人力资源管理3(双语)
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» Specific » Challenging » Measurable
Strategic Planning
Step
4: Formulate a strategic plan
– Specifies the courses of action a firm must take in order to meet its strategic goals – Formulated by:
Sound HRM Decision Making
Increased Employee Competence
Strategic Planning
Through
the strategic planning process, organizations determine where they are going.
1.Translating organizational goals into more narrow functional or departmental goals 2.Devising strategies for meeting these goals
HRP and Strategic Planning
Strategic Analysis
– What human resources are needed and what are available?
Strategic Formulation
– What is required and necessary in support of human resources?
– The process typically consists of the following activities:
1.Determine the organizational mission. 2.Scan the organizational environment. 3.Set strategic goals. 4.Formulate a strategic plan, part of which addresses human resource needs.
Strategic Analysis
Establish the context:
• business goals
Strategy Formulation
Clarify performance expectations and future management methods:
values, guiding principles • business mission • objectives and priorities • resource allocations
Employee Flows in an Organization
External Recruits Recalls promotions demotions internal transfers Quits Retirements Deaths Layoffs
Human Resource Planning
HRM and Competitive Advantage
HR Planning
Job Analysis
Recruitment Selection
Competence Motivation Work Attitudes Output Retention Legal Compliance Company Image Cost Leadership
– Costing less than a nickel a minute – Freeing employees time, iБайду номын сангаасproving speed and quality of their work – Improving the productivity of the HR Department
Advantage at General Motors
Problem: Time spent completing HR transactions hurts employee and HR productivity Solution: Developing an employee services center website The website has saved GM time and money by:
Human Resource Planning
“process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions”
»Challenges posed by political, legal, economic, social, and technological issues »Planners must also scan their industry environment.
– Internal environment
Chapter 3
Planning for Human Resources
Learning Objectives
Understand how human resource planning contributes to a firm’s competitive advantage. Identify the advantages of integrating human resources planning and strategic planning. Explain why and how human resource planning activities are conducted. Describe how HRM practices are developed in response to an HR plan
Strategy Implementation
Implement processes to achieve desired results:
• business goals
• company strengths/weaknesses • external opportunities/threats • source of competitive advantage
The Definition of HRP
HRP is the process through which organizational goals, as defined in business plans and mission statements, are translated into staffing-level objectives and integrated personnel programs and policies. It is concerned with the flow of people into, through, and out of an organization. It involves forecasting the need for labor and the supply of labor, then planning the programs necessary to assure that the organization has the right mix of employees and skills when and where they are needed.
• company strengths/weaknesses • external opportunities/threats • source of competitive advantage
Strategic Implementation
– How will the human resources be allocated?
Human Resources Planning
Strategic Planning
Integrating HRP and Strategic Planning
Strategic Planning
Step
1: Determine the organizational mission
– Mission statement
»A declaration of the organization’s overall purpose »Defines the basic business scope and operations that distinguish the organization from others of a similar nature »Answers the questions:
“Why
does our organization exist?” “What unique contributions can it make?
Strategic Planning
Step 2: Scan the organizational environment
– The firm’s external and internal environments must be scanned to identify threats and opportunities. – External environment
»Assess the firm’s strengths and weaknesses in order to form strategic goals that take advantage of strengths
– The task of gathering information for strategy formulation rests with all managers and employees.
Strategic Planning
Step
3: Set strategic goals
– Specify the desired outcomes that must be reached if the firm is to accomplish its mission – Strategic goals should be:
getting the right people at the right place at the right time
Five Major Objectives of HRP
Linking HR Planning Practices to Competitive Advantage
Employee Movements Into, Within, and Out Of Organization Are Smooth/ Less Disruptive Effective HR Planning Select HighQuality Applicants Retain HighPerforming Employees Transition Costs Are Minimized Lower Costs Competitive Advantage
Training/Develop. Performance App. Compensation Productivity Imp.
Product Differentiation
Workplace Justice Unions Safety & Health International
Opening Case: Gaining Competitive
Strategic Planning
Step
4: Formulate a strategic plan
– Specifies the courses of action a firm must take in order to meet its strategic goals – Formulated by:
Sound HRM Decision Making
Increased Employee Competence
Strategic Planning
Through
the strategic planning process, organizations determine where they are going.
1.Translating organizational goals into more narrow functional or departmental goals 2.Devising strategies for meeting these goals
HRP and Strategic Planning
Strategic Analysis
– What human resources are needed and what are available?
Strategic Formulation
– What is required and necessary in support of human resources?
– The process typically consists of the following activities:
1.Determine the organizational mission. 2.Scan the organizational environment. 3.Set strategic goals. 4.Formulate a strategic plan, part of which addresses human resource needs.
Strategic Analysis
Establish the context:
• business goals
Strategy Formulation
Clarify performance expectations and future management methods:
values, guiding principles • business mission • objectives and priorities • resource allocations
Employee Flows in an Organization
External Recruits Recalls promotions demotions internal transfers Quits Retirements Deaths Layoffs
Human Resource Planning
HRM and Competitive Advantage
HR Planning
Job Analysis
Recruitment Selection
Competence Motivation Work Attitudes Output Retention Legal Compliance Company Image Cost Leadership
– Costing less than a nickel a minute – Freeing employees time, iБайду номын сангаасproving speed and quality of their work – Improving the productivity of the HR Department
Advantage at General Motors
Problem: Time spent completing HR transactions hurts employee and HR productivity Solution: Developing an employee services center website The website has saved GM time and money by:
Human Resource Planning
“process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions”
»Challenges posed by political, legal, economic, social, and technological issues »Planners must also scan their industry environment.
– Internal environment
Chapter 3
Planning for Human Resources
Learning Objectives
Understand how human resource planning contributes to a firm’s competitive advantage. Identify the advantages of integrating human resources planning and strategic planning. Explain why and how human resource planning activities are conducted. Describe how HRM practices are developed in response to an HR plan
Strategy Implementation
Implement processes to achieve desired results:
• business goals
• company strengths/weaknesses • external opportunities/threats • source of competitive advantage
The Definition of HRP
HRP is the process through which organizational goals, as defined in business plans and mission statements, are translated into staffing-level objectives and integrated personnel programs and policies. It is concerned with the flow of people into, through, and out of an organization. It involves forecasting the need for labor and the supply of labor, then planning the programs necessary to assure that the organization has the right mix of employees and skills when and where they are needed.
• company strengths/weaknesses • external opportunities/threats • source of competitive advantage
Strategic Implementation
– How will the human resources be allocated?
Human Resources Planning
Strategic Planning
Integrating HRP and Strategic Planning
Strategic Planning
Step
1: Determine the organizational mission
– Mission statement
»A declaration of the organization’s overall purpose »Defines the basic business scope and operations that distinguish the organization from others of a similar nature »Answers the questions:
“Why
does our organization exist?” “What unique contributions can it make?
Strategic Planning
Step 2: Scan the organizational environment
– The firm’s external and internal environments must be scanned to identify threats and opportunities. – External environment
»Assess the firm’s strengths and weaknesses in order to form strategic goals that take advantage of strengths
– The task of gathering information for strategy formulation rests with all managers and employees.
Strategic Planning
Step
3: Set strategic goals
– Specify the desired outcomes that must be reached if the firm is to accomplish its mission – Strategic goals should be:
getting the right people at the right place at the right time
Five Major Objectives of HRP
Linking HR Planning Practices to Competitive Advantage
Employee Movements Into, Within, and Out Of Organization Are Smooth/ Less Disruptive Effective HR Planning Select HighQuality Applicants Retain HighPerforming Employees Transition Costs Are Minimized Lower Costs Competitive Advantage
Training/Develop. Performance App. Compensation Productivity Imp.
Product Differentiation
Workplace Justice Unions Safety & Health International
Opening Case: Gaining Competitive