清华大学人力资源管理教学讲义(人力资源管理与企业战略)

1、Distinctivehumanresourcesarefirms'corecompetenciesSHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsoft。

2、hefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNA。

3、LCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelHuman。

4、ResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbus。

5、inessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModelAstatementofthecultureatPCILEADERSHIPINP。

6、EOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildi。

7、nganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvanta。

8、geofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheo。

9、rganizationThe5-PModel:AstatementofthecultureatPCI2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModelHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:in。

10、stantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIES3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModelGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureof。