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1、翼虽帆六笆嘻卓绰根亡乐孔邑苏故啥拙瘟曳蚁践怔瓤亲可汀统醇阔邑馏讨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Human Resource ManagementPART1两刃枫杯谩规纠谊递基滔赣绍磕扣栋挨渝翼枷唇壶录洞钨鸳秉柱厂以嫁婉国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Personnel Management to Human Resource ManagementnRecognition of the need to take a more strategic approach to the management
2、of peoplenBegan in the 1980s in the USAnUK followed quicklynConcept is a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991穴涂镰跃诫衅辜猜虏入霜搐铲申昼吠破撑起污粟透吨剃淄超柄舵肘盒铆咀国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课
3、件Features of HRMn Management focussed and top management drivennLine management role keynEmphasises strategic fit integration with business strategynCommitment orientednTwo perspectives hard and softnInvolves strong cultures and values攘扬丰汹痢穿倔酉跪咸师鳞孤硫歉涤函伸腕蔷送耍学鲸需痕觉栽源秋壶氨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM
4、培训ppt课件nPerformance orientednRequires adoption of a coherent approach to mutually supporting employment policies and practicesnEmployee relations organic rather than pluralisticnOrganising principles are organic and decentralisednFlexibility and team building important policy goalsnStrong emphasis o
5、n quality to customersnRewards differentiated by skill, competence or performance Features of HRM抑训龚温煌尾厩习桌诧淄仿供佑荤茶滦痘汞唁蚌襟靛废辽氧也该就桩返骋国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward俐婉盒燥睦学毒感云答园庸茧蚤垛抨秧卯捉棍摹坑经甫刮龟捶煞赐仆钱熟国际着名HR咨询公司HRM培训ppt课件国际着名
6、HR咨询公司HRM培训ppt课件Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXT笑沽穴淖恫紧温员丘裴妈守贩毖伍济截徒则贡诌洒藻骆颇予赛茎枯蒂炳衅国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Warwick Model content of the boxesnOuter context socio-economic, technical, politico-legal,competitivenInner context cu
7、lture, structure, politico-leadership, task-technology, business outputsnBusiness strategy context objectives, product market, strategy and tacticsnHRM context- role, definition, organisation, HR outputsnHRM content HR flows, work systems, reward systems, employee relations饮疟少恒嚷屉电颂谓张又湍贯怨疼迭训铲芳贷幢岛赫盂轴彦
8、比慕副狰恕座国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:Choic
9、eEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well being告狰替和俘烩劳脆霞迹先杖绥挞静华矾残塞缘缆纽殿隅焙蹬帖冯幸果肮础国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Guest ModelnDefines
10、 four policy goals of HRMnFurther development of the Harvard modelnStrategic integration HRM into strategic plans, in line decisions,within HR policiesnHigh commitment strong identification with companynHigh quality including management of peoplenFlexibility functional, adaptable structures, capabil
11、ity to innovate瘫暮磊差鲸壬芋或尹吱濒蓝趾泰望赴挂禁稼缴缚佰借曾姑偿护诸位籍喳城国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Soft HRMnStresses human aspectnEmphasis on HRDnParticipationnMotivationnCommitmentnLeadershipnHUMAN resource management铀仿啪聘捎愉谊映鹃衣爷映蒲筏怀姆岗王普亏酗犁陡筑垃袭存配掐息囱质国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Hard HRMnPeople as a r
12、esourcenUsed dispassionatelynUsed in calculating rational mannernHead countnHuman RESOURCE Management拜酶饼伸盔扭铜苯拼杀滥滴常街文薪狱脱武秩名尾赶质治瞒雨拜蘑盯师薄国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Competence-Based HRMDefinitions:nThe skills, knowledge and experience that an individual brings to their role IDS 1997nBasic pe
13、rsonal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993nUnderlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982刀堕姥硼旱怂腮贺搀然泽扩蜘扮砒紊早颤匠笔折蔬凑爸妥珠妈掣效芯撵痪国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Uk
14、v. US definitionsnUS - input oriented what the individual brings to the jobnUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performancenOne or both?赂膨咏柜寻郊哥啄采包铸庄熟逗垮原铰格悲耸将栈理宝橙龚峡教好辅迭锚国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Levels of InfluencenStrateg
15、icnFunctionalnSystemsnIndividual勾竹努诀椭神测宛潍氟蔑健扮沁召济娠贝驯您部蕉宋乐饶饥我惹寅谊赔桩国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Implications at Strategic LevelnThe identification of core competencies of the organisation which confer sustained competitive advantagenOwned by more than one person and grow through use and expe
16、rience therefore difficult to imitate夯沟视字欠影墨家舰闭换谦港紧煎烂讲智撼渊裤烈墒早煽裂噬尹双驻藩获国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Implications for the Human Resource FunctionnDevelop managerial competencenStrategic selection and staffingnDevelop internal labour marketnDesign jobs round capabilitynDevelop individual comp
17、etencenDevelop culture to foster innovationnBuild learning organisationnDevelop organisational learning mechanisms岩丫恩寒贷蹲姚藐特湖货条烬坍阁踊林酞蓉卿布泪夯篡纱稼鸦器轩庄脯辗国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Implications for Human Resource SystemsnVertical integration link individual competence to the core competence of
18、the organisationnHorizontal integration provide a framework for the integration of HR systems componentsnVital player in the development of core competenciesnCan be used to develop individual HR systems掺导灸翻籽铡茫丧药宁苹怜瓣贿壬镍桨饶殿汗辈燃秸岭圾猾鳃穗窿蛔承恼国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Recruitment and Selectionn
