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1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerPart Part 1 1 Introduction Introduction ChapterChapter 1 1来自来自中国最大的资料库下载中国最大的资料库下载TheHistoryandRoleofHumanResourceManagement来自来自中国最大的资料库下载中国最大的资料库下载The
2、Managers Human ResourceManagement JobsManagementprocessThe five basic functions of planning, organizing, staffing, leading, and controlling.Humanresourcemanagement(HRM)The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recru
3、iting, screening, training, rewarding, and appraising.2来自来自中国最大的资料库下载中国最大的资料库下载Personnel Aspects Of A Managers JobConductingjobanalyses(determiningthenatureofeachemployeesjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(co
4、mpensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment3来自来自中国最大的资料库下载中国最大的资料库下载Personnel MistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbest
5、WastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanycitedbyOSHAforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartmentseffectivenessCommitanyunfairlaborprac
6、tices4来自来自中国最大的资料库下载中国最大的资料库下载Basic HR ConceptsGettingresultsThe bottom line of managingHRcreatesvaluebyengaginginactivitiesthatproducetheemployeebehaviorsthecompanyneedstoachieveitsstrategicgoals.5来自来自中国最大的资料库下载中国最大的资料库下载Line and Staff Aspects of HRMLinemanagerA manager who is authorized to direct
7、the work of subordinates and is responsible for accomplishing the organizations tasks.StaffmanagerA manager who assists and advises line managers.6来自来自中国最大的资料库下载中国最大的资料库下载Line Managers HRM Responsibilities1.Placingtherightpersonontherightjob2.Startingnewemployeesintheorganization(orientation)3.Train
8、ingemployeesforjobsnewtothem4.Improvingthejobperformanceofeachperson5.Gainingcreativecooperationanddevelopingsmoothworkingrelationships6.Interpretingthefirmspoliciesandprocedures7.Controllinglaborcosts8.Developingtheabilitiesofeachperson9.Creatingandmaintainingdepartmentmorale10.Protectingemployeesh
9、ealthandphysicalcondition7来自来自中国最大的资料库下载中国最大的资料库下载Functions of the HR ManagerAlinefunctionThe HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria).AcoordinativefunctionHR managers also coordinate personnel activities, a
10、duty often referred to as functional control.Staff(assistandadvise)functionsAssisting and advising line managers is the heart of the HR managers job.8来自来自中国最大的资料库下载中国最大的资料库下载Employee AdvocacyHRmusttakeresponsibilityfor:Clearly defining how management should be treating employees.Making sure employee
11、s have the mechanisms required to contest unfair practices.Represent the interests of employees within the framework of its primary obligation to senior management.9来自来自中国最大的资料库下载中国最大的资料库下载Examples of HR Job DutiesRecruitersSearch for qualified job applicants.Equalemploymentopportunity(EEO)coordinat
12、orsInvestigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports.JobanalystsCollect and examine information about jobs to prepare job descriptions.10来自来自中国最大的资料库下载中国最大的资料库下载Examples of HR Job Duties (contd)CompensationmanagersDe
13、velop compensation plans and handle the employee benefits program.TrainingspecialistsPlan, organize, and direct training activities.LaborrelationsspecialistsAdvise management on all aspects of unionmanagement relations.11来自来自中国最大的资料库下载中国最大的资料库下载HR Department Organizational Chart (Large Company)Figur
14、e 11 Source:Adapted from BNABulletintoManagement, June 29, 2000.12来自来自中国最大的资料库下载中国最大的资料库下载Cooperative Line and Staff HR Management1.Thelinemanagersresponsibilityistospecifythequalificationsemployeesneedtofillspecificpositions.2.HRstaffthendevelopssourcesofqualifiedapplicantsandconductinitialscreenin
15、ginterviews3.HRadministerstheappropriatetestsandrefersthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.13来自来自中国最大的资料库下载中国最大的资料库下载Employment and RecruitingWho Handles It? (percentage of all employers)Figure 13 Source:HR Department Benchmarks and Analysis,” BNA/
16、SocietyforHumanResourceManagement, 2002.Note: length of bars represents prevalence of activity among all surveyed employers.14来自来自中国最大的资料库下载中国最大的资料库下载The Changing Environment Of HR ManagementHRschangingrole:“Personneldepartments”Took over hiring and firing from supervisors, payroll, and benefit plan
17、s administration.In the 1930s added “protecting the firm in its interaction with unions” responsibilities (labor relations).Assumed organizational responsibilities for equal employment and affirmative action.15来自来自中国最大的资料库下载中国最大的资料库下载A Changing HR EnvironmentGlobalizationTechnologicalAdvancesExporti
18、ngJobsTheNatureofWorkWorkforceDemographics16来自来自中国最大的资料库下载中国最大的资料库下载Basic trend: Use Modern HRM and Metrics to Support Companys Strategic Goals StrategicHRMMetricsHighperformanceWorkSystemsTechnology17来自来自中国最大的资料库下载中国最大的资料库下载1. Institute Strategic Human Resource Management Formulating and executing
19、HR systemsHR policies and activitiesthat produce the employee competencies and behaviors the company needs to achieve its strategic aims.18来自来自中国最大的资料库下载中国最大的资料库下载How to AlignHR Strategy and Actionswith Business Strategy 19来自来自中国最大的资料库下载中国最大的资料库下载2. HR MetricsAbsenceRate(Number of days absent in mon
20、th) (Average number of employees during mo.) (number of workdays) 100CostperHire(Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) Number of HiresHealthCareCostsperEmployeeTotal cost of health care Total EmployeesHRE
21、xpenseFactorHR expense Total operating expenseFigure 15Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.2935;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.1320;ThomasE.MurphyandSourusheZandvak
22、ili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93105;HRPlanning,CommerceClearingHouseIncorporated,July17,1996;SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;shrm.org.20来自来自中国最大的资料库下载中国最大的资料库下载HR
23、Metrics (contd)HumanCapitalROIRevenue (Operating Expense Compensation cost + Benefit cost) (Compensation cost + Benefit cost)HumanCapitalValueAddedRevenue (Operating Expense (Compensation cost + Benefit Cost) Total Number of FTE RevenueFactorRevenue Total Number of FTETimetofillTotal days elapsed to
24、 fill requisitions Number hiredFigure 15 (contd)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.2935;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.1320;ThomasE.MurphyandSourusheZandvakili,“Da
25、taandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93105;HRPlanning,CommerceClearingHouseIncorporated,July17,1996;SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;shrm.org.21来自来自中国最大的资料库下载中国最大的资料库下载HR Metrics
26、 (contd)TrainingInvestmentFactorTotal training cost HeadcountTurnoverCostsCost to terminate + Cost per hire + Vacancy Cost + Learning curve lossTurnoverRateNumber of separations during month Average number of employees during month 100WorkersCompensationCostperEmployeeTotal WC cost for Year Average
27、number of employeesFigure 15 (contd)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.2935;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.1320;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics
28、-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93105;HRPlanning,CommerceClearingHouseIncorporated,July17,1996;SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;shrm.org.22来自来自中国最大的资料库下载中国最大的资料库下载Measuring HRs Contribu
29、tionTheHRScorecardShows the quantitative standards, or “metrics” the firm uses to measure HR activities.Measures the employee behaviors resulting from these activities.Measures the strategically relevant organizational outcomes of those employee behaviors.23来自来自中国最大的资料库下载中国最大的资料库下载Strategic HR Relat
30、ionshipsFigure 310 HR HR ActivitiesActivitiesEmergent Emergent Employee Employee BehaviorsBehaviorsStrategically Strategically Relevant Relevant Organizational Organizational OutcomesOutcomesOrganizational Organizational PerformancePerformanceAchieve Achieve Strategic Strategic GoalsGoals24来自来自中国最大的
31、资料库下载中国最大的资料库下载Creating The HR Scorecard Must understand the companys strategy, goalsMust understand the causal links between HR activities, employee behaviors, organizational outcomes, and the companys performance.Must have metrics to measure all the activities and results involved.25来自来自中国最大的资料库下载
