HR Management 人力资源管理流程

JayHaysHumanResourceManagementHumanResourceManagementManagersmustfindwaystogetthehighestlevelofcontributionfromtheirworkers.Andtheywillnotbeabletodothatunlesstheyareawareofthemanywaysthattheirunder-standingofdiversityrelatestohowwell,orhowpoorly,peoplecontribute.R.RooseveltThomasJr.,p320HumanResourceManagementTheprocessofattracting,developingandmaintainingatalentedandenergeticworkforcetosupportorganisationalmission,objectivesandstrategies.p321HumanResourceManagementAdistinctiveapproachtoemploymentmanagementwhichseekstoachievecompetitiveadvantagethroughthestrategicdeploymentofahighlycommittedandcapableworkforce,usinganintegratedarrayofcultural,structuralandpersonneltechniques.HRMIncludes:EmploymentIssues•Discrimination,•EqualEmploymentOpportunity•Harassment•AffirmativeAction•DiversityManagement•OccupationalHealthandSafety•IndustrialRelationsHRMIncludes:EmploymentIssues•Recruitment•Selection•Induction/Orientation•TrainingandProfessionalDevelopment•PerformanceAppraisalandManagement•CareerDevelopment•QualityofWorkLife•RetentionandTurnoverPRINCIPLESOFHRM•Strategicintegration•Organisationalflexibility•Commitment•QualitySTRATEGICINTEGRATIONAnattempttotreatalllabourmanagementprocesses–fromrecruitmentandtrainingtoremunerationandretrenchment–inastrategicfashionbyintegratingthemwiththebroaderbusinessconcernsoftheenterprise.STRATEGICHRM•Peoplearenotjustanothercostorfactorofproduction.Theyarethekeytocompetitiveadvantage.•Close‘fit’betweenhumanresources,internalprocessesandtheexternalenvironment.1.Devolutionofresponsibilityforlabourmanagementtolinemanagers.2.Co-ordinationofpoliciesonrecruitment,training&performancemanagement.FLEXIBILITY•Theflexiblefirmandtheglobaleconomy.•Functionalflexibility•Numericalflexibility•Financialflexibility1.Core:Highlyskilledknowledgeworkers.Fulltimejobsandjobsecurity.2.Periphery:Casualsandpart-timeworkersandshort-termcontractors.COMMITMENT•From‘control’to‘commitment’throughchangingtheorganisation’sculture.•Missionstatement:Astatementofcorevalues.•Recruitment:Onlyrecruitingthosepreparedtosubscribetothesecorevalues.Cont’d•‘Transformationalleadership’:CEOasvisionarychangeagent.•Ensuringemployeesdemonstratedesiredattitudes,competenciesandbehaviours.•CultureManagement–strongcultureQUALITY•Cultureofquality:Qualitywork,qualityworkers,qualityproductsandservices.•TotalQualityManagement.•Qualityassuranceandzerodefects.•Internalcustomers.•Empoweringworkersviateamworking.HRMvsPERSONNELMANAGEMENT•Integralpartoflinemanagementresponsibilities.•Emphasisesthemanagementoforganisationalcultureasthecentralactivityofseniormanagement.•HRMrepresentsthediscoveryofpersonnelmanagementbychiefexecutives.THEPRACTICEOFHRM•Doestherhetoricmatchthereality?•Strategicintegration.•Linemanagersanddevolution.•Empoweredormerelyoverburdened?•Delayering,re-engineeringandtheeliminationofthejobsofmiddlemanagement.HRMANAGERSANDSTRATEGICDECISION-MAKING•Downsizingofpersonneldepartments.•StrategicHRplanning.•Consultingfirms.•Devolutionofadministrativefunctions.•Contracting-outofHRfunctions.HRMACTIVITIES•Jobanalysisdefinesajobintermsofspecifictasksandresponsibilitiesandidentifiestheabilities,skillsandqualificationsneededtoperformitsuccessfully.•Humanresourceplanningoremploymentplanningistheprocessbywhichanorganisationattemptstoensurethatithastherightnumberofqualifiedpeopleintherightjobsattherighttime.•Employeerecruitmentistheprocessofseekingandattractingapoolofapplicantsfromwhichqualifiedcandidatesforjobvacancieswithinanorganisationcanbeselected.•Employeeselectioninvolveschoosingfromtheavailablecandidatestheindividualpredictedtobemostlikelytoperformsuccessfullyinthejob.HRMACTIVITIES(cont)•Performanceappraisalisconcernedwithdetermininghowwellemployeesaredoingtheirjobs,communicatingthatinformationtotheemployeesandestablishingaplanforperformanceimprovement.•Traininganddevelopmentactivitieshelpemployeeslearnhowtoperformtheirjobs,improvetheirperformanceandpreparethemselvesformoreseniorpositions.•Careerplanninganddevelopmentactivitiesbenefitbothemployees(byidentifyingemployeecareergoals,possiblefuturejobopportunitiesandpersonalimprovementrequirements)andtheorganisation(byensuringthatqualifiedemployeesareavailablewhenneeded).•Employeemotivationisvitaltothesuccessofanyorganisation.Highlymotivatedemployeestendtobemoreproductiveandhavelowerratesofabsenteeismandturnover.StrategicPlan(5yrs)IndividualPlan(1yr)TeamPlan(1yr)BranchPlan(1yr)BusinessPlan(2-3yrs)KeyTasksDevelopmentPlanReviewReviewOrganisationalPlanningProcessAssessment(Survey?)Assessment(Survey?)BranchNeedsTeamNeedsHumanResourceDevelopmentChallengesSuccessionPlanningSuccessionPlanningProfessionalDevelopmentAndTrainingProfessionalDevelopmentAndTrainingInduction/OrientationInduction/OrientationRecruitmentandSelectionRecruitmentandSelectionEverybodyNeedsIndividualNeedsOrganisationalandCulturalBehavioursJob-RelatedSkillsandKnowledgeIndividualReview(IdealCase)OrganisationalandCulturalDefinitionsOrganisationalandCulturalDefinitionsLecturer/TutorSelectionandRatingCriteriaSelectionCriteria1.2.3.4.5