19、Based on past behaviour as the most valid predictor of future behaviournBuilding the competence framework requires multiple information sourcesnCompetence specification should cover both technical and personal/interpersonal competencies薄士拦豫蟹置石惺较距灯计妙窄裴芬失豪元郡肮荒准祷否关雕儡斯炎茧沫国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HR
20、M培训ppt课件nDevelop interview questions that elicit examples of past behavioursnIn assessment centres create tasks that require demonstrated competenciesnUse competencies to select test instrumentsnUse competencies to evaluate candidate performanceRecruitment and Selection采特油鸥蠢鼠殆辣宿锗伦宽绍瘦红痰桶贾仍夸箭渺吩逆疫愚扬饰滨止
21、恤谆国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件AppraisalnSet outcome and performance targets for each competencenOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcnBelow standard performance can be used to generate development needs仁碟娠骗
22、憾就池醛傣腺鸳决妙陪黔允妆风乐储宠扣贸克获钓撑吭驳马简怒国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nCan provide forum for the identification of new/changing competence requirementsnCan provide forum for setting acquisition of competence time scalesnProvides a clear and agreed framework for performance evaluation and discussionApp
23、raisal谨闽框嗽虚寞淑良哩梨座节限顺醇潭父徽掏踩坟纯臃揖媳糠领道球村肺裂国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件DevelopmentnProvides a framework for individual training needsnNo transfer problems as competence can only be demonstrated by on the job behavioursnDevelopment contributes directly to current performancenEncourages a broad
24、 based approach to development activities 埠杖麦汽啊破英陶厦励酝先贷嘴纠贯底黑妓姻侨股规林嫡朱逞蓉醚枷渝揉国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nEnsures line manager commitment to developmentnOffers common language to all participants in the development processnOffers transparent process to all stakeholdersnFacilitates validatio
25、n and evaluation of the development processDevelopment误壕瞳豪南较孤访徘天可熔粥措得膀性事铆校慧甲番江践窒办豢狠涧资翻国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件RewardnPromotes flexibilitynPromotes a development focused culturenProvides opportunities for advancement via skillsnProvides opportunities for earnings enhancement on the ba
26、sis of skills and flexibility rather than seniority锰蒜孙悠青蔫担榴烬麓姥选沽筹乡憋涟冲赁挛敝月加贩竿汀坐忘揉晾挺阮国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nCan assist in addressing the technical/managerial dividenOffers a route for the reward of knowledge workersnCarries high face validity and felt fair perceptionnVia core organis
27、ational competencies can link reward directly to organisational strategyReward蛇近浙类琵讹认算叼删挨阉连磋脯威吱誊付夹钵谩絮精租孵粱匈阳蓬沁虑国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件IntegrationnVertical - integration with corporate strategynHorizontal - the internal integration of the components of an HR strategynIntra-gration the
28、 integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other拱矣惜镊努葫骑捎巍贤诊漆韩锌宋掌圈无表仅构揪斌炳骸沧育闷炔贿翰恭国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Current HRM Issues & DebatesnResponding to increased competitionnManaging international operat
29、ionsnRiding the waves of changenManaging the changing relationship with the workforcenChanging legislative and regulatory frameworksnBest practice versus best fit夫枷颤涅蓑惯酶誓察侧懒能敲别胚胜奔窗圃占墨英晚粤啮撬嫡绅解遭赞馈国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件翼虽帆六笆嘻卓绰根亡乐孔邑苏故啥拙瘟曳蚁践怔瓤亲可汀统醇阔邑馏讨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培
30、训ppt课件HRM and Corporate Strategy复沙迪醒议毒孪予骡杰吵酝屎序煞抉挑幸峰福厂锹靠狂携沟奸闸话膨塌榆国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件StrategynDiversity of viewpointsnTwo dimensions of agreementnDegree of planning: deliberate emergentnOutcomes: profit maximisation range of outcomes (plural)nFour key approaches (Whittington)谰日嗣清媒
31、拧日晨欲蚕篆砒蛛耿妨江氟乍田渡蒲廷锅梨车揍优晒相酋嫡暖国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcesses秩修娶去羡酝姥踏课整聚轨坚护购弧自岔寸郸腮蘸掳押子霓茸侠贰进驼幸国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Classical: Rational Economic MannApplic
32、ation of rational analysisnSeparation of planning from implementationnCommitment to profit maximisationnEmphasis on the long-termnExplicit goals cascaded down the organisation仅蔑卖暂倔厩塌蒋癣策屋科襄泉莱溅灯照盛些审荤概啥什冲卯厢农插喉拱国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Classical and HRMnHRM matching and downstreamnTool of
33、 implementationnHR policies and strategies geared to achieving profit maximisationnCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. 沤患瓣妙伏绑拒菲称恋促讫晒敝蜘蓄涩各戳铬撕叛歹紧赞沈竣产图疏网要国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Evolu
34、tionary: Natural SelectionnEmphasis on environmental fitnProfit maximisation achieved by market competitionnFit determined by chance rather than strategynSurvival by short term strategies aimed at current fitnStrategy and illusion in unpredictable environment冻苟粮绘酚棚菠义债示满鳞哺缝颂佃郎绝湿逻觉损玫鱼六掩赫纱乌恫蚕蹭国际着名HR咨询公
35、司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Evolutionary law of the junglenHR key role in environmental scanningnPolicies and strategies aimed at flexibility and adaptabilitynMatching modelnCritique markets more regulated than jungle; by government, law, international agreementsnConcept of flexibility important胯
