《国外著名某咨询公司培训英文1课件》由会员分享，可在线阅读，更多相关《国外著名某咨询公司培训英文1课件（131页珍藏版）》请在金锄头文库上搜索。
1、Personnel Management to Human Resource ManagementvRecognition of the need to take a more strategic approach to the management of peoplevBegan in the 1980s in the USAvUK followed quicklyvConcept is a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations
2、 key resource the people who work for it Armstrong 1991Features of HRMv Management focussed and top management drivenvLine management role keyvEmphasises strategic fit integration with business strategyvCommitment orientedvTwo perspectives hard and softvInvolves strong cultures and valuesvPerformanc
3、e orientedvRequires adoption of a coherent approach to mutually supporting employment policies and practicesvEmployee relations organic rather than pluralisticvOrganising principles are organic and decentralisedvFlexibility and team building important policy goalsvStrong emphasis on quality to custo
4、mersvRewards differentiated by skill, competence or performance Features of HRMFombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDRewardWarwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXTWarwick Model content of the boxesvOuter context soci
5、o-economic, technical, politico-legal,competitivevInner context culture, structure, politico-leadership, task-technology, business outputsvBusiness strategy context objectives, product market, strategy and tacticsvHRM context- role, definition, organisation, HR outputsvHRM content HR flows, work sys
6、tems, reward systems, employee relationsThe Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmplo
7、yee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well beingGuest ModelvDefines four policy goals of HRMvFurther development of the Harvard modelvStrategic i
8、ntegration HRM into strategic plans, in line decisions,within HR policiesvHigh commitment strong identification with companyvHigh quality including management of peoplevFlexibility functional, adaptable structures, capability to innovateSoft HRMvStresses human aspectvEmphasis on HRDvParticipationvMo
9、tivationvCommitmentvLeadershipvHUMAN resource managementHard HRMvPeople as a resourcevUsed dispassionatelyvUsed in calculating rational mannervHead countvHuman RESOURCE ManagementCompetence-Based HRMDefinitions:vThe skills, knowledge and experience that an individual brings to their role IDS 1997vBa
10、sic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993vUnderlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982Uk v. US definitionsvUS - input oriented what the individual brings t
11、o the jobvUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performancevOne or both?Levels of InfluencevStrategicvFunctionalvSystemsvIndividualImplications at Strategic LevelvThe identification of core competencies of the organisation which confer s
12、ustained competitive advantagevOwned by more than one person and grow through use and experience therefore difficult to imitateImplications for the Human Resource FunctionvDevelop managerial competencevStrategic selection and staffingvDevelop internal labour marketvDesign jobs round capabilityvDevel
13、op individual competencevDevelop culture to foster innovationvBuild learning organisationvDevelop organisational learning mechanismsImplications for Human Resource SystemsvVertical integration link individual competence to the core competence of the organisationvHorizontal integration provide a fram
14、ework for the integration of HR systems componentsvVital player in the development of core competenciesvCan be used to develop individual HR systemsRecruitment and SelectionvBased on past behaviour as the most valid predictor of future behaviourvBuilding the competence framework requires multiple in
15、formation sourcesvCompetence specification should cover both technical and personal/interpersonal competenciesvDevelop interview questions that elicit examples of past behavioursvIn assessment centres create tasks that require demonstrated competenciesvUse competencies to select test instrumentsvUse
16、 competencies to evaluate candidate performanceRecruitment and SelectionAppraisalvSet outcome and performance targets for each competencevOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcvBelow standard performance can be used to
17、generate development needsvCan provide forum for the identification of new/changing competence requirementsvCan provide forum for setting acquisition of competence time scalesvProvides a clear and agreed framework for performance evaluation and discussionAppraisalDevelopmentvProvides a framework for
18、 individual training needsvNo transfer problems as competence can only be demonstrated by on the job behavioursvDevelopment contributes directly to current performancevEncourages a broad based approach to development activities vEnsures line manager commitment to developmentvOffers common language t
