人力资源管理英文论文

Human Resource ManagementAssignment Cover人力资源管理课程论文MODULE CODE AND NAME课程及名称Module Name科目名称：___人力资源管理__ _ Lecturer 讲师：__ 陈刚Section Code 专业班级：__10市场营销（全英班）Student ID 学生证号码：___ 1040413104Student Name学生姓名：___ 陈佩珊Human Resource Management and ManagersSummeryHuman resource management from the rise since the mid-80s, as a new subject, the development of a ten years time, however, but the human resource management theories and methods have been widely used in an international context together, and have achieved remarkable results.With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more im portant role in today’s business activities.How to carry out the enterprise human resources management and development activities, to establish a 21st century economic development and adaptation of human resources management system, enterprise managers will be facing a major issue.This report will be divided into two sections about human resource management. The first section will introduce what is human resource management and it importance in modern management process. The second section will discuss what should managers in organization do while managing employees, and introduce some human resource management tools.Key words:Human Resource Management, Strategic Human Resource Management, Human Resource Management ToolsAs we know an organization consists of people with formally assigned roles who work together to achieve the organization's goals. A manager is the person responsible for accomplishing the organization's goals, and who does so by managing the efforts of the organization's people. Most experts agree that managing involves five functions that include planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. In modern era, how to manage staff has become an important part of business management, not only in companies but also all kinds of organizations. And staff management became an science, that what we talking about today, Human Resource Management (HRM)What Is Human Resource Management?Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The topics we'll discuss should therefore provide you with the concepts and techniques you need to perform the "people" or personnel aspects of your management job. And these include conducting job analyses, planing labor needs and recruiting job, selecting job, orienting and training new employees, managingwages and salaries, providing incentives and benefits, appraising performance, communicating, training and developing managers, and building employee commitment. And a manager should also know how to equal opportunity and affirmative action, give concern of the employee health and safety, and handling grievances and labor relations. Why Is Human Resource Management Important to All Organizations?You might ask why are these concepts and techniques important to all organizations? Perhaps it's easier to answer this question by listing some of the personnel mistakes organization don't want to make while managing. For example, company don't want to: ❖Hire the wrong person for the job❖Experience high turnover❖Have your people not doing their best❖Waste time with useless interviews❖Have your company taken to court because of your discriminatory actions❖Have your company cited under federal occupational safety laws for unsafe practices❖Have some employees think their salaries are unfair relative to others in the organization❖Allow a lack of training to undermine your department's effectiveness❖Commit any unfair labor practicesAs you can see these abjective problems above, which can drop the company into trouble situation. It's necessary for the company to start HRM, and keep in move smoothly.Employers are also experimenting with offering human resource services in new ways. For example, some employers organize their HR services around four groups: transactional, corporate, embedded, and centers of expertise.❖The transactional HR group focuses on using centralized call venters and outsourcing arrangements with vendors (such as benefits advisors) to provide specialized support in day-to day transactional HR activities (such as changing benefits plans and providing updated appraisal forms) to the company's employees. ❖The corporate HR group focuses on assisting top management in "top level" big picture issues such as developing the company's long-term strategic plan.❖The embedded HR unit assigns HR generalists (also known as "relationship managers" or "HR business partners") directly to departments like sales and the departments need.❖The centers of expertise are like specialized HR consulting firms within the company —for instance, providing specialized assistance in areas such as organizational change.Someone always has to staff the organization, so human resource managers have long played important roles. Working cooperatively with line managers, they've helped administer benefits, screen employees, and recommend appraisal forms, for instance. However, exactly what they do and how they do it is changing. Some of the reasons for these changes are obvious. For example, employers can now use intranets to let employees change their own benefits plans, something they obviously couldn't do, say,20 or so years ago. Some other trends shaping human resource management practices are perhaps more subtle. These trends include globalization, technology, deregulation, debt or "leverage", changes in demographics and the nature of work, and economic challenges.❖Globalization and competition trends❖Indebtedness ("leverage") and deregulation❖Technological trend❖Trends in the nature of work❖Workforce and demographic trend❖Economic challenges and trendsAs trends like these translate into changes in human resource management practices, and in what employers expect from their human resource managers. We'll look at some specifics.❖The new human resource managers.today, we've seen that companies are competing in a very challenging new environment. Globalization, competition, technology, workforce trends, and economic upheaval confront employers with new challenges.In that context, they expect and demand that their human resource managers exhibit the competencies required to help the company address thew=se new challenges proactively. They focus more on big picture issues, they find new ways to provide transactional services, and they have new proficiencies.