人力资源管理与企业战略英文版
战略人力资源管理(英文版)
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Strategic Importance of HRM
Measured
HRM actions, language,
performance
Communicated
Evaluated
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Strategic Importance of HRM
HRM accountability resulted from:
the enterprise, and the public
ቤተ መጻሕፍቲ ባይዱ
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Providing Trained, Motivated Workers
Reward good results Don’t reward non-performance
Make goals clear Measure results clearly, fairly
Provide the right people at the right time
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Increasing Job Satisfaction
This job is matches my skills perfectly
The company treats me equitably
I find this job very fulfilling
Employees + Good Management = $
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Objectives of the HRM Function
HRM Contributions to Effectiveness
Help the organization reach goals Provide trained, motivated employees Employ workforce skills/abilities efficiently Increase satisfaction, self-actualization, quality of work life Communicate HRM policies to all employees Maintain ethical policies, socially responsible behavior Manage change to the mutual advantage of individuals, groups,
战略人力资源管理(英文版)
Recruitment, selection, motivation, orientation
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HRM Orientation
Action
People
Global
Future
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A Brief History of HRM
English Guilds
Industrial Revolution
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A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
Company structure
HRM
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HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
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HRM and Organizational Effectiveness
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Introduction
HRM is charged with programs concerned with people
Effective use of people
Achieving individual & organizational goals Getting every manager involved
人力资源战略专题报告(英文版)
人力资源战略专题报告(英文版)Human Resource Strategy: Enhancing Organizational Performance and Employee EngagementIntroduction:Human Resource (HR) Strategy is an integral part of organizational planning and development. It serves as a blueprint for managing and aligning human capital with the overall strategic goals of the organization. This report aims to explore the importance of HR strategy, its key components, and the role it plays in enhancing organizational performance and employee engagement.Importance of HR Strategy:1. Alignment with Organizational Strategy: HR Strategy ensures that human capital is aligned with the organization's strategic objectives. It helps in identifying the skills, competencies, and talent needed to achieve these objectives, thus maximizing productivity and efficiency.2. Employee Retention and Engagement: An effective HR strategy focuses on attracting, developing, and retaining high-quality employees. It creates a positive work environment, promotes employee growth and development opportunities, and encourages employee engagement. This, in turn, leads to higher employee satisfaction, reduced turnover, and increased productivity.Key Components of HR Strategy:1. Recruitment and Selection: A well-defined HR strategy includesa comprehensive recruitment and selection process. This involvesidentifying job requirements, sourcing candidates, conducting interviews, and selecting the most suitable candidates. Recruiting individuals who align with the organization's culture and values is crucial for a successful HR strategy.2. Training and Development: Investing in employee training and development is an essential component of HR strategy. It ensures that employees have the necessary skills and knowledge to perform their jobs effectively. Training programs should be aligned with organizational goals and tailored to meet specific employee needs.3. Performance Management: Implementing an effective performance management system is essential for driving employee performance and engagement. HR strategies should include clear performance expectations, ongoing feedback, and performance evaluations. This enables employees to understand their roles, set goals, and receive recognition for their achievements.4. Compensation and Benefits: Designing a competitive compensation and benefits package is crucial for attracting and retaining top talent. HR strategies should ensure that compensation is fair and competitive within the market while also providing incentives for high performance. Moreover, a comprehensive benefits package can enhance employee satisfaction and well-being.Role of HR Strategy in Enhancing Organizational Performance and Employee Engagement:1. Enhanced Productivity: An effective HR strategy helps in aligning human capital with organizational objectives, ensuringthat employees understand their roles and responsibilities. This leads to increased productivity and efficiency, ultimately contributing to organizational success.2. Improved Employee Satisfaction: A well-defined HR strategy focuses on creating a positive work environment, fostering employee growth and development, and recognizing employee contributions. This results in higher employee satisfaction, motivation, and commitment towards their work.3. Reduced Turnover: A robust HR strategy includes initiatives to attract, retain, and develop high-quality employees. By offering competitive compensation, growth opportunities, and a supportive work culture, organizations can reduce turnover rates and retain their top talent.4. Enhanced Employee Engagement: Employee engagement is a critical factor that drives organizational success. An effective HR strategy ensures that employees feel valued, heard, and involved in decision-making processes. This cultivates a sense of belonging and commitment, leading to increased engagement and productivity.Conclusion:A well-defined HR strategy is crucial for organizations to optimize their human capital and achieve strategic objectives. By aligning HR practices with organizational goals, organizations can enhance performance, increase employee engagement, and ultimately gain a competitive