19、o all participants in the development processvOffers transparent process to all stakeholdersvFacilitates validation and evaluation of the development processDevelopmentRewardvPromotes flexibilityvPromotes a development focused culturevProvides opportunities for advancement via skillsvProvides opport
20、unities for earnings enhancement on the basis of skills and flexibility rather than seniorityvCan assist in addressing the technical/managerial dividevOffers a route for the reward of knowledge workersvCarries high face validity and felt fair perceptionvVia core organisational competencies can link
21、reward directly to organisational strategyRewardIntegrationvVertical - integration with corporate strategyvHorizontal - the internal integration of the components of an HR strategyvIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and
22、 benefits all support each otherCurrent HRM Issues & DebatesvResponding to increased competitionvManaging international operationsvRiding the waves of changevManaging the changing relationship with the workforcevChanging legislative and regulatory frameworksvBest practice versus best fitHRM and Corp
23、orate StrategyStrategyvDiversity of viewpointsvTwo dimensions of agreementvDegree of planning: deliberate emergentvOutcomes: profit maximisation range of outcomes (plural)vFour key approaches (Whittington)Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary
24、SystemicProcessualProcessesClassical: Rational Economic ManvApplication of rational analysisvSeparation of planning from implementationvCommitment to profit maximisationvEmphasis on the long-termvExplicit goals cascaded down the organisationClassical and HRMvHRM matching and downstreamvTool of imple
25、mentationvHR policies and strategies geared to achieving profit maximisationvCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. Evolutionary: Natural SelectionvEmphasis on environmental fitvProfit maximisation a
26、chieved by market competitionvFit determined by chance rather than strategyvSurvival by short term strategies aimed at current fitvStrategy and illusion in unpredictable environmentEvolutionary law of the junglevHR key role in environmental scanningvPolicies and strategies aimed at flexibility and a
27、daptabilityvMatching modelvCritique markets more regulated than jungle; by government, law, international agreementsvConcept of flexibility importantProcessual life is messyvConcept of bounded rationalityvSubjective interpretation of data therefore strategy flawed and incompletevWe take the first be
28、st option sufficingvOrganisations as coalitions consensus by negotiationvMinimum adaptation for survival rather than proactive change spare capacity as buffervStrategy a comforting ritualProcessual and HRMvHR policies evolving and reactivevSoft HRMvOD, best practice and development of internal compe
29、tencies importantvCritique lacks vision; may not be able to respond quickly enough to threatsSystemic: socially groundedvMan makes decisions based on social factors not economic;Social networks define normsvInternal context of firm influenced by social groups, interests, resources and micro-politics
30、vDifferent forms of organisation successful indifferent culturesvSystemic perspective includes national culture, family, gender, social groups vStrategy must be sensitive to theseSystemic and HRvHR policies and processes will have to reflect local culturevManagement style and strategies for motivati
31、on and commitment reflect local and national culturevCritique focuses on difference at the expense of similarity and cross-cultural influencesResource-Based Theory of the FirmvPlaces HR at heart of strategyvCompetitive advantage stems from strategic core competencies built up over timevRecognises im
32、portance of leadership in building top team; fostering creativity and innovation; facilitate the learning processvEmphasises renewal aspect and dynamic capabilities of the organisationvCapacity of a firm to renew, adapt and augment its core competencies over timevSuccessful organisations combine mul
33、tiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory of the FirmResource-Based Theory & HRMvBasis for human resource as competitive edgevHRM valued for generating strategic capability as well as supporti
34、ng strategyvHuman capital advantage gained through resourcing and retentionvHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategiesDefining Strategic Core CompetenciesvINTEGRATED bundle of individual skillsv5-15 core competencies the
35、 normvA messy accumulation of learning including tacit and explicit knowledge an activityvCore competence: delivers a fundamental customer benefitv- is not easily imitated by competitors- provides a gateway to new marketsvContributes to strategy as:- as a source of competitive advantage- via a longe
