Strategic Human：Resource Management
Human Resource Management(人力资源管理)
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Objectives of the HRM Function (2 of 3)
Developing and maintaining a quality of work life that makes employment in the organization desirable
Communicating HRM policies to all employees
workforce efficiently Providing the organization with well-trained
and well-motivated employees Increasing to the fullest the employee’s job
satisfaction and self-actualization
investment Grievance rates Accident rates
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Objectives of the HRM Function (1 of 3)
Helping the organization reach its goals Employing the skills and abilities of the
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Four descriptions of the HRM function:
1. It is action-oriented 2. It is people-oriented 3. It is globally-oriented 4. It is future-oriented
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Historical Foundations of HRM
Human resource specialists must show that they contribute to the goals and mission of the firm
战略人力资源管理
战略人力资源管理战略人力资源管理，简称SHRM（Strategic Human Resource Management），是指将人力资源管理与组织的战略目标紧密结合起来，确保人力资源管理活动对实现组织长期成功至关重要。
在当今竞争激烈的商业环境中，战略人力资源管理已经成为各大组织重要的管理手段之一。
战略人力资源管理的定义战略人力资源管理是一种以战略性思维为导向的人力资源管理方式。
它强调跨部门间的协调和整体性，致力于发挥人力资源的最大价值，以支持组织达成长期战略目标。
通过对组织的人力资源需求、流程和结构进行全面评估，战略人力资源管理帮助组织优化人力资源配置，提高员工绩效，从而提升组织的竞争力。
战略人力资源管理的重要性在不断变化的商业环境中，组织需要不断调整自身战略，以适应外部环境的变化。
而人力资源是组织最宝贵的资源之一，战略人力资源管理能够确保组织拥有高效、协调、有竞争力的人力资源队伍，为组织的变革和发展提供支持。
通过合理的员工选拔、激励、培训和发展，战略人力资源管理能够帮助组织实现可持续的发展。
实施战略人力资源管理的关键1. 确立组织战略目标战略人力资源管理的第一步是确立组织的战略目标。
只有明确组织的长期发展方向和目标，人力资源管理才能有针对性地制定相应策略和计划。
2. 与组织战略对齐战略人力资源管理要求人力资源管理活动与组织的战略目标密切对齐。
这意味着人力资源管理需要从整体上考虑，为实现组织战略提供全方位的支持。
3. 建立有效的绩效评估体系绩效评估是战略人力资源管理的重要一环。
建立有效的绩效评估体系，能够激励员工发挥最大潜力，提高员工绩效水平，为组织的战略目标提供有力支持。
结语战略人力资源管理是组织实现长期成功的关键。
通过合理规划、有针对性的人力资源管理活动，组织可以充分发挥员工的潜力，提高组织整体绩效，从而在激烈的市场竞争中立于不败之地。
随着时代的不断变迁，战略人力资源管理也在不断演进和完善，为组织的持续发展注入新的活力和动力。
战略人力资源规划
SHRM, 2011 fall
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Key Concepts
规划技术 planning techniques 预测 forecasting
德尔菲法 Delphi Method 趋势分析法 trend analysis 马尔科夫分析法 Markov analysis 预测技术 forecasting techniques 需求预测技术 forecasting techniques for demand 供给预测技术 forecasting techniques for supply
SHRM, 2011 fall
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战略人力资源规划，就是对如何获得满足组织战略 需要的人力资源，提前做好计划和安排。
要做到让客户满意，必须通过优质的产品与服务， 为客户创造价值，促进利益增长。优质的产品与服 务，主要由员工创造，其中员工中的核心成员，更 是发挥着举足轻重的作用。
关键的少数，往往是决定整个组织的效率、产出、 盈亏和成败的主要因素，这是“80/20效率法则” 所表达的道理。
有联系又有区别，具有高度的相关性。
SHRM, 2011 fall
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第二部分 规划与获取
第三章 战略人力资源规划
第四章 战略人力资源招聘 第五章 战略人力资源选拔
Objective
通过本章学习 认识战略人力资源规划的概念框架； 了解战略人力资源规划的主要内容； 明确战略人力资源规划的基本程序； 掌握战略人力资源规划的重要技术； 执行战略人力资源规划的主体与原则。
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规划的内容
明确战略人力资源 规划的工作态度、 与组织战略的相关 性、范围、正规程 度和灵活性五个维 度的问题，构成规 划制定的思想条件 和基本原则。
战略人力资源的英文经典资料
战略人力资源的英文经典资料Classic Literature on Strategic Human Resources (2000 words) IntroductionStrategic human resources (HR) plays a crucial role in the success of organizations by aligning HR practices and policies with the overall business strategy. It involves the effective management of human capital to gain a competitive advantage. In this article, we will explore some classic literature on strategic HR that has had a significant impact on the field.1. "Human Resource Champions: The Next Agenda for Adding Value and Delivering Results" by David UlrichPublished in 1996, this book by David Ulrich revolutionized the field of strategic HR. Ulrich introduced the concept of HR as a strategic partner, emphasizing the need for HR professionals to align their activities with business objectives. The book outlines four key roles that HR professionals should adopt: strategic partner, administrative expert, employee champion, and change agent.2. "The HR Scorecard: Linking People, Strategy, and Performance" by Dave Ulrich, Brian E. Becker, and Mark A. HuselidThis book, published in 2001, emphasizes the importance of measuring HR's contribution to organizational performance. The authors introduce the concept of the HR scorecard, which helpsHR professionals identify their strategic goals and develop metricsto assess their achievement. The book provides practical examples