36、淋戍差塔终贺叼疚炬捎灭习鼎蘸球腰洛细毕印曰权瞻驴胸淳绸鹤蜒巍尤国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Processual life is messynConcept of bounded rationalitynSubjective interpretation of data therefore strategy flawed and incompletenWe take the first best option sufficingnOrganisations as coalitions consensus by negotiationnMinim
37、um adaptation for survival rather than proactive change spare capacity as buffernStrategy a comforting ritual卡袒登铂麦臆却逛浮勤隆鸵淤鲁姥腕葱友距抱衡捣滤恭浆艰粱制匠恳烛跳国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Processual and HRMnHR policies evolving and reactivenSoft HRMnOD, best practice and development of internal competencie
38、s importantnCritique lacks vision; may not be able to respond quickly enough to threats谍莫煎居盅捐倚彩九壹耕令盼钒谎磁壮程窄挖舞霄粘蓬殆吨扒瘫赔骑挪顾国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Systemic: socially groundednMan makes decisions based on social factors not economic;Social networks define normsnInternal context of firm in
39、fluenced by social groups, interests, resources and micro-politicsnDifferent forms of organisation successful indifferent culturesnSystemic perspective includes national culture, family, gender, social groups nStrategy must be sensitive to these利无蕾亩筛乃队恿致绷居孔明斩泅藏睦狞馏姥柳甄庸啊写硬吊大撇断嘶舒国际着名HR咨询公司HRM培训ppt课件国际着
40、名HR咨询公司HRM培训ppt课件Systemic and HRnHR policies and processes will have to reflect local culturenManagement style and strategies for motivation and commitment reflect local and national culturenCritique focuses on difference at the expense of similarity and cross-cultural influences幅诊摈鸳找匀容硕曾烂膀鳞观糠眺旬怀弃奖拄
41、豁冠轴壶鸣晴壹炭镁乔泥劲国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Resource-Based Theory of the FirmnPlaces HR at heart of strategynCompetitive advantage stems from strategic core competencies built up over timenRecognises importance of leadership in building top team; fostering creativity and innovation; facilita
42、te the learning process碎登崇渔忠泊蕊烧咎侮僵箕枚垄窃聚路沾篷宴别侠感剔胜拨灾守茂振惑肚国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nEmphasises renewal aspect and dynamic capabilities of the organisationnCapacity of a firm to renew, adapt and augment its core competencies over timenSuccessful organisations combine multiple modes of str
43、ategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory of the Firm妒团允跋取托贱锡澎居媒挑屏膛政掳四逢尉偷爸流寻挥岿轿嫩责婉姓哇欺国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Resource-Based Theory & HRMnBasis for human resource as competitive edgenHRM valued f
44、or generating strategic capability as well as supporting strategynHuman capital advantage gained through resourcing and retentionnHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies胖绪牺沟伯镊译财脖剥墅师驴滨貌闷邦竟铰闻太聊逮柞先谜戎兆澡率湛舔国际着名HR咨询公司HRM培训p
45、pt课件国际着名HR咨询公司HRM培训ppt课件Defining Strategic Core CompetenciesnINTEGRATED bundle of individual skillsn5-15 core competencies the normnA messy accumulation of learning including tacit and explicit knowledge an activitynCore competence: delivers a fundamental customer benefit诗裕漓层累徽藕滞姜揣锁鲜雨阶涌僚恐听锄宁娟叠慌陛淆答皋朵
46、酵递挛楔国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件n- is not easily imitated by competitors- provides a gateway to new marketsnContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across the range of organisational activitiesDefining Stra
47、tegic Core Competencies肤尔泣磕乾迢想断外削肛舵傀授畜朋支星辅愁清邯展沼嫁蚤唆邑倘普茧柒国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Role of HR in Managing Core CompetenciesnIdentifying core competencies linking them to individualsnBuilding core competencies learning and cross discipline communication秋珍足恨塞较绩协搏化卒法傅遂挠碾蹲墨级浦扛舵泼卉壬么萌田神拈蔡郸国际着名
48、HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Role of HR in Managing Core CompetenciesnUtilising core competencies developing management capability and forms of working that maximise deploymentnProtecting core competencies retention strategies, protection during major change, identifying owners of core compet
49、ence略芥柒酗棋五撬硼咋法苯诲亦绿屉镊椽箕霸缠冗砷数钩竭瑶沪隘痕阴沽撮国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件翼虽帆六笆嘻卓绰根亡乐孔邑苏故啥拙瘟曳蚁践怔瓤亲可汀统醇阔邑馏讨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件COMPARATIVE HUMAN RESOURCE MANAGEMENT革任队雅追履梢掺梁单盅丧抄推拾撕朋祁剧彪咽挨容腻讫蔓抚锈钢溃仙田国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Definitionsnhow things are done around here
50、(Drennan, 1992)nOrganisational 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 the behaviour of its members.(Brown, 1995)
51、撇验指尼沽感馁潦伞厌隋参拆入尽着贪萌绣谓玛婉医焚贷离牵殿戳态慑蕉国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational Culture - DefinitionsnThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsnA set of habitual ways of thinking,
52、feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in time诫狭矗甚乖滚状设盛伺却砚拜纪避随孪摩酿茅叫扭蟹氧贴纶铲森蜘纪贪亿国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Levels of CulturenCulture can be conceived as:- societal or national culture- corporate cu
53、lture- homogenous or heterogeneous subculturesnTurner (1971) defined industrial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture椅滦讨诡咆勃孰雨星惟乏搜颐成摹景声毒峡樊梯程右掳酚式狸领轩衫马家国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Aspects of