36、r lifespan that a single product- exercised across the range of organisational activitiesDefining Strategic Core CompetenciesRole of HR in Managing Core CompetenciesvIdentifying core competencies linking them to individualsvBuilding core competencies learning and cross discipline communicationRole o
37、f HR in Managing Core CompetenciesvUtilising core competencies developing management capability and forms of working that maximise deploymentvProtecting core competencies retention strategies, protection during major change, identifying owners of core competenceCOMPARATIVE HUMAN RESOURCE MANAGEMENTD
38、efinitionsvhow things are done around here(Drennan, 1992)vOrganisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in
39、the behaviour of its members.(Brown, 1995)Organisational Culture - DefinitionsvThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsvA set of habitual ways of thinking, feeling and reacting that are
40、characteristic of the ways in which a specific organisation meets its problems at a particular point in timeLevels of CulturevCulture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesvTurner (1971) defined industrial sub-culture by:- disti
41、nctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate cultureAspects of culturevArtifactsvLanguage jokes, jargon, storiesvBehaviour patterns rituals, ceremonies,celebrationsvNorms of behaviourvHistory vEthical codesvBasic assumptionsvBeliefs, val
42、ues and attitudesvSymbolsModels of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions:Human nat
43、ureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-consciousCommon Organisation StoriesvCan employees break the rules?vIs the big boss human?vCan the little person rise to the top?vWill I get fired?vH
44、ow will the boss react to mistakes?vWill the organisation help me when I have to move?vHow will the organisation deal with obstacles?CULTURE:Socialisation: learningpre-arrival: “preconception”metamorphosis: “absorb”securitycommitmentproductivityencounter: “provisional”(H&B 2002)Organisational Cultur
45、e and the Life Cycle of the Firm vPhase 1 - Birth and Early GrowthvPurpose foster cohesion during growthvNeed for change economic or successionvStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsidersOrganisational Culture and the Life Cycle of the Firmv
46、Phase 2 Organisational mid-lifevPurpose culture deeply embedded, may develop sub-cultures vStrategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism Organisational Culture and the Life Cycle of the FirmvPhase 3 organisational maturityvPurpose source of
47、 pride, resistantvStrategies coercive persuasion - turnaround - recognition, destruction, re-birthCulture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLOCommunication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue pers
48、onal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient Hofstedes ModelvIndividualismvHigh power distancevMasculinityvHigh uncertainty avoidancevShort termismvCollectivismvLow power distancevFemininityvLow uncertainty
49、 avoidancevLong termismHRM and Culture ChangeLayers of CulturevArtefacts physical objects, behaviour and processesvEspoused values those appearing publicly in mission statement, policies vUnderlying assumptions rarely articulated; may conflict with espoused values and each otherCulture ChangevWhy ch
50、ange? Environment changes:vBusiness mergers, technology, market vGovernment laws, H &S, diversity,vDemographic changes in the human resources availableThe Nature of ChangevExternally imposedvTransformationalvGlobalvHostilevLarge scalevLong termvStrategicvInternally imposedvIncrementalvLocalvPositive
51、vSmall scalevUrgentvOperationalIntroducing Culture ChangevCan be very difficultvCan be a long term processvIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature cognitive and behavioural- timescalePrinciples of Culture ChangevValues
52、and assumptions define accepted and appropriate behavioursvIn successful organisations culture is aligned with strategyvCulture change may be difficult if the culture is incompatible with strategyvCheck strategy before embarking on culture changevCan the changes required be achieved by other meansvS
53、enior management must understand the implications and be committedvCulture change must pay attention to the opinion leadersvShould take into account the work systems, management style and HR policiesvNew messages reinforced and old ones eliminatedvThe deeper the level of culture change the more diff
54、icult it will bePrinciples of Culture ChangevMultiple and sub cultures will make culture change more difficultvBehavioural norms are the easiest to change, deeper layers require a participative approachvTop down approaches are difficult to sustain over timevParticipative approaches are more successf
55、ul but difficult to implement and time consumingPrinciples of Culture ChangeApproaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERI
56、ENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURESSTEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work teamsInformation
57、/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Change(Bate)STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of t
58、he ongoing change process.Approaches to Culture Change(Bate)Why People Resist Culture ChangevSelective perceptionvHabitvSecurityvEconomicvStatus and esteemMulti-cultural OrganisationsvA culture that fosters and values diversityvPluralism as an acculturation processvFull structural integrationvFull i
59、ntegration of informal networksvAbsence of institutionalised cultural biasvMinimum of inter-group conflict due to proactive management of diversityChanging CultureCultureExit those who reject new culture Enter & socialise new staff communicationbehaviour changeExamining andJustifying Behaviour chang
60、e= intervention pointBusiness Process Re-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentRational Planning ApproachFeedbackEnvironmental development loopProbleminitialisedDefine theproblemEvaluationphaseImplementsolutionMonitor/evaluateSocio-Technical ApproachesCore JobCriticalPers
61、onal andDimensionsPsychological WorkStatesOutcomeSkill varietyExperiencedHighTask identity meaningfulness intrinsicTask significance at work motivation Autonomy Experienced High jobResponsibility satisfactionfor workFeedback Knowledge of low labour results of work t/o and absenceOrganisational Devel
62、opment ApproachFormal RelationshipsAims and objectivesStrategies and policiesTechnology and controlStructure and styleAuthority and administrative proceduresInformal RelationshipsFrom: attitudes,perceptions, values, emotions about formal structures and peopleNormative behaviour, communications, info
63、rmal instructions about tactical operations of organisationHR Leverage in ChangeThe Acquisition of Human ResourcesRecruitment and SelectionvThe overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the manpowe
64、r needs of the organisation Armstrong 1995vThe recruitment and selection process:- defining requirements- attracting candidates (recruitment)- selecting candidates (selection)- making the decisionDefinition of RecruitmentvSearching for and obtaining potential candidates in sufficient numbers and qua
65、lity so that the organisation can select the most appropriate people to fill its job needsDowling and Schuler 1990vRecruitment = the processes used to attract applicationsvSelection = the processes used to identify the most suitable candidateJob AnalysisvThe process of collecting, analysing, and set
66、ting out information about the job Armstrong 1992vMethods of Job Analysis- refer to existing job description- interview- self analysis- questionnaire- checklist- critical incident technique- repertory gridWriting Job DescriptionsvInclude basic details title, location etcvInclude a summary of the job
67、vList a selection of the main dutiesvCover the range of the jobvUse active verbs to issue etcvBe precisevAvoid vague and misleading wordsExample of a Job DescriptionJob Title: Personnel AssistantDepartment: Human ResourcesSummary:Responsible for recruitment and other Human Resources activityDuties:1
68、.Managing the recruitment of staff2.Interviewing candidates3.Maintenance of personnel records4.Run the induction programme5.Issuing contracts of employment6.Advise managers7.Booking training courses CompetencyvAn underlying characteristic of a person which results in effective/superior job performan
69、ceBoyatsisvA competency is a set of behaviour patterns which an incumbent needs to bring to a job in order to perform its tasks and functions with competenceWoodruffeCompetency List: Middle ManagerHigher Level CompetenciesvVisionIn addition tovPlanning skillsrelevant technical competencevCritical th
70、inkingvLeadershipvPersistence *vInfluencing skillsvInterpersonal skillsvSelf confidencevSelf developmentvEmpathyvStress toleranceEach higher level competence can be broken down into sub unitsExample* “Persistence”:vPrepared to use a range of strategies to achieve a problem solutionvAbility to demons
71、trate a commitment to task completionvAbility to recognise when circumstances require a flexible responseCompetency List: Middle ManagerAdvantages of aCompetency ApproachvMore flexible than job descriptions thecompetencies can be used in many tasksvEasier to relate to the individual vCan match again
72、st experience more easily than task for taskvFacilitates person specificationvAllows the development of competence/ scenario questionsvLinks to other HR processesDisadvantages of a Competency ApproachvSees qualities as separate entities whereas in a job they are used in conjunctionvDifficult to use