and case studies to illustrate the implementation of the HR scorecard.3. "Strategic Human Resource Management: A Guide to Action" by Michael ArmstrongMichael Armstrong's book, first published in 2000, outlines the essential elements of strategic HR management. It emphasizes the aligning of HR strategies with business strategies, the identification of HR's contribution to organizational success, and the development of HR policies and practices that support strategic objectives. The book provides practical guidance on how to design and implement strategic HR initiatives.4. "The Talent Masters: Why Smart Leaders Put People Before Numbers" by Bill Conaty and Ram CharanIn this book, published in 2010, Conaty and Charan highlight the critical role of talent management in organizational success. They argue that having the right people in the right positions is more important than any other factor. The authors provide insights into creating a talent-rich organization by attracting, developing, and retaining top talent. They also emphasize the need for HR professionals to be strategic partners in talent management.5. "High-Impact HR: Building Human Capital Advantage for Organizations" by Jack J. Phillips, Patricia Pulliam Phillips, and Martha L. TateThis book, published in 2016, explores how HR professionals can create a high-impact HR function. It emphasizes the need for HRto align its activities with business objectives, develop metrics to measure the impact of HR initiatives, and communicate the value HR brings to the organization. The authors provide a roadmap for transforming HR into a strategic partner and outline the steps to assess and enhance HR's impact.ConclusionThe above-mentioned classic literature on strategic HR has been highly influential in shaping the field. These books highlight the importance of aligning HR strategies with business strategies, measuring HR's contribution to organizational performance, and prioritizing talent management. By understanding and implementing the concepts outlined in these books, HR professionals can become strategic partners in their organizations and contribute to long-term success.6. "Beyond HR: The New Science of Human Capital" by John W. Boudreau and Peter M. RamstadPublished in 2007, this book challenges traditional HR practices and encourages HR professionals to think beyond their operational roles. Boudreau and Ramstad introduce the concept of "strategic HR measurement" and emphasize the need for HR to demonstrate its impact on business outcomes. They argue that HR should move from a focus on HR activities and processes to a focus on measuring the value that human capital brings to the organization.7. "The HR Value Proposition" by Dave Ulrich, Wayne Brockbank,Dani Johnson, and Kurt SandholtzPublished in 2005, this book builds upon Ulrich's previous work and explores how HR can create value for the organization. The authors propose that HR should deliver value in four key areas: talent, organization, leadership, and performance. They provide practical tools and frameworks for HR professionals to assess and improve their value proposition, taking into account the unique needs of their organization.8. "Aligning Human Resources and Business Strategy" by Linda HolbecheHolbeche's book, first published in 2009, focuses on the role of HR in driving business success. She argues that HR professionals must understand the business strategy and align HR practices accordingly. Holbeche provides insights into how HR can contribute to strategic decision-making, develop a high-performance culture, and effectively manage change. The book includes case studies and practical advice for HR professionals looking to enhance their strategic impact.9. "Strategic Human Resource Management: Winning Through People" by Jeffrey A. MelloMello's book, published in 2015, takes a comprehensive look at strategic HR management. He emphasizes the importance of integrating HR practices with business strategy, managing human capital effectively, developing competitive advantage through HR, and assessing HR's impact on organizational performance. Thebook also explores the ethical and legal considerations involved in strategic HR management.10. "Strategic