advantage. As the business landscape evolves, nurturing and developing human capital will remain a key focusfor organizations seeking long-term success.Human Resource Strategy and Organizational Performance: The Role of Employee Development and Talent ManagementIntroduction:In today's highly competitive business environment, organizations are increasingly recognizing the importance of their human capital in driving organizational performance and achieving strategic goals. Human Resource (HR) Strategy plays a critical role in enhancing organizational performance by aligning HR practices with the overall strategic objectives of the organization. This report aims to explore the role of employee development and talent management within the broader context of HR Strategy and its impact on organizational performance.Employee Development:Employee development refers to the ongoing process of providing employees with the necessary skills, knowledge, and opportunities to grow and succeed in their roles. It involves a range of activities including training, coaching, mentoring, and job rotation.1. Skills Enhancement: Employee development focuses on improving employees' skills and competencies. By offering training programs, workshops, and other learning opportunities, organizations can equip their employees with the knowledge and skills needed to perform their job effectively. This not only enhances individual performance but also contributes to overall organizational productivity.2. Career Pathing: Employee development includes career pathing,which involves identifying potential career advancement opportunities and providing employees with a roadmap for their professional growth within the organization. This helps in promoting employee engagement, retention, and satisfaction.3. Succession Planning: Succession planning is an important aspect of employee development. It involves identifying and developing employees with high potential for future leadership roles within the organization. By nurturing and preparing future leaders, organizations can ensure a smooth transition in key positions, mitigating the risk of talent gaps and maintaining organizational performance.Talent Management:Talent management refers to the systematic identification, attraction, development, and retention of high potential and high performing employees. It involves a proactive approach to managing the organization's talent pool, ensuring that the right people are in the right positions at the right time.1. Talent Acquisition: Talent management starts with effective recruitment and selection processes. Organizations need to identify the key competencies and skills required for success in different roles and attract candidates who possess these qualities. By hiring the right people, organizations can enhance performance and productivity.2. Performance Management: Effective performance management is a crucial component of talent management. It involves setting clear performance expectations, providing ongoing feedback, andconducting regular performance evaluations. By distinguishing and rewarding high performers, organizations can motivate employees and drive performance.3. Leadership Development: Talent management includes a focus on developing leadership capabilities within the organization. By providing leadership development programs, organizations can groom individuals for future leadership roles. Effective leadership is essential for driving organizational performance and ensuring a sustainable competitive advantage.Impact on Organizational Performance:1. Improved Employee Engagement: Employee development and talent management initiatives contribute to higher levels of employee engagement. By investing in employees' professional growth, organizations demonstrate their commitment to their well-being and future success. Engaged employees are more motivated, productive, and committed to the organization's goals.2. Enhanced Performance and Productivity: A strategic approach to employee development and talent management leads to improved individual and organizational performance. By equipping employees with the necessary skills and knowledge, organizations can enhance their ability to perform their roles effectively, resulting in greater productivity.3. Reduced Turnover: Organizations that prioritize employee development and talent management initiatives foster a positive work environment and create a culture that supports employee growth and career advancement. This leads to greater employeesatisfaction, loyalty, and reduced turnover rates. Retaining top talent is crucial for maintaining organizational performance and competitiveness.4. Competitive Advantage: A well-executed employee development and talent management strategy can provide organizations with a sustainable competitive advantage. By developing a robust talent pipeline and equipping employees with the necessary skills and knowledge, organizations can respond effectively to changing business environments and meet future challenges.Conclusion:Employee development and talent management play a critical role in enhancing organizational performance. A proactive and strategic approach to employee development and talent management can drive engagement, improve performance, reduce turnover, and provide organizations with a sustainable competitive advantage. As organizations navigate an increasingly complex business landscape, investing in human capital through employee development and talent management initiatives will be vital for long-term success.。
战略人力资源管理经典资料英文版
• 7) The recognition of HR at the executive or strategic level in addition to the firm and operational levels.
Basic thesis: Effective utilization of HR can assist organizations in achieving competitive advantage.
Competitive advantage: a. Refers to the ability of an organization to formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment). b. Perceived customer value can create competitive advantage.
• 2) Based on a growing recognition for HR managers to assume a broader role in the overall organizational strategy.
• 3) Recognition that the HR function should be "planned, organized, and evaluated on the basis of its contribution to the business."
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
LEADERSHIP IN OUR BRANDS
We will achieve brand superiority by: Delivering the best products in the marketplace:
The highest quality The best tasting The most consistent Communicating these benefits in a high-impact, persuasive and consistent manner
The 5-P Model
PCI’s strategic business objectives
Committed bottling organization Uncompromising dedication to quality Development of talented people Focus on growth Quality business plans
enterprise Helping people succeed by building an environment with:
英文版战略性人力资源管理
The meaning of strategic human resource managementStrategic human resource management is: to enable organizations to achieve the goal of human resources to plan the deployment and activities of various models. Strategic human resource management is an essential integral part of the strategy, including the business people to achieve organizational goals through the various aspects. Since human capital is the major source of competitive advantage, strategies also need people to perform, so the top management in the development of strategies must carefully consider the human factor. Strategic human resource management will focus on the organization: to change the structure and culture, organizational efficiency and performance, the development of special abilities, and managing change. Its purpose is: To ensure that the organization has good skills and good access to staff motivation, so that organizations gain sustainable competitive advantage, creating the organization's strategic capabilities, relying on people to achieve strategic objectives and rely on the core human resources to build competitive advantage.Strategic human resource management major role in the organization and requirements are:(1) to achieve organizational strategy and objectives to provide support to ensure that all human resources activities have added value.(2) to strengthen cultural management, release and develop the inner ability.(3) development process to maximize the contribution of employees, potential employees who, in their early career, should organize and manage aspects of their vision.(4) enterprise-wide, so that each individual learn and develop as an important part of their working life.(5) the design, implementation and management of various systems to provide specific skills training to ensure employees learn the relevant experience.(6) by experts to recruit, develop and train staff to enable them to cope with business changes with a wide range of skills and a good attitude.(7) management of a growing variety of career mode, a variety of professional staff to pursue.Strategic human resource management theory(1) Value. Strategic human resource management and general human resources management major difference is that it emphasizes human resource management activities closely with the corporate strategy, its functions include acquisition, development, evaluation and incentives directly into the corporate strategic planning and implementation process. Human resources management is to a strategic level, which in itself is for human resource managers a powerful incentive to encourage them to change the thinking, broaden their horizons, from the overall situation, the effective integration of human resource management system and make the efficient functioning of the human resource management will become a source of value creation.(2) scarcity. Human resource management of each organization are rooted in corporate organizational culture and a certain social norms, and by the internal and external environment of enterprises made a comprehensive analysis of strategies to guide, that in itself is unique, proprietary organizations, which is also scarce.(3) the difficulty of imitation. Strategic human resource management to emphasize that human resources management system integration and corporate strategy, stage of development of each organization and the resources on their own ability to create competitive advantage are different, in addition, the establishment of human resource management based on past experience on itself is an evolving process of evolution and re-accumulation, showing that inter-organizational human resources management system is a great difference. Strategic human resource management focuses on human resource management and enterprise strategy, while the longitudinal match practice to achieve its lateral match between the organization's internal and external environment in which the uncertainty in turn determines the match should be a dynamic, flexible. This dynamic matching tissue embedded in a particular environment, because of its unique and difficult to be imitated by competitors.(4) is not irreplaceable. Strategic human resource management emphasis on human resource management and the formation of corporate strategy integration, from a strategic height deployment of human resources. Human resources become the first resource in the organization, material resources, the role of human resources should be adopted, its value can be the ultimate expression. Therefore, when the major decisions in the face of business, capital, technology and other production factors to consider, but the issue of human resources compared to the significantimpact organizational decision making, they are replaced in human resources can not be realized.Strategic human resource management on the impact of management activitiesStrategic human resource management, human resources, it is concerned about the systematic, integrated, and the direction of the new, the theme of the new policy, rather than trivial details and specific technique, which makes human resource management from a relatively "low" transactional work out of them, located in the core business with the organization closer to the theme, so they have more important strategic position and role. Therefore, the strategic human resource management is not only a new management model, but should be an advanced management ideas and concepts. No doubt this idea and concept of the current human resources management will have a profound impact.