国外著名HR咨询公司HRM培训
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国外著名HR咨询公司HRM培训(2)
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
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, reward systems, employee relations
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
Appraisal
Can provide forum for the identification of new/changing competence requirements
The skills, knowledge and experience that an individual brings to their role IDS 1997
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems, reward systems, employee relations
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
Appraisal
Can provide forum for the identification of new/changing competence requirements
The skills, knowledge and experience that an individual brings to their role IDS 1997
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
国外著名企业hr咨询公司hrm培训共133页
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
Байду номын сангаас
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Inner Context
HRM Context
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
plans, in line decisions,within HR policies High commitment – strong identification with
company High quality – including management of
people Flexibility – functional, adaptable structures,
Guest Model
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic
Байду номын сангаас
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
Inner Context
HRM Context
capability to innovate
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
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
国外着名HR咨询公司HRM培训
OUTER CONTEXT
Business Strategy Context
Inner Context
HRM Content
(海量营销管理培训资料下载)
HRM Context
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
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
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
Business Strategy Context
Inner Context
HRM Content
(海量营销管理培训资料下载)
HRM Context
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
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
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
国际着名HR咨询公司HRM培训共134页
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 perspectiveபைடு நூலகம் – ‘hard’ and ‘soft’ Involves strong cultures and values
国际着名HR咨询公司HRM培训
怎样思想，就有怎样的生活
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
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 Policy: Choice Employee influence Reward systems Work systems Human resource flows
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectiveபைடு நூலகம் – ‘hard’ and ‘soft’ Involves strong cultures and values
国际着名HR咨询公司HRM培训
怎样思想，就有怎样的生活
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
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 Policy: Choice Employee influence Reward systems Work systems Human resource flows
国外著名HR咨询公司HRM培训(3)
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
a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
Appraisal
Can provide forum for the identification of new/changing competence requirements
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
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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
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
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 One or both?
Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic plans, in line decisions,within HR policies High commitment – strong identification with company High quality – including management of people Flexibility – functional, adaptable structures, capability to innovate
中国培训师大联盟
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 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‟
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
Guest Model
Recruitment and Selection
Based on past behaviour as the most valid predictor of future behaviour Building the competence framework requires multiple information sources Competence specification should cover both technical and personal/interpersonal competencies
Appraisal
Set outcome and performance targets for each competence 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
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 Business strategy context – objectives, product market, strategy and tactics HRM context- role, definition, organisation, HR outputs HRM content – HR flows, work systems, reward systems, employee relations
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
Competence-Based HRM
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 a job or situation McClelland 1993 Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows HR Outcomes: Commitment Congruence Competence Cost effectiveness LT consequences: Individual well being Organisational effectiveness Societal well being
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
Fombrum, Tichy and Devanna Model 1984
Selection
Performance
Reward
Appraisal
HRD
Warwick Model of HRM