❖Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. It required employees with the knowledge, skills, and motivation to run the new automated plant.Therefore, included detailed guidelines regarding what skills and knowledge the workers would need, as well as exactly how to recruit, test, select, and train such workers❖High-performance work systems.the multitude of competitive and economic challenges also means that employers must focus like a laser on productivity and performance improvement. A high-performance work system is a set of human resource management policies and practices that together produce superior employee performance.❖Evidence-based human resource management. Saying you have a "high-performance" organization assumes that you can actually measure how you're dong. In today's challenging environment, employers naturally expect that their human resource management teams be able to do this. Providing evidence such as this is the heart of evidence-based human resource management. This is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. Put simply, evidence-based human resource management is the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on.We'll find that as human resource management has played such important role inorganization management, managers would take more responsibilities and pay more attentions in human resource managing.anything the company does, or plans to do, will require managers and other personnel, and therefore a personnel plan. For example, a consulting company's projected number of clients will help determine how many consultants and support staff it needs at each stage of the plan. You may not realize it when you're managing, but your company's strategic plan is guiding much of what you do. Management expert Peter Drucker once said that management "... Is the responsibility for execution." what he means is that as a manager you'll be judged on at least one thing —on the extent to which you accomplished your unit's goals. Organizations exist to achieve some purpose, and if they fail to achieve their ends, to that extent they have failed. As Drucker also said, "there has to be something to point to and say, [we] have not worked in vain." those aims or goals —and the hard work you put into accomplishing them —all of people you hire and how you hire them, what you train them to do, and how you appraise and reward them, for instance —depend on the goals that trickled down to you from your firm's overall plan.Managing The New WorkforceIn the film Slumdog Millionaire, the hero works in an Indian call center. Here, hundreds of his colleagues spend their days juggling calls from client companies' users around the world, the client companies offshored this call-handling task to the call center's relatively low-paid employees.Offshoring increasingly plays a role in employers' competitive strategies. Offshoring is the exporting of jobs from developed countries to countries where labor and other costs are lower. When a pharmaceuticals company decides to have its drugs produced in China, or you find yourself on the phone with a call center employee in Bangalore, India, offshoring is taking place.Historically, offshring involved mostly lower skilled manufacturing jobs as, say, clothing manufacturers chose to assemble thir garment abroad. Increasingly, however, employers —are offshoring thousands of higher skies jobs, for instance, in financial, legal, and security analysis.The human resource manager plays a role at each stage of the offshorin decision. For example, the CEO should have the human resource team involved in the earliest stages of gathering information about things like the educational and pay levels of the countries to which the firm is thinking of offshoring jobs. However, HR's main involvement is usually once the company decides to offshore. For example, the human resource management team needs to establish policies governing things like compliance whit ethical safety and work standards, and pay levels. Human resource management's involvement back home may be even more crucial. Current, home-country employees and their unions may well resist the transfer of work. Maintaining employee commitment and open communications whit employees is therefore important. Strategic Human Resource ManagementWe're seen that once a company decides how it's going to compete, it turns to formulating departmental strategies to support its competitive aims. One of thosedepartments is human resource management.Every company needs its human resource management policies and activities to make sense in terms of its broad strategic aims. Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. The basic idea behind strategic human resource management is simple: In formulating human resource the employee skills and behaviors that the company needs to formulates a strategic plan. That strategic plan implies certain workforce requirements. ( For example, do we need more computer-literate employees for our new machines? ) Given these workforce requirements, human resource management formulates HR strategies ( policies and practices) to produce the desired workforce skills, competencies, and behaviors. Finally, the human resource manager identifies the measures he or she can use to gauge the extent to which its new policies and practices are actually producing the required employee skills and behaviors. These measures might include, for instance, "hours of computer training per employee", "productivity per employee", and (via customer surveys)"customer satisfaction". Managers call the specific human resource management policies and practices they use to support their strategic aims human resource strategies.Strategic HR in Action: Improving Mergers and Acquisitions.As the tredit crises worsened a few years ago, Merrill Lynch looked to Bank of America(BOA) to throw it a lifeline, and BOA obliged bu buying Merrill. Within 2 momths, that purchase wasn't looking so attractive. Dozens of top Merrill managers had quit, and costs were skyrocketing. BOA's experience isn't unique. Until recently, it appears that only about half of all mergers and acquisitions achieved their anticipated goals.When managers and acquisitions do fail, it's often not due to financial or technical issues but to personnel-related ones. These may include, for example, employee resistance, mass exits bu high-quality employees, and declining morale and productivity. As one study concluded some years ago, mergers and acquisitions often fail due to "a lack of adequate preparation of the personnel involved and a failure to provide training which fosters self-awareness, cultural sensitivity, and a spirit of cooperation".Using HRM Ir's ironic that, until recently, top executives rarely involved their human resource managers in planning the merger or acquisition. Surveys by consultants Towers Perrin found that prior to 2000, human resource executives played limited roles in merger and acquisition (M&A) planning and due diligence. They tended to gey involved only when management began integrating the two companies into one. Today by contrast "close to two thirds of the [survey] participants are involved in M&A due diligence now". So, it's probably not surprising that there's been a rise in M&A success as employers have called in their human resource experts earlier. For example, a more recent survey concluded that almost 80% of recent mergers and acquisitions had satisfactory results. Another survey found that mergers in which top management asked human resource management to apply its expertise consistently outperformed those in which HR was less involved.Due Diligence Stage Before finalizing a deal, it is usual for the acquirer (or merger partners) to perform "due diligence" reviews to assure they know what they're getting into. For the human resource teams, due diligence includes reviewing things like organizational culture and structure, employee compensation and benefits, labor relations, pending employee litigation, human resource policies and procedures, and key employees. Employee benefits are one obvious example. For example, do the target firm's health insurance contracts have termination clause that could eliminate coverage for all employees if you lay too many off after the merger?Integration Stage There are critical human resource issues during the first few months of a merger or acquisition. These include choosing the top management team, insuring top management leadership, communicating changes effectively to employees, retaining key talent, and aligning cultures.Using HR Consultants Several global human resource consulting companies, such as Towers Perrin , provide merger-related human resource management services. The services they provide help to illustrate human resource experts' potential role in facilitating mergers and acquisitions.❖Manage the deal costs.❖Manage the messages.❖Define and implement an effective HR service delivery strategy.❖Develop a workable change management plan.❖Design and implement the tight staffing model.❖Aligning total rewards.Shaws Example Shaws Supermarkets acquired Star Markets several years ago. At the time, Shaws had 126 stores and Star had 54. The two firms' human resource management teams played an important role in this successful acquisition. For example, they worked to: develop preliminary organizational designs, identify the members of the top three levels of management, assess critical managers and employees, create retention policies for key people, plan for and execute the separation of redundant staff, develop a total rewards strategy for the combined company, and integrate payroll benefits and human resource information systems.Strategic Human Resource Management ToolsManagers use several tools to help them translate the company's broad strategic foals into specific human resource management policies and activities. Three important tools include the strategy map, the HR Scorecard, and the digital dashboard.Strategy Map The strategy map shows the "big picture"of how each department's performance contributes to achieving the company's overall strategic goal. It helps the manager understand the role his or her department plays in helping execute the company's strategic plan.The HR Scorecard Many employers quantify and computerize the map's activities. The HR Scorecard helps them to do so. The HR Scorecard is not a scorecard. It refers to a process for assigning financial and nonfinancial goals or metrics to the human resource management- related chain of activities required for achieving the company's strategic aims and for monitoring results. Managers use special scorecard software tofacilitate this . The computerized scorecard process helps you to quantify the relationships between (1) the HR activities (amount of testing, training, and so forth), (2) the resulting employee behaviors (customers service, for instance), and (3) the resulting firm-wide strategic out comes and performance (such as customer satisfaction and profitability).Digital Dashboards The saying "a picture is worth a thousand words" explains the purpose of the digital dashboard. A digital dashboard presents the manager with desktop graphs and charts, and so a computerized picture of where the company stands on all those metrics from the HR Scorecard process. As in the illustration just below, a top manager's dashboard for Southwest Airlines might display on the PC screen real-time trends for strategy map activities such as fast turnaround, attracting and keeping customers, and on-time flights. This gives the manager time to take corrective action. For example. If ground crews are turning planes around slower today, financial results tomorrow may decline unless the manager takes action.ReferenceGary Dessler, Human Resource ManagementStephen P·Robbins, David A..DeCenzo, Henry Moon, Fundamentals of Management Orville C·Walker, John W·Mullins, Harper W·Boyd, Marketing StrategyFishkin C·A, Shape of Risk: A New Look at Risk Management。