国外著名HR咨询公司HRM培训

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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
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Fombrum, Tichy and Devanna Model 1984
Selection
Performance
Reward
Appraisal
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HRD
Warwick Model of HRM
OUTER CONTEXT
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
Guest Model
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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
Inner Context
Business Strategy Context HRM Context
HRM Content
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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
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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 阿里巧巧
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Hard HRM
• • • • • People as a resource Used dispassionately Used in calculating rational manner Head count Human RESOURCE Management
Armstrotures 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
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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
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Soft HRM
• • • • • • • Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Human Resource Management PART1
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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‟
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Levels of Influence
• Strategic
• Functional • Systems • Individual
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Implications at Strategic Level
• The identification of core competencies of the organisation which confer sustained competitive advantage • Owned by more than one person and grow through use and experience therefore difficult to imitate
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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
• 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
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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
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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?
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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