Staffing: A Comprehensive System for Effective Workforce Planning" by Thomas P. BechetBechet's book, first published in 2008, focuses on strategic staffing and its role in achieving organizational goals. He presents a systematic approach to workforce planning, which includes analyzing the current workforce, identifying future needs, developing recruiting strategies, and evaluating staffing effectiveness. The book provides practical tools and techniques for HR professionals to align their staffing practices with business objectives.11. "Human Resource Management: Gaining a Competitive Advantage" by Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. WrightFirst published in 1999 and now in its current 12th edition, this textbook provides a comprehensive overview of strategic HR management. The authors discuss various HR practices and their impact on organizational performance, such as recruitment and selection, training and development, performance management, compensation, and employee relations. The book also examines contemporary issues in HR, such as diversity, globalization, and technology.12. "The Value of Talent: Promoting Talent Management Across the Organization" by Sylvie RagueneauRagueneau's book, published in 2012, focuses on talent management as a key strategic initiative. She highlights the need for organizations to identify, attract, develop, and retain top talent to gain a competitive advantage. Ragueneau provides practical guidance on how to design and implement talent management programs, including succession planning, leadership development, and performance management.These classic literature works on strategic HR have become essential references for HR professionals and students alike. By understanding and applying the concepts outlined in these books, HR practitioners can enhance their strategic thinking, align HR practices with business objectives, measure HR's impact on organizational performance, and effectively manage talent. Strategic HR management is crucial for organizations to thrive in today's competitive and rapidly changing business environment.。
人力资源管理与企业战略(英文)
functional strengths to produce the best possible results ➢ Across markets to ensure that we share the best practices throughout the
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名词解释战略性人力资源管理
名词解释战略性人力资源管理概念介绍战略性人力资源管理（Strategic Human Resource Management）是指企业在制定和执行人力资源战略时，将人力资源视为实现企业战略目标的重要驱动力量，通过科学的策略性方法来管理和开发人力资源。
特点与优势•长远性：战略性人力资源管理注重长期规划和持续发展，将人力资源管理与公司战略和目标紧密结合，使人力资源管理具有可持续性和战略性。
•综合性：战略性人力资源管理将人力资源管理与组织的其他功能紧密结合，充分发挥人力资源对组织绩效和竞争优势的影响。
•一体化：战略性人力资源管理将各个子系统整合起来，包括人力资源规划、员工招聘、培训与发展、绩效管理、薪酬管理、福利管理等，形成一体化的人力资源管理体系。
•适应性：战略性人力资源管理能够根据企业的变化及外部环境的变化进行灵活调整，确保人力资源管理的有效性和适应性。
实施步骤1.确立企业战略目标：明确企业的发展方向、目标和战略，为人力资源管理提供指导和支持。
2.进行人力资源规划：分析企业现有人力资源现状和未来需求，制定人力资源规划，为企业发展提供合适的人力资源保障。
3.招聘和筛选人才：根据企业的战略需求，制定招聘计划，招聘和筛选符合企业战略和文化的人才。
4.培训与发展：为员工提供持续的培训和发展机会，提高员工的能力和素质，以适应企业战略的要求。
5.绩效管理：建立科学的绩效评估体系，评估员工的工作表现，有效调动员工的积极性和激励员工的持续发展。
6.设计薪酬和福利体系：根据企业战略和市场情况，设计合理的薪酬和福利体系，吸引和留住优秀的人才。
7.人力资源信息管理：建立完善的员工信息管理系统，实时了解员工的情况，为战略决策提供基础数据。
成功案例国内外很多企业都取得了通过战略性人力资源管理获得成功的案例。
例如，谷歌凭借其创新的人力资源管理策略，吸引了全球顶尖的人才，成为全球最具竞争力和创新力的企业之一。
另一方面，中国的华为公司通过实施战略性人力资源管理，不断培养和选拔优秀人才，成功跨入全球信息通信领域的前列。
国际人力资源管理 名词解释
国际人力资源管理（International Human Resource Management）是在人力资源管理学的基础上，加入跨文化（cross-cultural）和跨国际的因素。
它是指在全球范围内，根据企业发展战略的要求，有计划地对人力资源进行合理配置，通过对企业中员工的招聘、培训、使用、考核、激励、调整等一系列过程，调动员工的积极性，发挥员工的潜能，为企业创造价值，确保企业战略目标的实现。
国际人力资源管理涉及到不同文化背景以及跨国公司、各国企业中的人力资源管理问题。
它需要处理和解决各种复杂的文化差异和国际差异问题，包括不同国家的劳动法规、薪酬制度、员工福利、组织文化、沟通方式等方面。
国际人力资源管理的主要目标是确保企业在全球范围内实现人力资源的最优配置，提高企业的综合竞争力。
它需要关注全球范围内的人力资源管理趋势和挑战，并制定相应的策略和措施来应对这些挑战。
同时，国际人力资源管理还需要协调和管理跨国公司或国际业务中的人力资源问题，如跨文化沟通、员工培训和发展、绩效评估和激励等。
总体而言，国际人力资源管理是人力资源管理领域的一个分支，它强调的是在全球范围内管理和优化人力资源，同时处理和解决各种跨文化和跨国际的人力资源问题。
外文翻译《人力资源管理的战略作用》
The Strategic Role of Human Resource ManagementTyson,S1。
Human Resource Management at WorkWhat Is Human Resource Management？To understand what human resource management is，we should first review what managers do。
Most experts agree that there are five basic functions all managers perform’ planning，organizing, staffing，leading, and controlling. In total, these functions represent the management process。
Some of the specific activities involved in each function include：Planning：Establishing goals and standards; developing rules and procedures; developing plans and forecasting-predicting or projecting some future occurrence.Organizing：Giving each subordinate a specific task; establishing departments；delegating authority to subordinates；establishing channels of authority and communication；coordinating the work of subordinates.Staffing: Deciding what type of people should be hired；recruiting prospective employees; selecting employees；setting performance standards；compensating employees; evaluating performance；counseling employees；training and developing employees。
人力资源管理重要名词解释名词解释
人资工作名词解释目录一、人力资源规划 (4)二、招聘管理 (9)三、培训与职业生涯规划 (12)四、薪酬与福利 (15)五、绩效管理 (17)六、员工关系与企业文化 (22)前言人力资源各大模块的工作各有侧重点，但是各大模块是不可分割的，就像生物链一样，任何一个环节的缺失都会影响整个系统的失衡。
人力资源工作是一个有机的整体，各个环节的工作都必须到位，同时要根据不同的情况，不断地调整工作的重点，才能保证人力资源管理保持良性运作，并支持企业战略目标的最终实现！本手册分为：人力资源规划、招聘管理、培训与职业生涯规划、薪酬与福利、绩效管理、员工关系与企业文化六大模块，将向大家介绍人力资源工作的相关名词解释，讲解作为一名人力资源工作者和管理人员所应了解的相关名词，希望它能有助于您愉快、高效地开展工作。
内容一、人力资源规划人力资源：（Human Resource，HR）人力资源是指一定时期内组织中的人所拥有的能够被企业所用，且对价值创造起贡献作用的教育、能力、技能、经验、体力等的总称。
战略规划:(strategic planning)就是制定组织的长期目标并将其付诸实施，它是一个正式的过程和仪式。
一些大企业都有意识地对大约50年内的事情做出规划。
制定战略规划分为三个阶段，第一个阶段就是确定目标，即企业在未来的发展过程中，要应对各种变化所要达到的目标。
第二阶段就是要制定这个规划，当目标确定了以后，考虑使用什么手段、什么措施、什么方法来达到这个目标，这就是战略规划。
最后，将战略规划形成文本，以备评估、审批，如果审批未能通过的话，那可能还需要多个迭代的过程，需要考虑怎么修正。
人力资源信息系统:(Human Resource Information System，HRIS) 人力资源信息系统概述是组织进行有关人及人的工作方面的信息收集、保存、分析和报告的过程。
“系统”特指为实现特定目标而将各种分散活动组合成合理的、有意义的整体的过程。
人力资源管理国际人力资源管理概述
人力资源管理国际人力资源管理概述人力资源管理（Human Resource Management，简称HRM）是指企业或组织通过制定和实施一系列政策、程序和实践，以满足员工的需求和实现组织目标的一种管理活动。
随着全球化的发展，人力资源管理也逐渐从国内发展为国际人力资源管理。
国际人力资源管理（International Human Resource Management，简称IHRM）是指跨国企业为了适应全球化的趋势，有效管理跨国经营的员工和组织文化的一种管理活动。
本文将对国际人力资源管理的概述进行详细介绍。
首先，国际人力资源管理的特点在于跨国性。
跨国企业的经营涉及多个国家和地区，公司需要根据不同国家的法律、文化和习俗等因素进行人力资源管理。
因此，国际人力资源管理需要考虑跨国的法律法规、劳动力市场和劳动力成本等因素，以进行合规的雇佣和培训。
此外，由于不同国家的文化背景不同，国际人力资源管理还需要关注员工的文化差异，以促进员工之间的协作和沟通。
其次，国际人力资源管理的目标是实现全球一体化的人力资源策略。
在跨国企业中，公司需要统一员工的工资制度、绩效评估和晋升等制度，以提高员工的工作动力和士气。
为了实现这一目标，国际人力资源管理需要将不同国家和地区的员工纳入统一的管理体系，协调和整合各地的人力资源管理政策和实践。
第三，国际人力资源管理需要处理不同国家和地区的雇佣关系。
不同国家的劳动法规和劳动力市场条件存在差异，因此在进行员工雇佣和解雇时，国际人力资源管理需要遵守各国的相关法规，以避免法律风险和劳动纠纷。
此外，国际人力资源管理还需要处理不同国家和地区的福利制度和劳动合同等问题，以保障员工的权益和福利。
最后，国际人力资源管理需要关注员工的跨文化培训和发展。
由于不同国家和地区存在文化差异，员工在跨国企业工作时可能会面临文化冲击和适应困难。
因此，国际人力资源管理需要为员工提供跨文化培训和发展机会，以提高员工的文化适应能力和全球敏感度，促进员工个人的成长和发展。
【商务英语】人力资源管理(Human Resource Management)
【商务英语】人力资源管理(H u m a nR e s o u r c eM a n a g e m e n t)-CAL-FENGHAI.-(YICAI)-Company One1Human Resource Management人力资源管理Teaching Objectives•What Is Human Resources Management•Human Resource Planning 人力资源规划•Recruitment 招聘•Training and Developing 培训和培养•Compensation 报酬•How to Keep Employees Motivated 如何激发员工工作热情•Human resources are the people that operate an organization.•Human Resource Management is the management of an organization’s “human capital” or “intellectual assets”.What Is Human Resources Management?•The Human Resource Management (HRM) process is an ongoing procedure that tries to keep the right people in the right positions. It includes humanresource planning, recruitment, selection, socialization, training anddevelopment, performance appraisal, promotions, transfers, demotions,separations, and compensation.人力资源一般指有能力并愿意为社会工作的经济活动人口。
《企业人力资源战略研究国内外文献综述1500字》
企业人力资源战略研究国内外文献综述1.国外研究现状学者Walker于1978年在他的文章《将人力资源规划与战略规划联系起来》中提出来的，文章中首次提出将战略规划与人力资源规划结合起来。
而战略人力资源管理(Strategy Human Resource Management，SHRM)这个概念是Devana （1981 年）在文章《人力资源管理：一个战略观》中提出来的。
比尔(Beer)等人的《管理人力资本》一书的出版意味着战略人力资源管理诞生的标志。
战略人力资源管理就将人与组织系统的联系起来，是指对组织的人力资源进行计划为了达到一定的组织目标(Wright，Mc Mahan，1992)，组织目标包括多个方面。
具体的说就是将人力作为获取竞争优势的最重要的资源之一；注重通过对人力资源的计划和管理实践来达到获取竞争优势的目的；注重将战略与组织的人力资源进行匹配；注重通过对人力资源管理的计划和管理来实现组织的战略灵活性；注重将实现组织目标作为人力资源的目的。
Stephen P. Robbins 在其《管理学》一书中指出：目前很多组织运用“我们的人力资源是我们最重要的资产”这样一句话作为其成功的最重要的因素来评价人力资源的重要性；人力资源是建立组织持续竞争力的源泉。
书中还提到Watson Wyatt Worldwide 顾问公司对两千家大型公司的调查研究发现人力资源是核心竞争力的源泉。
另外还指出把人力资源管理提升到战略管理的角度是人力资源管理的发展趋势。
Susan E. Jackson 在其《人力资源管理—从战略合作的角度》一书中，把人力资源管理提升到企业战略管理的高度，并提出把人力资源看成企业发展的战略合作伙伴，该书系统地处理当前企业最新面临的团队工作、员工多样化、战略改革和全球化对人力资源管理所提出的挑战等问题。
2.国内研究现状在孙连才编著的《战略视角下的人力资源》一书中，提出战略性人力资源管理的主要内容有：围绕企业的核心竞争力构建人力资源、围绕企业的战略目标构建人力资源、以提高组织的变革能力为目标构建人力资源、以顾客需求为导向构建人力资源管理流程、以企业绩效为导向构建人力资源、人力资源管理有效性分析等。
STRATEGIC HUMAN RESOURCE MANAGEMENT AN OVERVIEW
HRM in Action: Global Bribery (Cont.)
• Law has teeth • Lockheed Corporation paid approximately $25 million • Titan Corporation paid $28.5 million • President of American Rice, Inc. sentenced to 63 months in prison • Not having ability to use bribery as a tool of doing business has been costly for American companies
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 14-6
Global Professional in Hபைடு நூலகம்man Resources
• New certification for HRCI • Strategic international HR management • Organizational effectiveness and employee development • Global staffing • International assignment management • Global compensation • International employee relations and regulations Copyright © 2010 Pearson Education, Inc.
策略性人力资源管理
策略性人力資源管理博一黃家齊Tel: 81104 Office: 261104 E-mail: jchuang@.tw98年9月一、課程目標：策略性人力資源管理（SHRM）是晚近重要的人力資源管理研究議題，本課程之目標在於使同學們深入的了解策略性人力資源管理的觀念、理論基礎、重要主題、相關的觀點、以及代表性研究，以培養同學從事策略性人力資源管理研究之能力。
二、課程進行課程進行方式以學術研究論文的研讀與討論為主，修讀同學應預先研讀每週指定之Reading，輪流於課堂中針對各篇論文提出報告，並嘗試引導課堂中之討論。
三、期末報告同學應選擇策略性人力資源管理相關議題進行期末報告撰寫，於課程進度最後兩週進行口頭報告，並繳交書面報告。
期末報告的基本要求是對於特定議題進行深入探討，更佳之作法則是完成完整的研究計畫形式，亦即藉由議題及報告撰寫過程，推導出完整的研究假設，並完成研究設計，進而形成可執行的研究計畫。
期末報告之撰寫以個人為單位，同學於構思及撰寫報告時，可主動與教師討論相關問題。
四、成績核算方式期末報告40%課堂報告30%課堂參與及討論30%五、課程進度Week 1 (9/15) 課程簡介Week 2 (9/21) The Concept of SHRM1.Lengnick-Hall, C. A., and M. L. Lengnick-Hall. 1988. Strategic humanresources management: A review of the literature and a proposed typology.Academy of Management Review, 13(3): 454-470.2.Wright, P. M. & Boswell, W. R. 2002. Desegregating HRM: A Review andSynthesis of Micro and Macro Human Resource Management. Journal ofManagement, 28: 247-276.3.Wright, P. M., and Snell, S. A. 1998. Toward a unifying framework forexploring fit and flexibility in strategic human resource management.Academy of Management Review, 23(4): 756-772.Week 3 (10/2) Theoretical Basis of SHRM (1)1.Schuler, R. S. 1989. Strategic human resource management and industrialrelations. Human Relations, 42: 157-184.2.Barney, J., and Wright, P. M. 1998. On becoming a strategic partner: Therole of human resources in gaining competitive advantage. HumanResource Management, 37: 31-46.3.Lepak, D. P., and Snell, S. A. 1999. The human resource architecture:Toward a theory of human capital allocation and development. Academy ofManagement Review, 24: 31-48.Week 4 (10/9) Theoretical Basis of SHRM (2)1.Snell, S. A., M. A. Youndt, and P. M. Wright. 1996. Establishing aframework for research in strategic human resource management: Mergingresource theory and organizational learning. In J. Shaw, P. Kirkbride, and K.Rowland(Eds.), Research in personnel and human resource management,vol.14: 61-90, Greenwich, CT : JAI Press.2.Kang S. C., Snell, S. A. 2009. Intellectual capital architectures andambidextrous learning: A framework for human resource management,Journal of Management Studies, 46: 65-92.3.Snell, S. A. 1992. Control theory in strategic human resource management:The mediating effect of administrative information. Academy ofManagement Journal, 35: 292-327.Week 5 (10/16) HRM and Organizational Performance (1)1.Huselid, M. A., Jackson, S. E., and Schuler, R. S. 1997. Technical andstrategic human resource management effectiveness as determinants of firmperformance. Academy of management Journal, 40: 171-188.2.Batt, R. 2002. Managing customer services: Human resource practices, quitrates, and sales growth, Academy of management Journal, 45: 587-597.3.Giardini, A., and Kabst, R. 2008. Effects of work-family human resourcepractices: a longitudinal perspective. International Journal of HumanResource Management, 19: 2079 – 2094.Week 6 (10/23) HRM and Organizational Performance (2)1.Sun, L., Aryee, S., and Law, K. S. 2007. High-performance human resourcepractice, citizenship behavior, and organizational performance: A relationalperspective. Academy of Management Journal, 50: 558-577.2.Zatzick, C. D., and Iverson, R. D. 2006. High-involvement management andworkplace reduction: Competitive advantage or disadvantage? Academy ofmanagement Journal, 49: 999-1015.3.Ericksen, J., and Dyer, L. 2005. Toward a strategic human resourcemanagement model of high reliability organization performance,International Journal of Human Resource Management, 16: 907-928.Week 7 (11/6) Multiple Concepts about Fit1.Drazin, R., and Van de Ven, A. H. 1985. Alternative forms of fit incontingency theory. Administrative Science Quarterly, 30: 514-539.indarajan, V. 1988. A contingency approach to strategy implementationat the business-unit level: Integrating administrative mechanisms withstrategy. Academy of Management Journal, 31: 828-853.3.Doty, D. H., Glick, W. H., and Huber, G. P. 1993. Fit, equifinality, andorganizational effectiveness: A test of two configurational theories.Academy of Management Journal, 36: 1196-1250.Week 8 (11/13) Internal and External Fit in SHRM