人力资源管理项目

1Chapter8:ProjectHumanResourceManagement精品资料网.！2TheImportanceofHumanResourceManagement•Peopledeterminethesuccessandfailureoforganizationsandprojects•Despitethedownturnintheeconomyin2001,thereisstillashortageofgoodITworkers–ITAAcalculatedthattherewereover844,000openingsforITjobsin2000–1in14AmericanworkersareinvolvedinITjobs–Althoughwomenrepresent47percentoftheworkforce,theymakeuponly29percentofITjobs精品资料网.！3LongHoursandStereotypesofITWorkersHurtRecruiting•ManypeoplearestrugglingwithhowtoincreasetheITlaborpool.Notedproblemsinclude–ThefactthatmanyITprofessionalsworklonghoursandmustconstantlystayabreastofchangesinthefield–Undesirablestereotypesthatkeepcertainpeopleawayfromthecareerfield,likewomen–Theneedtoimprovebenefits,redefineworkhoursandincentives,andprovidebetterhumanresourcemanagement精品资料网.！4WhatisProjectHumanResourceManagement?•Projecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.Processesinclude–Organizationalplanning–Staffacquisition–Teamdevelopment精品资料网.！5KeystoManagingPeople•Psychologistsandmanagementtheoristshavedevotedmuchresearchandthoughttothefieldofmanagingpeopleatwork•Importantareasrelatedtoprojectmanagementinclude–motivation–influenceandpower–effectiveness精品资料网.！6Motivation•AbrahamMaslowdevelopedahierarchyofneedstoillustratehistheorythatpeople’sbehaviorsareguidedbyasequenceofneeds•Maslowarguedthathumanspossessuniquequalitiesthatenablethemtomakeindependentchoices,thusgivingthemcontroloftheirdestiny精品资料网.！7Figure8-1.Maslow’sHierarchyofNeeds精品资料网.！8Herzberg’sMotivationalandHygieneFactors•FrederickHerzbergwroteseveralfamousbooksandarticlesaboutworkermotivation.Hedistinguishedbetween–motivationalfactors:achievement,recognition,theworkitself,responsibility,advancement,andgrowth,whichproducejobsatisfaction–hygienefactors:causedissatisfactionifnotpresent,butdonotmotivateworkerstodomore.Examplesincludelargersalaries,moresupervision,andamoreattractiveworkenvironment精品资料网.！9McGregor’sTheoryXandY•DouglasMcGregorpopularizedthehumanrelationsapproachtomanagementinthe1960s•TheoryX:assumesworkersdislikeandavoidwork,somanagersmustusecoercion,threatsandvariouscontrolschemestogetworkerstomeetobjectives•TheoryY:assumesindividualsconsiderworkasnaturalasplayorrestandenjoythesatisfactionofesteemandself-actualizationneeds•TheoryZ:introducedin1981byWilliamOuchiandisbasedontheJapaneseapproachtomotivatingworkers,emphasizingtrust,quality,collectivedecisionmaking,andculturalvalues精品资料网.！10ThamhainandWilemon’sWaystoHaveInfluenceonProjects1.Authority:thelegitimatehierarchicalrighttoissueorders2.Assignment:theprojectmanager'sperceivedabilitytoinfluenceaworker'slaterworkassignments3.Budget:theprojectmanager'sperceivedabilitytoauthorizeothers'useofdiscretionaryfunds4.Promotion:theabilitytoimproveaworker'sposition5.Money:theabilitytoincreaseaworker'spayandbenefits6.Penalty:theprojectmanager'sabilitytocausepunishment7.Workchallenge:theabilitytoassignworkthatcapitalizesonaworker'senjoymentofdoingaparticulartask8.Expertise:theprojectmanager'sperceivedspecialknowledgethatothersdeemimportant9.Friendship:theabilitytoestablishfriendlypersonalrelationshipsbetweentheprojectmanagerandothers精品资料网.！11WaystoInfluencethatHelpandHurtProjects•Projectsaremorelikelytosucceedwhenprojectmanagersinfluencewith–expertise–workchallenge•Projectsaremorelikelytofailwhenprojectmanagersrelytooheavilyon–authority–money–penalty精品资料网.！12Power•Poweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywouldnototherwisedo•Typesofpowerinclude–Coercive–Legitimate–Expert–Reward–Referent精品资料网.！13ImprovingEffectiveness-Covey’s7Habits•ProjectmanagerscanapplyCovey’s7habitstoimproveeffectivenessonprojects–Beproactive–Beginwiththeendinmind–Putfirstthingsfirst–Thinkwin/win–Seekfirsttounderstand,thentobeunderstood–Synergize–Sharpenthesaw精品资料网.！14EmpathicListeningandRapport•Goodprojectmanagersareempathiclisteners;theylistenwiththeintenttounderstand•Beforeyoucancommunicatewithothers,youhavetohaverapport•Mirroringisatechniquetohelpestablishrapport•ITprofessionalsoftenneedtodevelopempathiclisteningandotherpeopleskillstoimproverelationshipswithusersandotherstakeholders精品资料网.！15ImprovingRelationshipsBetweenUsersandDevelopers•Someorganizationsrequirebusinesspeople,notITpeople,totaketheleadindeterminingandjustifyinginvestmentsinnewcomputersystems•CIOspushtheirstafftorecognizethattheneedsofthebusinessmustdrivealltechnologydecisions•SomecompaniesreshapetheirITunitstolookandperformlikeconsultingfirms精品资料网.！16OrganizationalPlanning•Organizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationships•Outputsandprocessesinclude–projectorganizationalcharts–workdefinitionandassignmentprocess–responsibilityassignmentmatrixes–resourcehistograms精品资料网.！17Figure8-2.SampleOrganizati