32、中国最大的资料库下载3. High-Performance Work SystemsHigh-performanceworksystem(HPWS)practices:High-involvement employee practices (such as job enrichment and team-based organizations), High commitment work practices (such as improved employee development, communications, and disciplinary practices)Flexible wo
33、rk assignments. Practices that foster skilled workforces and expanded opportunities to use those skillsExpand employee fairness systems26来自来自中国最大的资料库下载中国最大的资料库下载Benefits of a High Performance Work System (HPWS)GeneratemorejobapplicantsScreencandidatesmoreeffectivelyProvidemoreandbettertrainingLinkpa
34、ymoreexplicitlytoperformanceProvideasaferworkenvironmentProducemorequalifiedapplicantsperpositionMoreemployeesarehiredbasedonvalidatedselectiontestsProvidemorehoursoftrainingfornewemployeesHigherpercentagesofemployeesreceivingregularperformanceappraisals.27来自来自中国最大的资料库下载中国最大的资料库下载4. HR and Technolog
35、yBenefitsoftechnologicalapplicationsforHRIntranet-based employee portals through which employees can self-service HR transactions.The availability of centralized call centers staffed with HR specialists.Increased efficiency of HR operations.The development of data warehouses of HR-related informatio
36、n.The ability to outsource HR activities to specialist service providers. 28来自来自中国最大的资料库下载中国最大的资料库下载The Bottom Line29来自来自中国最大的资料库下载中国最大的资料库下载Effects CFOs Believe Human Capital Has on Business OutcomesFigure 16 Source:Steven H. Bates, “Business Partners,” HRMagazine, September 2003, p. 4930来自来自中国最大的资
37、料库下载中国最大的资料库下载The New HR ManagerNewProficienciesHR proficienciesBusiness proficienciesLeadership proficienciesLearning proficiencies31来自来自中国最大的资料库下载中国最大的资料库下载HR Professional CertificationHRisbecomingmoreprofessionalized.SocietyforHumanResourceManagement(SHRM)SHRMs Human Resource Certification Instit
38、ute (HRCI)SPHR (senior professional in HR)PHR (professional in HR) certificate32来自来自中国最大的资料库下载中国最大的资料库下载33 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerPart Part 1 1 Introduction Introduction Chapte
39、rChapter 1 1来自来自中国最大的资料库下载中国最大的资料库下载Human Resource Management in China:Challenges and Strategic Trends来自来自中国最大的资料库下载中国最大的资料库下载Overview: Past, Present, Future1949-1994:GovernmentpoliciesmademostHR-typedecisionsunnecessary1994-2005:NewpoliciesmeantrapidadvanceinHRMpracticesFuture:WhatHRMpracticeswillp
40、owerChinascompaniestowardfurtherworld-classcompetitiveness?4points:StrategicHR;HPWS;Metrics;andHRTechnology35来自来自中国最大的资料库下载中国最大的资料库下载The Past: 1949-1994 Centralplanningsystem:UnifiedlaborallocationsystemdetermineswhoworkswhereandnumberandnatureofemployeesfirmshireFixednationalwagescalesdecidepay“Iro
41、n”ricebowl(lifetimeemployment)“Iron”positionsystem(managertenure)“Iron”wagesystem(managersexercisedlittleornocontroloverpay)Periodofextraordinaryemploymentgrowth36来自来自中国最大的资料库下载中国最大的资料库下载A Transition Period1978somegovernmentencouragementforfirmstohire,fire,institutebonusplans1984stepstolinkperforman
42、ce,wages1985someworkerseligibleforincentivepay1992Regulationsemphasizingthatnewmarketeconomyrequiredenterprisestomakeownbusinessdecisions37来自来自中国最大的资料库下载中国最大的资料库下载The Present: 1994-2005 1994-2005GreatprogressadaptingHRpracticestothenewglobalmarketsandcompetition,asinWatson-Wyatt2003survey:linkingpay
43、toperformance&strategy,recruitmentpractices,etc.Asfirmsfacedchallengesofincreasedinter-enterpriseemployeemobility,andofattractingandkeepingemployees38来自来自中国最大的资料库下载中国最大的资料库下载Still Work to Do: for Example,31%ofsmallfirmsmakenouseofHRITRelativelylittleoutsourcingofHRactivities39%offirmscouldnotmeasure
44、HRresultsProfessorXiao:Chinamustformulatepoliciesrecognizingvalueofhumanresources,andupgradeprofessionaltrainingStateCouncilsDevelopmentCenter:Enterpriseslagindevelopingleaders39来自来自中国最大的资料库下载中国最大的资料库下载The Future: Some Assumptions1.Continuedmovetomarketeconomy,quality,efficiency,productivity2.“Colli