(1) shift in the focus of work and the work function of the expansion. Human resource management focus will be located in those organizations is more important long-term sustainable development of the subject, it is no longer confined to the core of the labor organization to obtain and develop their motivation, in order to evaluate its performance, and as to the Pay basis, but the strategic decision-making in the organization play a more proactive role, specifically including the transformation of organizational structure, reconstruction process of optimizing the operation of the organization, fostering organizational culture building, change the organization's leadership style, adjusting the organizational communication Organization's work to create atmosphere, staff attitude research organizations to improve the organization's employee job satisfaction, and strengthen the development of effective means for the organization, both organizations and employees win the value of the common growth of other aspects. At this point, human resource managers assume a strategic partner, management experts, staff motivator and role of change agents 4.(2) human resources management to improve organizational performance in the fundamental role to play. Strategic human resource management that human resources are the organization achieve its goals, the most important resource for sustainable development, namely, human resources are the key considerations in organizational decision-making; have access to human resources, development, evaluation and incentives should match the strategic objectives of the organization it becomes a vital part of management. The organization's human resources management as the most direct and important practitioners of human resource management activities, will become the core of the organization and management department. Human resources departments will strengthen its own building, will be more focus on the improvement of organizational performance and organizational performance in particular play a decisive role in the key performance, thereby improving the performance of its human resources operation in the effective corporate strategy , and promoting the organization to complete the strategic plan.战略性人力(rénlì)资源管理的内涵战略性人力(rénlì)资源管理是指:为了(wèi le)使组织能够达到目标,对人力(rénlì)资源各种部署和活动进行计划的模式。
战略人力资源管理(英文版)课件
1-3
Introduction
HRM is charged with programs concerned with people
Effective use of people
Achieving individual & organizat onal goals
i
Getting every manager involved
Use realistic, challenging, spe in planning
cific, and meaningful goals models
Prepare reports on HRM solutions to problems
Train HR staff to emphasize importance of profits
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Providing Trained, Motivated Workers
Reward good results Don’t reward non-performance
Make goals clear Measure results clearly, fairly
Provide the right people at the right time
Direction
Employees
Managers
Tone
The firm
Effectiveness
The work
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HRM and Organizational ss
lFor a firm to survive and prosper, reasonable goals must be achieved in: lPerformance lLegal compliance lEmployee satisfaction lAbsenteeism
人力资源管理与企业战略教案PPT课件
Defines how these activities are carried out
The 5-P Model
1. HUMAN RESOURCES PHILOSOPHY
This is a statement of how the organization regards its human resources, what role the resources play in the overall success of the business, and how they are to be treated and managed. Instead of using the terms HR philosophy or HR values to describe how human resources are regarded, treated, and managed, some organizations use the term culture.
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
The 5-P Model
Pepsi-Cola International’s strategy
Being No. 1 by Creating Value through Leadership and Excellence. The fastest growing The most committed to customer service and attuned to customer needs The best operators The best selling and marketing company The best people-oriented company
人力资源管理与企业战略(英文版)(ppt 22页)
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
The 5-P Model
Pepsi-Cola International’s strategy
Being No. 1 by Creating Value through Leadership and Excellence.
Coordinates efforts to facilitate change to address major peoplerelated business issues
Mo
Defines how these activities are carried out
LEADERSHIP IN OUR BRANDS
We will achieve brand superiority by: Delivering the best products in the marketplace:
The highest quality The best tasting The most consistent Communicating these benefits in a high-impact, persuasive and consistent manner
The 5-P Model
Linking Strategic Business Needs & Strategic HRM Activities
ORGANIZATIONAL STRTEGY Initiates the process of identifying strategic business needs and provides specific qualities to them
与企业战略相匹配的人力资源管理战略
２０世纪６０年代企业战略管理理论兴起后，战略管理成为企业管理者关注的焦点之一。
企业战略管理是指将企业日常业务决策同长期计划决策相结合而成的一系列经营业务。
它关系着企业是否具有长远的计划性发展，是企业寻求竞争力的管理活动。
对于战略管理的内涵有着两种不同理解：行为结构分析学派认为战略管理体制在于选择行业和市场定位，因为企业所处的环境是企业能否获得超额利润的决定因素。
而内部资源学派则与此相反，他们认为企业战略管理在于整合企业所特有的资源，因为企业的竞争优势是由其内部独特的资源形成的。
从不同的角度出发，学者们提出了不同的战略观点。
安索夫以环境——战略——组织三者为支柱，建立起了企业战略管理的基本框架，他认为战略行动就是组织通过改变内部资源配置和行动方式，使之与环境相适应的过程，战略类型的选择取决于企业所处的环境，由此产生的战略类型有：稳定型、反应型、占先型、探索型、创造型。
波特则认为战略管理的关键在于如何确立企业的竞争优势，选择何种战略取决于企业希望在哪些方面取得竞争优势，由此可供选择的战略类型有：成本领先战略、标新立异战略、目标集中战略。
安德鲁斯提出了目标战略理论的观点，他认为战略的关键在于决定企业的长期目标，并通过对资源进行配置和经营实现这些目标。
但无论企业战略的类型如何不同，企业实行战略管理的目的都是相同的，即在市场信息中生存，在竞争中取胜，这就是说企业要获得相比较的竞争优势，或取得更有利的市场地位。
而企业竞争优势是通过有效的人力资源管理战略实现的。
所谓人力资源管理战略是指企业慎重的思维NC思维NC Thought与企业战略相匹配的人力资源管理战略文廖泉文杨泉厦门大学管理学院/Human Resource Management Stratagem Matching With Enterprise`s Stratagem 自C APITAL31N C EW APITAL 使用人力资源，帮助企业获取和维持其竞争优势，它是组织所采用的一个计划或方法，并通过员工的有效活动来实现组织的目标。