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Strategic Importance of HRM
Direction
Employees
Managers
Tone
The firm
Effectiveness
The work
1-18
HRM and Organizational Effectiveness
For a firm to survive and prosper, reasonable goals must be achieved in: Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
1-1
McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Employees + Good Management = $
1-23
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,
1-4
HRM Activities
EEO compliance
Job analysis
HR planning
Labor relations
Training, development
Performance evaluation, compensation
Safety, health, wellness
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Cost centers
Strategic HRM
Line managers
Improved understanding and use of human assets
Lead, inspire, understand
Short, intermediate, long term
Flexible, based on human resources
1-12
Strategic Importance of HRM
Responsibility for human resources
Objective
Role of HRM Time focus Control
Culture
Major emphasis Accountability
Traditional HRM
1-11
Strategic Importance of HRM
Today, HRM plays a major role in: Clarifying the firm’s human resource problems Developing solutions for them
Strategic HRM differs from traditional HRM Traditional arrangements… responsibility for managing human resources lies with specialists Strategic approach… people management rests with anyone who is in direct contact with workers or line managers
Recognizing the importance of people made HRM a major player in developing strategic plans HRM strategies must reflect the organization’s strategy regarding people, profit, and effectiveness
1-7
A Brief History of HRM
Science百度文库
Harmony
Scientific Management (Frederick Taylor)
Cooperation
Maximum output
1-8
A Brief History of HRM
Industrial Psychology
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
Action
People
Global
Future
1-6
A Brief History of HRM
English Guilds
Industrial Revolution
Coping With Change
Growing global competition Rapidly expanding technologies Demand for individual, team, organizational competencies
Faster cycle times Increasing legal and compliance scrutiny
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-19
HRM and Organizational Effectiveness
Reaching goals
Using employees efficiently
Influx/ retention of good employees
Measure of Effectiveness
Mission and strategy
1-15
Strategic Importance of HRM
Measured
HRM actions, language,
performance
Communicated
Evaluated
1-16
Strategic Importance of HRM
HRM accountability resulted from:
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
1-3
Introduction
HRM is charged with programs concerned with people
Effective use of people
Achieving individual & organizational goals Getting every manager involved
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-10
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
Specialists
Better performance
Respond to needs Short-term results Rules, policies, position
power Bureaucratic, top-down,
centralization Following the rules
1-14
Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits
Higher customer expectations Mechanized, routine work now knowledge-based
1-22
HRM and Organizational Effectiveness
Profitability gains Higher stock prices Company survival
Open, participative, empowerment
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
World Wars
Masons, carpenters, leather workers, other craftspeople
Changing work conditions and social patterns
Scientific management, welfare work, industrial psychology
Direction
Employees
Managers
Tone
The firm
Effectiveness
The work
1-18
HRM and Organizational Effectiveness
For a firm to survive and prosper, reasonable goals must be achieved in: Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
1-1
McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Employees + Good Management = $
1-23
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,
1-4
HRM Activities
EEO compliance
Job analysis
HR planning
Labor relations
Training, development
Performance evaluation, compensation
Safety, health, wellness
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Cost centers
Strategic HRM
Line managers
Improved understanding and use of human assets
Lead, inspire, understand
Short, intermediate, long term
Flexible, based on human resources
1-12
Strategic Importance of HRM
Responsibility for human resources
Objective
Role of HRM Time focus Control
Culture
Major emphasis Accountability
Traditional HRM
1-11
Strategic Importance of HRM
Today, HRM plays a major role in: Clarifying the firm’s human resource problems Developing solutions for them
Strategic HRM differs from traditional HRM Traditional arrangements… responsibility for managing human resources lies with specialists Strategic approach… people management rests with anyone who is in direct contact with workers or line managers
Recognizing the importance of people made HRM a major player in developing strategic plans HRM strategies must reflect the organization’s strategy regarding people, profit, and effectiveness
1-7
A Brief History of HRM
Science百度文库
Harmony
Scientific Management (Frederick Taylor)
Cooperation
Maximum output
1-8
A Brief History of HRM
Industrial Psychology
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
Action
People
Global
Future
1-6
A Brief History of HRM
English Guilds
Industrial Revolution
Coping With Change
Growing global competition Rapidly expanding technologies Demand for individual, team, organizational competencies
Faster cycle times Increasing legal and compliance scrutiny
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-19
HRM and Organizational Effectiveness
Reaching goals
Using employees efficiently
Influx/ retention of good employees
Measure of Effectiveness
Mission and strategy
1-15
Strategic Importance of HRM
Measured
HRM actions, language,
performance
Communicated
Evaluated
1-16
Strategic Importance of HRM
HRM accountability resulted from:
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
1-3
Introduction
HRM is charged with programs concerned with people
Effective use of people
Achieving individual & organizational goals Getting every manager involved
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-10
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
Specialists
Better performance
Respond to needs Short-term results Rules, policies, position
power Bureaucratic, top-down,
centralization Following the rules
1-14
Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits
Higher customer expectations Mechanized, routine work now knowledge-based
1-22
HRM and Organizational Effectiveness
Profitability gains Higher stock prices Company survival
Open, participative, empowerment
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
World Wars
Masons, carpenters, leather workers, other craftspeople
Changing work conditions and social patterns
Scientific management, welfare work, industrial psychology