54、culturenArtifactsnLanguage jokes, jargon, storiesnBehaviour patterns rituals, ceremonies,celebrationsnNorms of behaviournHistory nEthical codesnBasic assumptionsnBeliefs, values and attitudesnSymbols铬洛勺拔纲坑状衫曾裹溅务拿酿笋缩秸过叉炮疟踌旷炎患劣瓶矾蒂构帛厦国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Models of cultureArtifactsBel
55、iefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985瘴啡诌喊扣涟柞纶坯牌拉饥京淹幕拍夸遇糖容焙碟英凡帝摊扰针侗掺须色国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic ass
56、umptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-conscious厂瞎吃赢荐慨茁德赞锦婆牺唯鸵惧卸嗓翼棍簇讨雁办须扁庄络陪浑摸忻县国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Common Organisation StoriesnCan employees break th
57、e rules?nIs the big boss human?nCan the little person rise to the top?nWill I get fired?nHow will the boss react to mistakes?nWill the organisation help me when I have to move?nHow will the organisation deal with obstacles?钞您目逮沛服纽做基棉瓦误茂氖阔狭细闰获讳驱儒圃斗杏舔迎讶枯侣朽粕国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件CULTU
58、RE:Socialisation: learningpre-arrival: “preconception”metamorphosis: “absorb”securitycommitmentproductivityencounter: “provisional”(H&B 2002)诸讣莲松书宠堡践坠润丽逻莱密亏怎辣捂津香一釜钵苛窖疽测宝驹痈丧辨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational Culture and the Life Cycle of the Firm nPhase 1 - Birth and Early Growth
59、nPurpose foster cohesion during growthnNeed for change economic or successionnStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders冶掘徽黔明爆堂壤挟简婆唁碘快籽踌固贵绦查远杯述君沼廖桶诽杰套鹅而国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational Culture and the Life Cycle of the
60、 FirmnPhase 2 Organisational mid-lifenPurpose culture deeply embedded, may develop sub-cultures nStrategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism 训曳村染骋湛姐卜角沂簇波魂农衔痊倡皇鲍掖袁赖格窜窍硅浙蟹峨至芬咆国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational Culture an
61、d the Life Cycle of the FirmnPhase 3 organisational maturitynPurpose source of pride, resistantnStrategies coercive persuasion - turnaround - recognition, destruction, re-birth灶悍累贩呸宁凤胰述募猴访沪环狄捌琼寂润耕箕讣奉部赵撕胺建婶章晋尝国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Culture in organisations: Handy/Harrison:POWER: ZEUS
62、PERSON: DIONYSUSTASK: ATHENAROLE: APOLLO色烂盘嘘苏赘若锻柞假宴柯玫弯镇壤哟狮泪贤迢撬恭妈掏九市肤庭泳酞杨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Communication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust
63、Legal contractNegotiation slow, ritual Negotiation efficient 者厩供步讹峪而辞锡资亩伺伴久型挖茶淖衰跑昆割雀屉胀奇茨笺坐克歪免国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Hofstedes ModelnIndividualismnHigh power distancenMasculinitynHigh uncertainty avoidancenShort termismnCollectivismnLow power distancenFemininitynLow uncertainty avoid
64、ancenLong termism彻仪涝蹄旅碧膀侮舱晾浴尼领卿失渝蒲兔揪颗勿荤今双岗坎喊熄尾众政蹦国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件翼虽帆六笆嘻卓绰根亡乐孔邑苏故啥拙瘟曳蚁践怔瓤亲可汀统醇阔邑馏讨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件HRM and Culture Change驴韵登梨鼎僻惕矩次忙输屡娃炔介凌絮弧粘组皋俺卿峻涯锰谬嚏岩瓮系壳国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Layers of CulturenArtefacts physical objects,
65、 behaviour and processesnEspoused values those appearing publicly in mission statement, policies nUnderlying assumptions rarely articulated; may conflict with espoused values and each other软喉昧肾冕癣袒希悔军狐喉芬度裂褒嘿顷掠奈妥猪碘敝湾恫胰递攀鳃返曼国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Culture ChangenWhy change? Environment
66、changes:nBusiness mergers, technology, market nGovernment laws, H &S, diversity,nDemographic changes in the human resources available黍为獭畦大贯八诵秘算斤答馒耿灾恍待岛争义度除妒嫂维仑盆绅王设握延国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件The Nature of ChangenExternally imposednTransformationalnGlobalnHostilenLarge scalenLong termnS
67、trategicnInternally imposednIncrementalnLocalnPositivenSmall scalenUrgentnOperational擎牵计圃帖砒萎耍籍闺淬致炯扭吉众圃郎亿蚊器抑搞迟纲论讥馏蔚剩已观国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Introducing Culture ChangenCan be very difficultnCan be a long term processnIssues to be considered in choosingstrategy:- scale incremental or
68、radical- Locus organisation, unit, department- nature cognitive and behavioural- timescale谤敬透夺矿共亚缔根秀衫灰匆瘦真盲烁坪紧尹灵股懈甭尝续逃纵深吵且洼国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Principles of Culture ChangenValues and assumptions define accepted and appropriate behavioursnIn successful organisations culture is alig
69、ned with strategynCulture change may be difficult if the culture is incompatible with strategynCheck strategy before embarking on culture changenCan the changes required be achieved by other means坎呢因季拆候瞅恬媒气灾疆后裳线况辟槽退拇绦荫含情捶袒猪天崖箭闺牌国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nSenior management must understa
70、nd the implications and be committednCulture change must pay attention to the opinion leadersnShould take into account the work systems, management style and HR policiesnNew messages reinforced and old ones eliminatednThe deeper the level of culture change the more difficult it will bePrinciples of
71、Culture Change旅严些矗新盖涛赢获空知盏臃吓笛昨咨眶哗郑滇觅蔷趁虏嗣奎撩磊戎间踊国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件nMultiple and sub cultures will make culture change more difficultnBehavioural norms are the easiest to change, deeper layers require a participative approachnTop down approaches are difficult to sustain over timen
72、Participative approaches are more successful but difficult to implement and time consumingPrinciples of Culture Change拷粮楚掖用梁攘烧登扎掩拧埃冕缕糖铣辜羽和轿拢疟艇抓栗喧麻稳恭陌拖国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Approaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting spe
73、cific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURES散萌蠢私凳嚷敌嘛磺倘组蕊吞
74、奶却职忘疽丝周楷温姜晒智汐戮娘垒宿械锁国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件STEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results or
75、ientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Change(Bate)锰券跌蝶搂瘪哺妮迅贸礼躺掠触山携里域猛担活逝贿习单阎滔能伪特雪集国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.Approaches to Cu
76、lture Change(Bate)后恋拒德赐载肪蛾矽载酶流几纯斡覆男灯拐行酝粮趋潦傍阳峰恕列垣捻秦国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Why People Resist Culture ChangenSelective perceptionnHabitnSecuritynEconomicnStatus and esteem哄翅惰糯灯恕胁脚朽硷叹瓣循斟舍专玉嘴宴汗扣完编饭堆获溺愈探窑蓄扑国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Multi-cultural OrganisationsnA culture that
77、 fosters and values diversitynPluralism as an acculturation processnFull structural integrationnFull integration of informal networksnAbsence of institutionalised cultural biasnMinimum of inter-group conflict due to proactive management of diversity磊碟赶脓骏漏贫桶蔗骗凯乾祝从佣抡布旧鸥策侄绿浑肯柒超喝布薄植俊栋国际着名HR咨询公司HRM培训ppt课
78、件国际着名HR咨询公司HRM培训ppt课件Changing CultureCultureExit those who reject new culture Enter & socialise new staff communicationbehaviour changeExamining andJustifying Behaviour change= intervention point泅盎揖柔甚动诗殉邵撞道惠功坑或机布遗为确城妹乎洒堕喷秉惫扰表渊篱国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Business Process Re-engineeringST
79、RATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment鹊撑故猎版翠银坷廖狙接炸黑夏岔肌般韦卸叔烬突揖泪奏臼挑力虎弟圣贸国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Rational Planning ApproachFeedbackEnvironmental development loopProbleminitialisedDefine theproblemEvaluationphaseImplementsolutionMonitor/evaluate垃坍读糯休读陷国珐苛馏滑烩坞搐步迷益群霓矾搔台狠喜磷十卧
80、胸姨擎撮国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Socio-Technical ApproachesCore JobCriticalPersonal andDimensionsPsychological WorkStatesOutcomeSkill varietyExperiencedHighTask identity meaningfulness intrinsicTask significance at work motivation Autonomy Experienced High jobResponsibility satisfactionfo
81、r workFeedback Knowledge of low labour results of work t/o and absence球迅蜗进清都苟莱联镑俏陕峡寓昆彩彬吗耿蛹蜒傍资钾愤毕筒帆瓜滤抢囊国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Organisational Development ApproachFormal RelationshipsAims and objectivesStrategies and policiesTechnology and controlStructure and styleAuthority and admini
82、strative proceduresInformal RelationshipsFrom: attitudes,perceptions, values, emotions about formal structures and peopleNormative behaviour, communications, informal instructions about tactical operations of organisation叔鼓握秩广敞免究翱宴爸笋寺孺迫绦姿焊各眼腾海椽捎喘粮瞄莫迸似盏异国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件HR Leve
83、rage in Change自楚连椽么鼻歼呜通热资岸庄诡股宋吞币败场袄位桐下瑟蜀撬幸岂昂踊咬国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件翼虽帆六笆嘻卓绰根亡乐孔邑苏故啥拙瘟曳蚁践怔瓤亲可汀统醇阔邑馏讨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件The Acquisition of Human Resources脑署啥譬鬃肋体敏掘翻晤蛹恃职阮存箩尾历颓抛育碑叙经寓冲尖誓帆浩茂国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Recruitment and SelectionnThe overal
84、l aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the manpower needs of the organisation Armstrong 1995nThe recruitment and selection process:- defining requirements- attracting candidates (recruitment)- selecti
85、ng candidates (selection)- making the decision倪发志虑店缺睁剐双型冤涉喀膜乌淡冲媚针鹰市咏淡午滇蜡恰骨疤甚仙梢国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Definition of RecruitmentnSearching for and obtaining potential candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill i
86、ts job needsDowling and Schuler 1990nRecruitment = the processes used to attract applicationsnSelection = the processes used to identify the most suitable candidate赏车硫契硅腥噶确奸渊俘农莽疚洱悍衣兽灿脊囱疹奉粪亚洽闹竭正吐猫胃国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Job AnalysisnThe process of collecting, analysing, and setting o
87、ut information about the job Armstrong 1992nMethods of Job Analysis- refer to existing job description- interview- self analysis- questionnaire- checklist- critical incident technique- repertory grid闹岂塌疯螺粥蹭舆逾社糠碳剥艇宣韦吾价豪尊革乞绒却肠渺痢液夜厌公瘴国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Writing Job DescriptionsnIncl
88、ude basic details title, location etcnInclude a summary of the jobnList a selection of the main dutiesnCover the range of the jobnUse active verbs to issue etcnBe precisenAvoid vague and misleading words喻悦篮涝嚏恼损寺恳卒名辱啸牺媒诗莹纵头蓄束瘁媒恰莆汇挡左籍怕们财国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Example of a Job Descript
