国际着名HR咨询公司HRM培训
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国外著名HR咨询公司HRM培训
HRM Content
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
国外著名HR咨询公司HRM培 训
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Began in the 1980’s in the USA UK followed quickly Concept 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
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
058国外着名HR咨询公司HRM培训
Features of HRM
Performance oriented Requires adoption of a coherent approach to
mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
HRM Content
ቤተ መጻሕፍቲ ባይዱ
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
国外著名企业hr咨询公司hrm培训
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,
LT consequences: Individual well being Organisational effectiveness Societal well being
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
People as a resource Used dispassionately Used in calculating rational manner Head count Human RESOURCE Management
国外著名HR咨询公司HRM培训课件(PPT132张)
Implications for the Human Resource Function
Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning mechanisms
Recruitment and Selection
Develop interview questions that elicit examples of past behaviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performance
Implications for Human Resource Systems
Vertical integration – link individual competence to the core competence of the organisation Horizontal integration – provide a framework for the integration of HR systems components Vital player in the development of core competencies Can be used to develop individual HR systems
国外著名HR咨询公司HRM培训
Definitions:
The skills, knowledge and experience that an individual brings to their role IDS 1997
Basic personal characteristics that are
determining factors for acting successfully in
Outcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etc
Below standard performance can be used to generate development needs
Owned by more than one person and grow through use and experience therefore difficult to imitate
Implications for the Human Resource Function
Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning
国际着名HR咨询公司HRM培训ppt课件
• One or both?
2021/1/21
Levels of Influence
• Strategic • Functional • Systems • Individual
2021/1/21
Implications at Strategic Level
• The identification of core competencies of the organisation which confer sustained competitive advantage
superior performance
Boyatsis 1982
2021/1/21
Uk v. US definitions
• US - input oriented – what the individual brings to the job
• UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
plans, in line decisions,within HR policies • High commitment – strong identification with
company • High quality – including management of
people • Flexibility – functional, adaptable structures,
• Use competencies to select test instruments
• Use competencies to evaluate candidate performance
2021/1/21
Levels of Influence
• Strategic • Functional • Systems • Individual
2021/1/21
Implications at Strategic Level
• The identification of core competencies of the organisation which confer sustained competitive advantage
superior performance
Boyatsis 1982
2021/1/21
Uk v. US definitions
• US - input oriented – what the individual brings to the job
• UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
plans, in line decisions,within HR policies • High commitment – strong identification with
company • High quality – including management of
people • Flexibility – functional, adaptable structures,
• Use competencies to select test instruments
• Use competencies to evaluate candidate performance
国外著名企业hr咨询公司hrm培训共134页文档
LT consequences: Individual well being Organisational effectiveness Societal well being
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Features of HRM
Performance oriented Requires adoption of a coherent approach to
mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Features of HRM
Performance oriented Requires adoption of a coherent approach to
mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance
国外着名hr咨询公司hrm培训
Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning
Uk v. US definitions
US - input oriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
Armstrong 1991
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,
Uk v. US definitions
US - input oriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
Armstrong 1991
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,
国外着名hr咨询公司hrm培训
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Hard HRM
People as a resed in calculating rational manner Head count Human RESOURCE Management
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Human Resource Management PART1
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, shu.rcenward systems, employee relations
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Hard HRM
People as a resed in calculating rational manner Head count Human RESOURCE Management
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Human Resource Management PART1
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, shu.rcenward systems, employee relations
国际着名HR咨询公司HRM培训ppt课件
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
HR Outcomes: Commitment Congruence Competence Cost effectiveness
a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
mechanisms
Implications for Human Resource Systems
Vertical integration – link individual competence to the core competence of the organisation
Horizontal integration – provide a framework for the integration of HR systems components
国外著名HR咨询公司HRM培训85399-133页精品文档
a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
HRM Content
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
LT consequences: Individual well being Organisational effectiveness Societal well being
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Definitions:
The skills, knowledge and experience that an individual brings to their role IDS 2019
Basic personal characteristics that are
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Human Resource Management PART1
可整理ppt
1
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems,
可整理ppt
9
Soft HRM
reward systems, em可整p理lpopt yee relations
7
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
可整理ppt
3
Features of HRM
Performance oriented
Requires adoption of a coherent approach to mutually supporting employment policies and practices
Employee relations organic rather than pluralistic
Armstrong 1991
Hale Waihona Puke 可整理ppt2Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
HR Outcomes: Commitment Congruence Competence Cost effectiveness
LT consequences: Individual well being Organisational effectiveness Societal well being
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
可整理ppt
8
Guest Model
Defines four policy goals of HRM
Further development of the Harvard model
Strategic integration –HRM into strategic plans, in line decisions,within HR policies
Began in the 1980’s in the USA
UK followed quickly
Concept is… ‘a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
performance
可整理ppt
4
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
可整理ppt
HRD
5
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
High commitment – strong identification with company
High quality – including management of people
Flexibility – functional, adaptable structures,
capability to innovate
Inner Context
HRM Context
HRM Content
可整理ppt
6
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
Organising principles are organic and decentralised
Flexibility and team building important policy goals
Strong emphasis on quality to customers
Rewards differentiated by skill, competence or
可整理ppt
1
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems,
可整理ppt
9
Soft HRM
reward systems, em可整p理lpopt yee relations
7
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
可整理ppt
3
Features of HRM
Performance oriented
Requires adoption of a coherent approach to mutually supporting employment policies and practices
Employee relations organic rather than pluralistic
Armstrong 1991
Hale Waihona Puke 可整理ppt2Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
HR Outcomes: Commitment Congruence Competence Cost effectiveness
LT consequences: Individual well being Organisational effectiveness Societal well being
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
可整理ppt
8
Guest Model
Defines four policy goals of HRM
Further development of the Harvard model
Strategic integration –HRM into strategic plans, in line decisions,within HR policies
Began in the 1980’s in the USA
UK followed quickly
Concept is… ‘a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
performance
可整理ppt
4
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
可整理ppt
HRD
5
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
High commitment – strong identification with company
High quality – including management of people
Flexibility – functional, adaptable structures,
capability to innovate
Inner Context
HRM Context
HRM Content
可整理ppt
6
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
Organising principles are organic and decentralised
Flexibility and team building important policy goals
Strong emphasis on quality to customers
Rewards differentiated by skill, competence or