73、in higher level jobs where competencies are less tangible and more difficult to describevDifficult to deal with emotional aspects such as pleasant manner which may be allied to personalityPerson SpecificationvBoth job descriptions and competency lists are used to draw up a person specificationvOne o
74、f the most used frameworks for drawing up a job description is Alec Rodgers 7 Point PlanvIt lists seven main areas in which the recruiter must specify the minimum requirementsi.e. those which are essential and those preferred or desirable for the applicant to possessPerson SpecificationAttribute Ess
75、ential DesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstancesSuccessful RecruitmentvIs EFFECTIVE, vCOST EFFECTIVE and vFAIRvRecruitment methods include:- advertisements- government agencies- consultants & agencies- direct applications- word of mouth- open days- internet-
76、other mediaAdvertisementsvCan be internal, press local, national, international, internet, professional journals , othervPurpose attract attention, create and maintain interest, stimulate actionvContent organisations name, location of job, salary and benefits, summary of job, summary of person requi
77、red, action required to pursue applicationCriteria for Choosing a Recruitment MethodvEffectivenessvLabour market issuesvNumber of applicants vSelf selectionvCostvTimevConfidentialityHeadhuntingvIndividuals are approached directly to checkout and stimulate interest in positionvReasons for use:- confi
78、dentiality- very senior posts- scarce skills- obvious candidates- raise interest and awareness in those that might not be actively seeking changevEthics Internet based RecruitmentvHow? Through company website; internally through intranet; internet site providersvInternet accessed globally, but only
79、by those with access to and who use the technologyvSpecialised sites available graduates,engineers, computersvWatch for cost, regular updating, on line siftingvAdvertising issues applyHandling ApplicationsvInformation used to:vEnable self selectionvSift candidatesv CV ? OrvApplication formvDevelop i
80、mage:vProfessional processvPsychological contractvMaintain interestvCandidate as customerSelectionvThe importance:It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more. Smith & Robertson 1993vEthical issue
81、s:- principle of positive self regard- principle of informed consent- principle of competence- principle of confidentialityCommon Selection MethodsvApplication form and CVvReferences, recommendations and testimonialsvGroup exercisesvWork sample testsvSelection interviewsvPsychometric testsUsage of S
82、election Methods Within the UKvInterview100%vApplication form98%vReferences97%vCV84%vPersonality tests58%vAbility/aptitude tests47%vAssessment centres30%Choosing a Selection MethodvPracticalityvSensitivityvReliabilityvValidity- face- content- criterion (predictive or current)- constructValidity of S
83、election MethodsvAssessment centres0.2-0.4vBiodata0.2-0.4vAbility tests0.1-0.3vWork sample tests0.1-0.3vPersonality tests0.1-0.2vInterviews 0.0-0.2vReferences0.0-0.15Psychometric TestsvMaximal versus Typical performancevMaximal performance - aptitude/attainmentvTypical performance- personality- inte
84、rests and valuesvMany countries have legal constraints on useAptitude TestsvSpecific abilities- e.g. mechanical/spatialvSpecific occupations- e.g. clerical/computervGeneral intelligence- numerical- verbal- abstract reasoningThe Selection InterviewvA conversation with a purpose to:vMake an assessment
85、 of a candidate in relation to an organisational rolevInformation exchangevSell the organisationvSocial functionTypes of Selection InterviewvIndividualvPanelvSequentialvInformation gatheringvStructuredvSituationalvBehaviouralvStressvHypotheticalFailures of Human JudgementvMemoryvQuick decisions halo
86、/horns effectvEmphasis on negative informationvInconsistent evaluation of informationvPerceptual selectivityvLike people like you vStereotypingvInformation overloadvPrimacyvExpectancy Structured InterviewingvBase questions on job analysis or competence statementsvEach candidate is asked the same que
87、stionsvSystematic scoring procedurevIndependent assessment of candidatesInterviewing as a Social ProcessvCreate appropriate physical environmentvCreate appropriate social environmentvCreate and meet candidate expectationsvUse active listeningvEnd the social encounterQuestioning TechniquesvOpen requi
88、re fuller answervClosed straightforward informationvProbing follow up for further information or areas of uncertaintyvLeading supply the candidate with clues to the best responsevMultiple candidate will answer the easiestAssessment CentresvAn assessment centre is a programme of tests, exercises and
89、interviews designed to measure and assess a wide range of different abilities, skills and behavioural characteristics and potential required for effective performance in the jobBeardwell and Holden, 1994Advantages of Assessment CentresvAllows more time to make an assessmentvInvolves more measures be
90、tter predictive validityvProjects a professional imagevSpin offs e.g.developmental experience for assessorsDisadvantages of Assessment CentresvCostvTimevDifficult to dovStressful for candidatesvNeed to train assessorsDesigning an Assessment CentrevDefine competenciesvChoose tests, exercises and meas
91、ures each competency at least twicevTraining of assessorsvPilot the centrevRun the centrevFeedbackvEvaluationChoosing the Selection Tests and ExercisesvTypes of techniques availablevCovering the competenciesvHow many should there be?vBuy in or devise yourself?vIssues in designEnsuring Competent Asse
92、ssmentvFamiliarisation/ownership of the assessment criteriavAssessment of performance criteria not performance in exercisesvAssessment documentationvIndependent assessmentvTraining and practise for assessors Performance management.The various management processes by which standards of performance ar
93、e addressed at both the individual and organisational level. the use of objective setting and performance reviews via employee appraisal . Taylor (1998)Definitions of performance managementThe essence of performance management is establishing a framework in which performance by individuals can be di
94、rected, monitored, motivated and refined: and whereby the links in the cycle can be audited.(Mabey & Salaman, 1995)Performance managementPerformance Management as an Integrating Force Performance ManagementReward ManagementImproving Individual and Organisational PerformanceImproving Managerial Effec
95、tivenessDeveloping Skills and Competences(Armstrong, 1996)Performance Management CycleOrganisational ObjectivesIndividual ObjectivesPerformance Review Development and RewardMonitor and ReviewElements Of Performance ManagementvOrganisation has a shared vision of its objectives which it communicates t
96、o all employees.vOrganisation sets individual performance targets which are related to both operating unit and wider organisational goals.vOrganisation conducts a formal review of progress towards the targets.vOrganisation uses the review process to identify training, development and reward outcomes
97、.vOrganisation evaluates the effectiveness of the whole process.Common FeaturesvProviding Data on Contribution of Human Resources to Strategic ObjectivesvForming a Framework of Techniques to Secure Maximum Achievement of Objectives for Given InputsvProviding a Means of Checking the Functioning of th
98、e Process Links which Deliver Performance Against Objectives(Mabey & Salaman, 1995)Clarifying Business ObjectivesTraining &DevelopmentPerformance& PotentialCareerManagementReward SystemsCultureChange Individual or Team ?APPRAISAL PRP Bonuses Increments Assessment Succession Self-development Guidance
99、 & CounsellingRole of Performance ManagementCriteria for SuccessvPerformance-oriented culturevTop management support and commitmentvAppropriate training and development of two way responsibility - - line managers- individual employees vUtilise appropriate theories of social psychologyvAdministrative
100、ly simplevRecognise the importance of contextvAcknowledge practical reality of social processes and powervConstant review and evaluationMixture of performance measures: Output focused - quantifiable, systematic - productivity, quality, targets set and met Process focused - less quantifiable, subject
101、ive - rating, critical incidents reactive Performance Measurement Curve - shape - need to shiftObtaining performance dataUnderperformers causes of underperformance ways of improving performance - training - persuasion / coaching / counselling - negotiation - disciplineSuperior Performers reward issu
102、es redesigning rolesAcceptable Performers impact on morale and behaviourManaging PerformanceBasic Expectancy TheoryExpectancyInstrumentalityValenceEffortExternal InfluencesPerformancePersonal CapabilitiesRole of Line ManagerActivitiesvsetting clear, manageable and achievable objectivesvdefining and
103、assessing performance standards and competency requirementsvproviding helpful feedbackvcoaching for improved performancevmanaging expectationsSkillsvgiving feedbackvcoachingvcounsellingActivities scheme introduction with senior management training and communication monitoring and evaluating overall effectivenessSkills persuasion co-ordinationRole of HR Manager Evaluation of Assessment CentresvQualitative:participant and assessor feedbackvQuantitative:- inter-rater consistency- inter-exercise consistency- validity