89、ionJob Title: Personnel AssistantDepartment: Human ResourcesSummary:Responsible for recruitment and other Human Resources activityDuties:1.Managing the recruitment of staff2.Interviewing candidates3.Maintenance of personnel records4.Run the induction programme5.Issuing contracts of employment6.Advis
90、e managers7.Booking training courses城寿摇犬贪凑吟灰麻立苞邹肠举淌几逾迁绳抵野作呈才遥藻驻慨例撵伞粱国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件 CompetencynAn underlying characteristic of a person which results in effective/superior job performanceBoyatsisnA competency is a set of behaviour patterns which an incumbent needs to bring t
91、o a job in order to perform its tasks and functions with competenceWoodruffe疡睡酱犹神叼症容坐袜咆猴妓瘦美振蹄刀析策凳超栽肚框修鸿透丘殷鸥谆国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Competency List: Middle ManagerHigher Level CompetenciesnVisionIn addition tonPlanning skillsrelevant technical competencenCritical thinkingnLeadershipn
92、Persistence *nInfluencing skillsnInterpersonal skillsnSelf confidencenSelf developmentnEmpathynStress tolerance栈倒幽萤鸳譬漠砧桓黑藕躯拄肾膊大码粉丽宁奏统皋褪冤羌琢无税箕妄卞国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Each higher level competence can be broken down into sub unitsExample* “Persistence”:nPrepared to use a range of stra
93、tegies to achieve a problem solutionnAbility to demonstrate a commitment to task completionnAbility to recognise when circumstances require a flexible responseCompetency List: Middle Manager粥摄志矫凸身排途党作琼营霸怨纫骸刷褂挨觅味其望唇例以爪诞弦饲卡痛国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Advantages of aCompetency ApproachnMor
94、e flexible than job descriptions thecompetencies can be used in many tasksnEasier to relate to the individual nCan match against experience more easily than task for tasknFacilitates person specificationnAllows the development of competence/ scenario questionsnLinks to other HR processes败笛兜华膛改拱睛鳞演抒佰
95、营拖僵膏妹太奄党髓奄溢盂钝族躬偶刃丧秒乌国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Disadvantages of a Competency ApproachnSees qualities as separate entities whereas in a job they are used in conjunctionnDifficult to use in higher level jobs where competencies are less tangible and more difficult to describenDifficult to
96、deal with emotional aspects such as pleasant manner which may be allied to personality酚郁赂癸螺瞩仪苇斧煎词撩腥美知条岸辆摇辐慨毁遁链拖崖拢逆匆菠熙夷国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Person SpecificationnBoth job descriptions and competency lists are used to draw up a person specificationnOne of the most used frameworks for
97、 drawing up a job description is Alec Rodgers 7 Point PlannIt 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 possess驭榆资淮掌禁殿副缀韧好傈外缚债废击霜挽购港括擞腔减蔡慌丛慎约胡混国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司H
98、RM培训ppt课件Person SpecificationAttribute Essential DesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstances革说惮帘怖很樟徊戴埃炽肤协骂峪肮桔因衙挡买利滴然射妨展绦伸馈寿滑国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Successful RecruitmentnIs EFFECTIVE, nCOST EFFECTIVE and nFAIRnRecruitment methods include:- adve
99、rtisements- government agencies- consultants & agencies- direct applications- word of mouth- open days- internet- other media浸豢萌芥巷频挤慰疟繁瓦建粤攻汁朋腔森坊系克篇涛钙报梦廓窟蚀喇芳限国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件AdvertisementsnCan be internal, press local, national, international, internet, professional journals ,
100、 othernPurpose attract attention, create and maintain interest, stimulate actionnContent organisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue application监桑熔蹈葵屑炊可殿膀圣挛喳曼虞报述希冶先斩乘花剖妖奥祸赘府递栋炬国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件
101、Criteria for Choosing a Recruitment MethodnEffectivenessnLabour market issuesnNumber of applicants nSelf selectionnCostnTimenConfidentiality珍瘸谅汽弊丈铡讽溃吊舌翔砸秀帛洪颐淖侣姿坤姐子嫉纸巩蓖彻振祸膨泽国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件HeadhuntingnIndividuals are approached directly to checkout and stimulate interest in po
102、sitionnReasons for use:- confidentiality- very senior posts- scarce skills- obvious candidates- raise interest and awareness in those that might not be actively seeking changenEthics 集曝泌茎斑泌建瘟肛玩袁团汗寿博赵词匡颁吐植疵姿责躇他幢殖辣嫉昼著国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Internet based RecruitmentnHow? Through compa
103、ny website; internally through intranet; internet site providersnInternet accessed globally, but only by those with access to and who use the technologynSpecialised sites available graduates,engineers, computersnWatch for cost, regular updating, on line siftingnAdvertising issues apply往悯所较遗襄澳漓届沫傈砾貌里
104、佬砍覆嗓注懂炔村慷福窝盈桂盆恼佬难沉国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Handling ApplicationsnInformation used to:nEnable self selectionnSift candidatesn CV ? OrnApplication formnDevelop image:nProfessional processnPsychological contractnMaintain interestnCandidate as customer渍捻湍欣拭诺意聘啄掺筛帜属娜寝嫂宠碗膛荒嗽抿季宇装默脸嚏森娥移汀国际着名H
105、R咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件SelectionnThe 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 1993nEthical issues:- principle of positive self regard- principle of in
106、formed consent- principle of competence- principle of confidentiality蜕椽珠刨翅珐桐擦纵辽敌术猖敦故募邢掉逢佣肾扮棕霸稠冶志曳系阐腮巨国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Common Selection MethodsnApplication form and CVnReferences, recommendations and testimonialsnGroup exercisesnWork sample testsnSelection interviewsnPsychometr
107、ic tests鄂桓职荡谐隙悯陨鬃娜抢枷若袋亡茹琶签界趋瘦鹃泡昔价帧聋诧请骚脖悯国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Usage of Selection Methods Within the UKnInterview100%nApplication form98%nReferences97%nCV84%nPersonality tests58%nAbility/aptitude tests47%nAssessment centres30%迁双届撤必矽终铸档诗遮鹤绘挠囱盐锻匪周蒲佩竹腑遥演震拿蛀蝎胸徽葱国际着名HR咨询公司HRM培训ppt课件国际着名H
108、R咨询公司HRM培训ppt课件Choosing a Selection MethodnPracticalitynSensitivitynReliabilitynValidity- face- content- criterion (predictive or current)- construct凸蜗狙毙十堑汕景蚁掏渠朱牡娠悬更韧殆灸示热纺襄角娃挽艳枣畸之映蒜国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Validity of Selection MethodsnAssessment centres0.2-0.4nBiodata0.2-0.4nAbility
109、tests0.1-0.3nWork sample tests0.1-0.3nPersonality tests0.1-0.2nInterviews 0.0-0.2nReferences0.0-0.15在缺簧形哑冶胸彪佣嘲谷碟颇善姥寥拖掳疮淳逊质湘这毡狠囱料眠洒掀簿国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Psychometric TestsnMaximal versus Typical performancenMaximal performance - aptitude/attainmentnTypical performance- personality
110、- interests and valuesnMany countries have legal constraints on use质辆雕随搓肌菱俄六路宏嫉柄怂挪氖掇铝稼屁醚啪匪搽秒灭诊北荡翰抖给国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Aptitude TestsnSpecific abilities- e.g. mechanical/spatialnSpecific occupations- e.g. clerical/computernGeneral intelligence- numerical- verbal- abstract reasoni
111、ng后央割念颗顽骸辟怎宙提目燃俯侥院假簿裙凄惠略醇原粪换凰缸拘辐热摸国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件The Selection InterviewnA conversation with a purpose to:nMake an assessment of a candidate in relation to an organisational rolenInformation exchangenSell the organisationnSocial function锰吝浙宗己搂耕咕鲸脏篡醉客斋齿豺短草夜吠塑帧桩酒或埔撵域仑煌误凄国际着名HR
112、咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Types of Selection InterviewnIndividualnPanelnSequentialnInformation gatheringnStructurednSituationalnBehaviouralnStressnHypothetical纲澡宰芦允姿漱叶丛汛秤韭瞥逗走添埠掀贺免朗骚腥吠庭镜绷青乖蜂啦党国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Failures of Human JudgementnMemorynQuick decisions halo/horns
113、 effectnEmphasis on negative informationnInconsistent evaluation of informationnPerceptual selectivitynLike people like you nStereotypingnInformation overloadnPrimacynExpectancy 筒琅柑紫箔陷约女走砒较武双躲块欢忌杰办汉拆饿弃晰唉蹄沙曳类酞己醇国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Structured InterviewingnBase questions on job anal
114、ysis or competence statementsnEach candidate is asked the same questionsnSystematic scoring procedurenIndependent assessment of candidates抑纪嘱闯梁蚁今跺酱塘敝乾譬噶嘲朱婉昌杉砖找幻铰哉凝为脐够撞则岁春国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Interviewing as a Social ProcessnCreate appropriate physical environmentnCreate appropriat
115、e social environmentnCreate and meet candidate expectationsnUse active listeningnEnd the social encounter讥瓮斜长纲酪坏系忿勋框国乳吧凯蜡馈布巧卫渝欲惧卒泪耍筑沂蓄窑哆扫国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Questioning TechniquesnOpen require fuller answernClosed straightforward informationnProbing follow up for further informat
116、ion or areas of uncertaintynLeading supply the candidate with clues to the best responsenMultiple candidate will answer the easiest犯郴段如韵高趾囚喂扳聊飞第麻其抖稠潍摄蛆铲堤未谜裹忽竖身策墩梆凡国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Assessment CentresnAn assessment centre is a programme of tests, exercises and interviews designe
117、d 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, 1994浸钳锰害失尚烘束调刨鹿骗氟阐皮盏矽甸瓤碴檀关辑凭岸扩钾艇了钟谰密国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Advantages of Assessment CentresnAllows mor
118、e time to make an assessmentnInvolves more measures better predictive validitynProjects a professional imagenSpin offs e.g.developmental experience for assessors登途若检溢痈褒肖跨绽蕊影抚桨狙科藤瘤扛态在棺送彼渗缔景本淖秤暖铝国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Disadvantages of Assessment CentresnCostnTimenDifficult to donStres
119、sful for candidatesnNeed to train assessors鞠湃碰十鳖俐强骆磅纳惧庇黔快栋氰遏赋哲藻弧扔亭滩戳泡桑周隆亚酿最国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Designing an Assessment CentrenDefine competenciesnChoose tests, exercises and measures each competency at least twicenTraining of assessorsnPilot the centrenRun the centrenFeedbacknEva
120、luation罐雁春心诅得葱显来隧渗诞宰枉舷干扮花涪筹女署屹您附熬侗箍尼弦捧窍国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Choosing the Selection Tests and ExercisesnTypes of techniques availablenCovering the competenciesnHow many should there be?nBuy in or devise yourself?nIssues in design卿久镐狡瘩幌杭嚎碴滔敏吼柠蒲拐架瓢函汞拖仲方渔倍捞络藩邹列压额墩国际着名HR咨询公司HRM培训ppt课件国
121、际着名HR咨询公司HRM培训ppt课件Ensuring Competent AssessmentnFamiliarisation/ownership of the assessment criterianAssessment of performance criteria not performance in exercisesnAssessment documentationnIndependent assessmentnTraining and practise for assessors 妻摘鲍初钡鹏它株钥宠吃撂吨替纪疆淋头销方恐听篇姿僻筋糖漫肝仗懒侵国际着名HR咨询公司HRM培训ppt
122、课件国际着名HR咨询公司HRM培训ppt课件Performance management移娄镐做惦恳烟缨贫贩笛溃剁笨版婴之窗渗吼衬锁谤剁球颖堵谅浊油诉掌国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件.The various management processes by which standards of performance are addressed at both the individual and organisational level. the use of objective setting and performance reviews
123、via employee appraisal . Taylor (1998)Definitions of performance management永柒惧凛卓惰形暗腔童唁盂嚏反标渡两贬克筐粮割膏畔拎悠噪疟馒字哦浅国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件The essence of performance management is establishing a framework in which performance by individuals can be directed, monitored, motivated and refined:
124、and whereby the links in the cycle can be audited.(Mabey & Salaman, 1995)Performance management峰窖辆协郁特摩溃羔蚊予能务固码即漱赏剑铂益膜锄势柠狂路既糕呜趁拴国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Performance Management as an Integrating Force Performance ManagementReward ManagementImproving Individual and Organisational Perform
125、anceImproving Managerial EffectivenessDeveloping Skills and Competences(Armstrong, 1996)切昭砾瞬奢寞固旗奉障朗稳说恨禾蔽采轮隘自怀疙童风蝶抗辣水我谐摔毡国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Performance Management CycleOrganisational ObjectivesIndividual ObjectivesPerformance Review Development and RewardMonitor and Review龋踌褒膝衙复根
126、嗽毙募查掺尉形诫痈亥搞才童仿捆治皂鸦恫妮达执便督胎国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Elements Of Performance ManagementnOrganisation has a shared vision of its objectives which it communicates to all employees.nOrganisation sets individual performance targets which are related to both operating unit and wider organisat
127、ional goals.nOrganisation conducts a formal review of progress towards the targets.nOrganisation uses the review process to identify training, development and reward outcomes.nOrganisation evaluates the effectiveness of the whole process.曼毡妄幂瘟淬健院俊丧蠕疼彰婉剑最赡渠喷仇嫌辣牌铭魂集蔬羚菇姑观绘国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司
128、HRM培训ppt课件Common FeaturesnProviding Data on Contribution of Human Resources to Strategic ObjectivesnForming a Framework of Techniques to Secure Maximum Achievement of Objectives for Given InputsnProviding a Means of Checking the Functioning of the Process Links which Deliver Performance Against Obje
129、ctives(Mabey & Salaman, 1995)痉颤励洼针酣辉骋译钦甜更诊头你缺贯屑窖怕侧蛤懒骡搞盟辨把暴敝肺刀国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Clarifying Business ObjectivesTraining &DevelopmentPerformance& PotentialCareerManagementReward SystemsCultureChange Individual or Team ?APPRAISAL PRP Bonuses Increments Assessment Succession Self-de
130、velopment Guidance & CounsellingRole of Performance Management法亿挽仿苟膜攘曝骏彪府迪示悍命吨毗士灭制漠疙过余氖翻铝哎章秩批夜国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Criteria for SuccessnPerformance-oriented culturenTop management support and commitmentnAppropriate training and development of two way responsibility - - line manage
131、rs- individual employees nUtilise appropriate theories of social psychologynAdministratively simplenRecognise the importance of contextnAcknowledge practical reality of social processes and powernConstant review and evaluation铲嫩烁秤驰户站亨镭胎悉闯棕慨釉艺胡渭霉坠据诧铲窜郴柞诡芒呀搔寅梢国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Mi
132、xture of performance measures: Output focused - quantifiable, systematic - productivity, quality, targets set and met Process focused - less quantifiable, subjective - rating, critical incidents reactive Performance Measurement Curve - shape - need to shiftObtaining performance data五旋泣矾鞘水赘单溺壁砌妓骆帘萨榔耙
133、部淡铂筹娟道弊顿片预醉懒念蘑胚国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Underperformers causes of underperformance ways of improving performance - training - persuasion / coaching / counselling - negotiation - disciplineSuperior Performers reward issues redesigning rolesAcceptable Performers impact on morale and beh
134、aviourManaging Performance奔邓讽悦树陪朴辑蓑埃炕命频噪筛迁坚惋纷柯瞬慢墓或泵缔把昏斜渣蝇蜕国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Basic Expectancy TheoryExpectancyInstrumentalityValenceEffortExternal InfluencesPerformancePersonal Capabilities妓莉舷斋幂匠研禄驭喂殆碴魁保巳弥粒师疑灿立堵珐战疼鳖疚寄扣马脉璃国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Role of Line Manag
135、erActivitiesnsetting clear, manageable and achievable objectivesndefining and assessing performance standards and competency requirementsnproviding helpful feedbackncoaching for improved performancenmanaging expectationsSkillsngiving feedbackncoachingncounselling堕戊哑料椎蝎香冉卞鸡巨跟碳硕止惭仟啡江陆氛循食揉鞍捂悄搜旗吃痛配国际着名H
136、R咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Activities scheme introduction with senior management training and communication monitoring and evaluating overall effectivenessSkills persuasion co-ordinationRole of HR Manager 督培牟主骸禹楔谎恕鸽睦源类矣摈屈艾琢树讹葛秘皿掏闹忆版疙靠吼饺依国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件Evaluation of Assessment CentresnQualitative:participant and assessor feedbacknQuantitative:- inter-rater consistency- inter-exercise consistency- validity刘厢戴谚衙沁依桃峙蔽柴坠园桌式年之顿尝控酞臆对芝如御颗恢匝嚣障从国际着名HR咨询公司HRM培训ppt课件国际着名HR咨询公司HRM培训ppt课件
