers today must build commitment10基于能力的人力资基于能力的人力资源管理源管理 Prentice Hall, 2000Chapter 1HR Positions You Might Find in
10、 a Large CompanyRecruiters. Maintain contact within the community and perhaps travelextensively to search for qualified job applicants.Equal Employment Opportunity (EEO) Representatives or Affirmative Action Coordinators. Investigate and resolve EEO grievances, examineorganizational practices for po
11、tential violations, and compile and submitEEO reports.Job Analysts. Collect and examine detailed information about job dutiesto prepare job descriptions.Compensation Managers. Develop compensation plans and handle theemployee benefits program.Training Specialists. Responsible for planning, organizing, and directingtraining activities.Labor Relations Specialists. Advise management on all aspects of union-management relations.11