Research (1)1.Ichniowski, C., Shaw, K., and Prennushi, G. 1997. The effects of humanresource management practices on productivity: A study of steel finishinglines. The American Economic Review, 87: 291-313.2.Huselid, M. A. 1995. The impact of human resource management practiceson turnover, productivity, and corporate financial performance. Academy ofManagement Journal, 38: 635-672.3.Arthur, J. B. 1992. The link between business strategy and industrialrelations systems in American steel minimills. Industrial and LaborRelations Review, 45: 488-506.Week 9 (11/20) Internal and External Fit in SHRM Research (1)1.Youndt, M. A., Snell, S. A., Dean, J. W., and Lepak, D. P. 1996. Humanresource management, manufacturing strategy, and firm performance.Academy of Management Journal, 39: 836-866.2.Delery, J. E., and Doty, D. H. 1996. Modes of theorizing in strategic humanresources management: Tests of universalistic, contingency, andconfigurational performance prediction. Academy of Management Journal,39: 802-835.3.Nikandrou, I., Apospori, E., Panayotopoulou, L., Stavrou, E. T.,andPapalexandris, N. 2008. Training and firm performance in Europe: theimpact of national and organizational characteristics, International Journalof Human Resource Management, 19: 2057 – 2078.Week 11 (12/4) HRM and Employment Relationship1.Tsui, A. S., Pearce, J. L. Porter, L. W., and Tripoli, A. M. (1997),Alternative Approaches to the Employee-organization Relationship: DoseInvestment in Employees Pay Off? Academy of Management Journal, 40,pp.1089-1121.2.Wang, D., Tsui, A. S., Zhang, Y., and Ma, L. 2003. Employmentrelationships and firm performance: Evidence from an emerging economy.Journal of Organizational Behavior, 24:511-535.3.Dabos, G. E., and Rousseau, D. M. 2004. Mutuality and reciprocity in thepsychological contracts of employees and employers. Journal of AppliedPsychology, 89: 52-72.Week 12 (12/11) HRM and Agency Theory1.Eisenhardt, K. M. 1989. Agency theory: An assessment and review.Academy of Management Review, 14: 57-74.2.Welbourne, T. M., Balkin, D. B., and Gomez-Mejia, L. R. 1995.Gainsharing and mutual monitoring: A combined agency-organizationaljustice interpretation. Academy of Management Journal, 38: 81-899.3.Berrone, P., and Gomez-Mejia, L. R. 2009. Environmental performance andexecutive compensation: An integrated agency-institutional perspective.Academy of Management Journal, 52: 103-126.Week 13 (12/18) Multi-level issues in SHRM1.Klein, K. J., and Kozlowski, S. W. J. 2000. From micro to meso: Criticalsteps in conceptualizing and conducting multilevel research. OrganizationalResearch Methods, 3:211-236.2.Takeuchi, R., Chen, G., and Lepak, D. P. 2009. Through the looking glassof a social system: cross-level effects of high-performance work systems onemployees’ attitudes. Personnel Psychology, 62: 1-29.3.Ketkar, S., and Sett, P. K. 2009.HR flexibility and firm performance:Analysis of a multi-level causal model,International Journal of HumanResource Management, 20: 1009-1038.Week 14 (1/8) Cultural difference and HRM1.Hui, C., Rousseau, D. M., Lee, C. 2004. Psychological contract andorganizational citizenship behavior in China: Investigating generalizabilityand instrumentality, Journal of Applied Psychology, 89: 311-321.2.Fey, C. F., Morgulis-yakushev, S., Park, H. J., and Björkman, I. 2009.Opening the black box of the relationship between HRM practices and firmperformance: A comparison of MNE subsidiaries in the USA, Finland, andRussia. Journal of International Business Studies, 40: 690-712.3.Chiang, F. F. T., and Birtch, T. 2007. The transferability of managementpractices: Examining cross-national differences in reward preferences,Human Relations, 60: 1293-1330.Week 15 (1/15) Progress and Prospect of SHRM1.The Editors, 2009. Human resource management (HRM) and performance:Progress and prospects, Journal of Management Studies, 46: 127-128.2.Paauwe, J. 2009. HRM and performance: Achievements, methodologicalissues and prospects, Journal of Management Studies, 46: 129-142.3.Janssens, M., and Steyaert, C. 2009. HRM and Performance: A Plea forReflexivity in HRM Studies, Journal of Management Studies, 46:144-155.4.Becker, B. E., and Huselid, M. A. 2006. Strategic human resourcemanagement: Where do we go from here? Journal of Management, 32:898-925.Week 16 (1/22) Presentation。
人力资源管理英文介绍
Performance Management
Setting clear performance expectations and goals aligned with the organization's strategic objectives
02 03
Forecasting future work force needs
Based on business strategy and market trends, HR needs to forecast future work force requirements in terms of numbers, skills, and competencies
Making final hiring decisions and extending job offers to selected candidates
Training and Development
Designing and implementing training
programs to improve employees' skills and
Identifying areas for improvement and developing action plans to address performance gaps
Conducting regular performance reviews to assess employees' progress and provide feedback
美国人力资源管理专业介绍 Human Resources Management
美国人力资源管理专业 Human Resources Management人力资源管理专业是一个蓬勃发展的新兴专业,其发展速度是其他大部专业所无法比拟的。
随着知识经济时代的到来，人力资源已逐渐成为核心资源。
人力资源管理专业的建设和发展将在未来相当长的一段时间内对于企业和社会发展发挥重要的作用。
社会对人力资源专业人才的需求包括宏观和微观两大部分。
从宏观上看，一个国家／地区的人力资源开发的政策环境、人力资源开发与管理的法律与制度建设都是决定一个国家／地区人力资源利用效率的大问题。
从微观上看，人力资源管理与企业经营战略密切相关。
对人力资源专业人才的需求是多层面的，有战略和决策层面；战术层面（如薪酬制度设计、工作分析与设计、绩效标准制定、员工关系协调等）。
从全国人力资源管理专业院校目前能够培养的人才层次和数量及我国经济发展对人才的需求情况来看，无论是在决策层还是在技术层都极度缺乏专业人才。
美国人力资源管理专业开设院校美国大学 American University奥本大学 Auburn University阿兹塞太平洋大学 Azusa Pacific University贝勒大学 Baylor University波士顿学院 Boston College加州州立大学-奇科分校 California State University-Chico中密歇根大学 Central Michigan University查普曼大学 Chapman University克莱姆森大学 Clemson University德保尔大学 DePaul University菲尔莱狄更斯大学 Fairleigh Dickinson University佛罗里达国际大学 Florida International University南佛罗里达学院 Florida Southern College爱达荷州立大学 Idaho State University印第安那州立大学 Indiana State University印地安那大学伯明顿分校 Indiana University,Bloomington印第安纳大学与普渡大学印第安纳波里斯联合分校 Indiana University-Purdue University Indianapolis芝加哥洛约拉大学 Loyola University Chicago马凯特大学 Marquette University玛丽伍德大学 Marywood University迈阿密大学牛津分校 Miami University,Oxford密歇根州立大学 Michigan State University莫瑞州立大学 Murray State University纽约理工学院 New York Institute of Technology美国东北大学 Northeastern University西北密苏里州立大学 Northwest Missouri State University奥克兰大学 Oakland University俄亥俄大学 Ohio University普渡大学西拉法叶校区 Purdue University,West Lafayette罗彻斯特理工学院 Rochester Institute of Technology罗格斯大学新伯朗士威校区 Rutgers University New Brunswick萨姆休斯顿州立大学 Sam Houston State University桑佛德大学 Samford University索诺马州立大学 Sonoma State University圣约翰大学 St.John's University纽约州立大学奥斯威戈分校 State University of New York-Oswego美国天主教大学 The Catholic University of America乔治华盛顿大学 The George Washington University斯克兰顿大学 The University of Scranton德州大学阿灵顿分校 The University of Texas at Arlington托莱多大学 The University of Toledo犹他大学 The University of Utah特洛依州立大学 Troy State University纽约州立大学水牛城分校 University at Buffalo State University of New York 中央俄克拉荷马州立大学 University of Central Oklahoma辛辛那提大学 University of Cincinnati丹佛大学 University of Denver底特律大学 University of Detroit Mercy佛罗里达大学 University of Florida爱达荷大学 University of Idaho马里兰大学帕克分校 University of Maryland College Park迈阿密大学 University of Miami内布拉斯加大学奥马哈分校 University of Nebraska at Omaha内布拉斯加大学林肯分校 University of Nebraska Lincoln内华达大学拉斯维加斯校区 University of Nevada Las Vegas内华达大学里诺校区 University of Nevada Reno纽黑文大学 University of New Haven北德克萨斯州大学 University of North Texas宾夕法尼亚大学 University of Pennsylvania南卡罗来纳大学哥伦比亚分校 University of South Carolina Columbia圣路易斯华盛顿大学 Washington University in St Louis韦伯州立大学 Weber State University卫奇塔州立大学 Wichita State University莱特州立大学 Wright State University扬斯敦州立大学 Youngstown State University美国人力资源管理（HR）专业申请八大要点随着人力资源领域在国内的日渐走俏，留美申请HR硕士的人数也逐渐增多。
人力资源英语作文
人力资源英语作文Human Resource Management (HRM) is a strategic and integral part of any organization. It involves the management of people within the organization, focusing on the recruitment, selection, training, and overall development of employees. Here's a composition on the importance and functions of HRMin English:The Role of Human Resources in Modern OrganizationsIn today's competitive business landscape, the success of an organization largely depends on its workforce. Human Resources (HR) plays a pivotal role in managing and nurturing this workforce, ensuring that the right people are in the right positions to drive the company towards its goals.Recruitment and SelectionOne of the primary functions of HR is recruitment and selection. HR professionals are responsible for identifying the skills and competencies required for various positions within the organization. They design job descriptions, advertise job openings, and screen resumes to shortlist suitable candidates. Through interviews and assessments, HR ensures that the best candidates are selected for the job.Training and DevelopmentAnother crucial aspect of HR is training and development. HR professionals are tasked with identifying the training needs of employees and designing programs to enhance their skills and knowledge. This not only improves the overallproductivity of the workforce but also helps in the personal growth and career development of the employees.Performance ManagementHR also plays a significant role in performance management. They establish performance metrics, conduct regular appraisals, and provide feedback to employees. This process helps in identifying areas of improvement and setting performance goals, which in turn leads to better employee performance and organizational success.Employee RelationsMaintaining positive employee relations is another key function of HR. HR professionals are responsible for creating a harmonious work environment by addressing employee grievances, resolving conflicts, and promoting a culture of respect and fairness.Compensation and BenefitsHR is also in charge of designing and managing compensation and benefits packages. They ensure that the pay and benefits offered to employees are competitive and in line withindustry standards. This helps in attracting and retaining top talent.Strategic PlanningLastly, HR plays a vital role in strategic planning. They work closely with other departments to align HR strategies with the overall business goals of the organization. This ensures that the workforce is well-equipped to meet the challenges and opportunities that lie ahead.In conclusion, Human Resources is an indispensable part of any organization. It is through the diligent work of HR professionals that companies can attract, retain, and develop a workforce that contributes to the success and growth of the business.This composition highlights the multifaceted role of HR in modern organizations, emphasizing its importance in shaping the future of the company through strategic management of human capital.。
shrm的概念
SHRM概念解析1. SHRM的定义SHRM（Strategic Human Resource Management）即战略人力资源管理，是指组织在制定和实施人力资源管理政策和实践时，将其与组织的战略目标紧密结合，以提高组织绩效和员工满意度的一种管理理念和方法。
SHRM强调人力资源管理的战略性，将人力资源视为组织的重要资产，并通过合理配置、培养和激励员工，实现组织的长期发展目标。
2. SHRM的重要性2.1. 对组织的重要性•与组织战略目标一致：SHRM通过将人力资源管理与组织战略目标相结合，确保组织在人力资源方面的决策与战略一致，从而增强组织的竞争力。
•人力资源的战略视角：SHRM强调将人力资源视为组织的重要资产，通过合理配置、培养和激励员工，提高组织绩效和员工满意度。
•提高人力资源管理效能：SHRM通过制定明确的人力资源管理政策和实践，提高人力资源管理的效能，从而提升组织的整体绩效。
2.2. 对员工的重要性•增强员工参与感：SHRM鼓励员工参与组织决策制定和目标设定，增强员工对组织的归属感和参与感。
•提供发展机会：SHRM注重员工的培养和发展，提供各种培训和发展机会，使员工能够不断学习和成长。
•提高员工满意度：SHRM通过合理激励和福利制度，提高员工的满意度和忠诚度，增强员工对组织的归属感。
3. SHRM的应用3.1. 制定人力资源战略•分析外部环境：了解外部环境的变化和趋势，如人口结构、劳动力市场、法律法规等，以便制定适应性的人力资源战略。
•明确组织战略目标：与组织战略目标相结合，确保人力资源管理的决策与战略一致。
•制定人力资源策略：根据组织的战略目标，制定相应的人力资源策略，如人员招聘、培训发展、绩效管理等。
3.2. 人力资源招聘与选拔•确定人才需求：根据组织的战略目标和人力资源策略，确定人才需求的数量和类型。
•招聘渠道选择：选择适合的招聘渠道，如招聘网站、校园招聘、猎头公司等，以吸引符合要求的人才。
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Resource Management
Learning Objectives
1. Describe differences between strategy formulation and strategy
implementation.
2. List strategic management process components. 3. Discuss HRM function’s role in strategy formulation. 4. Describe linkages between HRM and strategy formulation. 5. Discuss typologies of strategies and associated HRM practices. 6. Describe HR issues and practices associated with directional
Strategic management is a process to address the organization’s competitive challenges by integrating goals, policies and action sequences into a cohesive whole.
Task
People
2-14
Strategic Implementation
HR Practices
•Recruiting •Training •Performance management •Labor relations •Employee relations •Job analysis •Job design •Selection •Development •Pay structure •Incentives •Benefits
•Behaviors •Results
2-7
Strategy - Decisions about Competition
How?
2-8
Strategic Planning and HRM Linkages
Administrative
2-9
Strategy Formulation
External Analysis •Opportunities •Threats
•Opportunities •Threats
Strategy Implementation
HR Practices
• • • • • • • • • • • • Recruiting Training Performance management Labor relations Employee relations Job analysis Firm Job design Performance Selection • Productivity Development • Quality Pay structure Incentives • Profitability Benefits
Mission
Goals
Strategic Choice
HR Needs
•Skills •Behavior •Culture
Internal Analysis
HR Capability
•Strengths •Weaknesses
•Skills, •Abilities •Knowledge
HR Actions
strategies.
Introduction
Goal of strategic management is to deploy and
allocate resources in a way that gives an organization competitive advantage. HRM function must be integrally involved in the company’s strategic management process. A business model is how the firm will create value for customers profitably.
2-5
Strategy Formulation
Strategy
Implementation
2 Phases of Strategic Management
2-6
Strategic Management Process Model
Strategy Formulation
External Analysis
Internal Analysis •Strengths •Weaknesses
2-10
SHRM-Strategy Formulation
Mission
Goals
Strategic Choice Internal Analysis
2-11
2-12
Strategy Implementation Variables
Strategic human resource management (SHRM) is the pattern of planned HR activities and deployments intended to enable an organization to achieve its goals.
• •
fixed and variable costs contributing and gross margins
2-3
Business Model Accounting Concepts
Fixed Costs
Variable Costs
Margins
Gross Margin
2-4
What is Strategic Management?
Organizational Structure Types of Information Product Market Strategy Reward Systems
Task Design
Performance Select Train Develop People
2-13
HRM’s 3 Implementation Variables: