人力资源管理战略

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart1IntroductionChapter1TheStrategicRoleofHumanResourceManagementAfterstudyingthischapter,youshouldbeableto:1.Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.2.GiveatleasteightexamplesofhowmanagerscanuseHRconceptsandtechniques.3.IllustratetheHRmanagementresponsibilitiesoflineandstaff(HR)managers.4.ProvideagoodexamplethatillustratesHR’sroleinformulatingandexecutingcompanystrategy.5.Writeashortessaythataddressesthetopic:whymetricsandmeasurementarecrucialtotoday’sHRmanagers.6.Outlinetheplanofthisbook.©2005PrenticeHallInc.Allrightsreserved.1–2©2005PrenticeHallInc.Allrightsreserved.1–3TheManager’sHumanResourceManagementJobsManagementprocess–Thefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.Humanresourcemanagement(HRM)–Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding,andappraising.©2005PrenticeHallInc.Allrightsreserved.1–4PersonnelAspectsOfAManager’sJobConductingjobanalyses(determiningthenatureofeachemployee’sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment©2005PrenticeHallInc.Allrightsreserved.1–5PersonnelMistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanyreceivepenaltiesforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpractices©2005PrenticeHallInc.Allrightsreserved.1–6BasicHRConceptsGettingresults–ThebottomlineofmanagingHRcreatesvaluebyengaginginactivitiesthatproducetheemployeebehaviorsthecompanyneedstoachieveitsstrategicgoals.©2005PrenticeHallInc.Allrightsreserved.1–7LineandStaffAspectsofHRMLinemanager–Amanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.Staffmanager–Amanagerwhoassistsandadviseslinemanagers.©2005PrenticeHallInc.Allrightsreserved.1–8LineManagers’HRMResponsibilities1.Placingtherightpersonontherightjob2.Startingnewemployeesintheorganization(orientation)3.Trainingemployeesforjobsnewtothem4.Improvingthejobperformanceofeachperson5.Gainingcreativecooperationanddevelopingsmoothworkingrelationships6.Interpretingthefirm’spoliciesandprocedures7.Controllinglaborcosts8.Developingtheabilitiesofeachperson9.Creatingandmaintainingdepartmentmorale10.Protectingemployees’healthandphysicalcondition©2005PrenticeHallInc.Allrightsreserved.1–9FunctionsoftheHRManagerAlinefunction–TheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).Acoordinativefunction–HRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.Staff(assistandadvise)functions–AssistingandadvisinglinemanagersistheheartoftheHRmanager’sjob.©2005PrenticeHallInc.Allrightsreserved.1–10HRandAuthorityAuthority–Therighttomakedecisions,directothers’work,andgiveorders.Impliedauthority–TheauthorityexertedbyanHRmanagerbyvirtueofothers’knowledgethatheorshehasaccesstotopmanagement.Lineauthority–TheauthorityexertedbyanHRmanagerbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas.©2005PrenticeHallInc.Allrightsreserved.1–11EmployeeAdvocacyHRmusttakeresponsibilityfor:–Clearlydefininghowmanagementshouldbetreatingemployees.–Makingsureemployeeshavethemechanismsrequiredtocontestunfairpractices.–Representtheinterestsofemployeeswithintheframeworkofitsprimaryobligationtoseniormanagement.©2005PrenticeHallInc.Allrightsreserved.1–12ExamplesofHRJobDutiesRecruiters–Searchforqualifiedjobapplicants.Equalemploymentopportunity(EEO)coordinators–InvestigateandresolveEEOgrievances,examineorganizationalpracticesforpotentialviolations,andcompileandsubmitEEOreports.Jobanalysts–Collectandexamineinformationaboutjobstopreparejobdescriptions.©2005PrenticeHallInc.Allrightsreserved.1–13ExamplesofHRJobDuties(cont’d)Compensationmanagers–Developcompensationplansandhandletheemployeebenefitsprogram.Trainingspecialists–Plan,organize,anddirecttrainingactivities.Laborrelationsspecialists–Advisemanagementonallaspectsofunion–managementrelations.©2005PrenticeHallInc.Allrightsreserved.1–14HRDepartmentOrganizationalChart(LargeCompany)Figure1–1Source:AdaptedfromBNABulletintoManagement,June29,2000.©2005PrenticeHallInc.Allrightsreserved.1–15CooperativeLineandStaffHRManagement1.Thelinemanager’sresponsibilityistospecifythequalificationsemployeesneedtofillspecificpositions.2.HRstaffthendevelopssourcesofqualifiedapplicantsandc