45、sioneffect”causedbylabormovingtocities3.Risinglaborshortages,asinGuangdongandFujiannow4.Willleadtomoredemandingworkers,moreemphasisonproductivitythroughpeople,andsotoStrategicHR,HPWS,Metrics,HRTechnology40来自来自中国最大的资料库下载中国最大的资料库下载China HRM SurveysLiteraturereviewofarticlespublishedsince2000pertaining
46、toHRMactivitiesinChinaPrimarilyrefereedresearchstudies,andempiricalreports41来自来自中国最大的资料库下载中国最大的资料库下载HRM Environment in China TodayStrainingtoproducerequiredmanagementtalent(MinistryofPersonnel)LaborshortagesMigration(2003-2010106mpeopletocities;17%1976,49%2010)Risingturnover(8%2001,14%2005)42来自来自中国最
47、大的资料库下载中国最大的资料库下载Summary Chinas employment systemis straining toproducethemanagementtalentemployersrequire.Becauseofgovernmentalandotherconstraints,laborshortages are not confined to professional andmanagerial personnel. Rising turnover rates areexacerbating the labor shortages. It is thereforesurpr
48、isingly difficult to recruit, hire, and retainemployees.43来自来自中国最大的资料库下载中国最大的资料库下载ContinuedRecruitment sources in China are similar in somerespectstothoseintheWest.HoweverthereisasizeabledisparitybetweenChinasneedforemployee recruitment and related services and theavailabilityofthoseservices.Poachin
49、g employees is a serious matter. Theemployer should verify that the applicant is free tosignanewemploymentagreement.44来自来自中国最大的资料库下载中国最大的资料库下载ContinuedThe dominant employee selection method involvesanalyzingtheapplicantsrsumandtheninterviewingtheperson.Employersusepsychometrictestssparingly.Workers
50、are highly career oriented, and gravitatetowardsemployersthatcanprovidethebestcareeradvancementtrainingandopportunities.45来自来自中国最大的资料库下载中国最大的资料库下载continuedTraininganddevelopmentisofhugeimportancetobothemployeesandemployersinChina,bothforskillbuildingandsocialization,andasasignofthefirmscommitmenttoe
51、mployeescareers.Mostemployersappraiseemployeeperformance.Manyusemoderngoal-orientedperformancemanagementsystems.46来自来自中国最大的资料库下载中国最大的资料库下载ContinuedPayforperformanceisverypopularinChina.Mostinternational firms and, increasingly, even stateowned enterprises, use performance-based payplans.Employersput
52、relativelyhighpercentagesofwagesinto Chinas version of Social Security, and intopension and housing funds and medical andunemploymentinsurancepayments.47来自来自中国最大的资料库下载中国最大的资料库下载ContinuedEmployees in China tend to express low levels ofsatisfaction with their compensation and benefits.Hewitt found tha
53、t only 25% of employees weresatisfiedwiththeirbenefits.ChinasLaborLawrequiresemployerstoprovideacomprehensive safety and hygiene system foremployees. Employers are improving safety andhygieneconditions.48来自来自中国最大的资料库下载中国最大的资料库下载ContinuedAfter years of non-adversarial union-managementrelations,unions
54、inChina,whilestillcooperative,arebecomingmoreaggressive.Instituting employees relations-type philosophies,leader training, and communications and moraleprograms will mean changing the culture andpracticesatmanyfirms.49来自来自中国最大的资料库下载中国最大的资料库下载The New HR ManagerNewProficienciesHR proficienciesBusiness
55、 proficienciesLeadership proficienciesLearning proficiencies50来自来自中国最大的资料库下载中国最大的资料库下载The New HR Manager (contd)TheNeedto“KnowYourEmploymentLaw”Equal employment lawsOccupational safety and health lawsLabor laws51来自来自中国最大的资料库下载中国最大的资料库下载Effects CFOs Believe Human Capital Has on Business OutcomesFigur
56、e 16 Source:Steven H. Bates, “Business Partners,” HRMagazine, September 2003, p. 4952来自来自中国最大的资料库下载中国最大的资料库下载HR Professional CertificationHRisbecomingmoreprofessionalized.SocietyforHumanResourceManagement(SHRM)SHRMs Human Resource Certification Institute (HRCI)SPHR (senior professional in HR)PHR (pr
57、ofessional in HR) certificate53来自来自中国最大的资料库下载中国最大的资料库下载HR and TechnologyBenefitsoftechnologicalapplicationsforHRIntranet-based employee portals through which employees can self-service HR transactions.The availability of centralized call centers staffed with HR specialists.Increased efficiency of HR operations.The development of data warehouses of HR-related information.The ability to outsource HR activities to specialist service providers. 54来自来自中国最大的资料库下载中国最大的资料库下载Strategy and the Basic HR ProcessFigure 18 55
