國外著名hr咨詢公司hrm培訓(xùn)

1、阿里巧巧 Human Resource ManagementPART1阿里巧巧 Personnel Management to Human Resource Management Recognition of the need to take a more strategic approach to the management of people Began in the 1980s in the USA UK followed quickly Concept is a strategic approach to acquiring, developing, managing and gai

2、ning the commitment of the organisations key resource the people who work for it Armstrong 1991阿里巧巧 Features 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 In

3、volves strong cultures and values阿里巧巧 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

4、policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance Features of HRM阿里巧巧 Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward阿里巧巧 Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CO

5、NTEXT阿里巧巧 Warwick Model content of the boxes Outer context socio-economic, technical, politico-legal,competitive Inner context culture, structure, politico-leadership, task-technology, business outputs Business strategy context objectives, product market, strategy and tactics HRM context- role, defi

6、nition, organisation, HR outputs HRM content HR flows, work systems, reward systems, employee relations阿里巧巧 The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:Sharehol

7、dersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well being阿里巧巧 Guest Model Defi

8、nes 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, capa

9、bility to innovate阿里巧巧 Soft HRM Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management阿里巧巧 Hard HRM People as a resource Used dispassionately Used in calculating rational manner Head count Human RESOURCE Management阿里巧巧 Competence-Based HRMDefin

10、itions: 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 superio

11、r performance Boyatsis 1982阿里巧巧 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?阿里巧巧 Levels of Influence Strategic Functional Systems Individual

12、阿里巧巧 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阿里巧巧 Implications for the Human Resource Function Develop mana

13、gerial 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阿里巧巧 Implications for Human Resource Systems Vertica

14、l 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阿里巧巧 Recruitment and Selection

15、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阿里巧巧 Develop interview questions that elicit examples of past be

16、haviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performanceRecruitment and Selection阿里巧巧 Appraisal Set outcome and performance targets for each competence Outcome levels and performa

17、nce targets can be graded if desired.e.g standard performance; above standard; excellent etc Below standard performance can be used to generate development needs阿里巧巧 Can provide forum for the identification of new/changing competence requirements Can provide forum for setting acquisition of competen

18、ce time scales Provides a clear and agreed framework for performance evaluation and discussionAppraisal阿里巧巧 Development Provides a framework for individual training needs No transfer problems as competence can only be demonstrated by on the job behaviours Development contributes directly to current

19、performance Encourages a broad based approach to development activities 阿里巧巧 Ensures line manager commitment to development Offers common language to all participants in the development process Offers transparent process to all stakeholders Facilitates validation and evaluation of the development pr

20、ocessDevelopment阿里巧巧 Reward Promotes flexibility Promotes a development focused culture Provides opportunities for advancement via skills Provides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority阿里巧巧 Can assist in addressing the technical/managerial

21、 divide Offers a route for the reward of knowledge workers Carries high face validity and felt fair perception Via core organisational competencies can link reward directly to organisational strategyReward阿里巧巧 Integration Vertical - integration with corporate strategy Horizontal - the internal integ

22、ration of the components of an HR strategy Intra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other阿里巧巧 Current HRM Issues & Debates Responding to increased competition Managing international operation

23、s Riding the waves of change Managing the changing relationship with the workforce Changing legislative and regulatory frameworks Best practice versus best fit阿里巧巧 HRM and Corporate Strategy阿里巧巧 Strategy Diversity of viewpoints Two dimensions of agreement Degree of planning: deliberate emergent Outc

24、omes: profit maximisation range of outcomes (plural) Four key approaches (Whittington)阿里巧巧 Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcesses阿里巧巧 Classical: Rational Economic Man Application of rational analysis Separation of pl

25、anning from implementation Commitment to profit maximisation Emphasis on the long-term Explicit goals cascaded down the organisation阿里巧巧 Classical and HRM HRM matching and downstream Tool of implementation HR policies and strategies geared to achieving profit maximisation Critique product of its tim

26、e; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. 阿里巧巧 Evolutionary: Natural Selection Emphasis on environmental fit Profit maximisation achieved by market competition Fit determined by chance rather than strategy Survival by short term

27、strategies aimed at current fit Strategy and illusion in unpredictable environment阿里巧巧 Evolutionary law of the jungle HR key role in environmental scanning Policies and strategies aimed at flexibility and adaptability Matching model Critique markets more regulated than jungle; by government, law, in

28、ternational agreements Concept of flexibility important阿里巧巧 Processual life is messy Concept of bounded rationality Subjective interpretation of data therefore strategy flawed and incomplete We take the first best option sufficing Organisations as coalitions consensus by negotiation Minimum adaptati

29、on for survival rather than proactive change spare capacity as buffer Strategy a comforting ritual阿里巧巧 Processual and HRM HR policies evolving and reactive Soft HRM OD, best practice and development of internal competencies important Critique lacks vision; may not be able to respond quickly enough t

30、o threats阿里巧巧 Systemic: socially grounded Man makes decisions based on social factors not economic;Social networks define norms Internal context of firm influenced by social groups, interests, resources and micro-politics Different forms of organisation successful indifferent cultures Systemic persp

31、ective includes national culture, family, gender, social groups Strategy must be sensitive to these阿里巧巧 Systemic and HR HR policies and processes will have to reflect local culture Management style and strategies for motivation and commitment reflect local and national culture Critique focuses on di

32、fference at the expense of similarity and cross-cultural influences阿里巧巧 Resource-Based Theory of the Firm Places HR at heart of strategy Competitive advantage stems from strategic core competencies built up over time Recognises importance of leadership in building top team; fostering creativity and

33、innovation; facilitate the learning process阿里巧巧 Emphasises renewal aspect and dynamic capabilities of the organisation Capacity of a firm to renew, adapt and augment its core competencies over time Successful organisations combine multiple modes of strategy making with high levels of competence and

34、astute leadership with employee involvement in strategy makingResource-Based Theory of the Firm阿里巧巧 Resource-Based Theory & HRM Basis for human resource as competitive edge HRM valued for generating strategic capability as well as supporting strategy Human capital advantage gained through resour

35、cing and retention Human process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategies阿里巧巧 Defining Strategic Core Competencies INTEGRATED bundle of individual skills 5-15 core competencies the norm A messy accumulation of learning including tac

36、it and explicit knowledge an activity Core competence: delivers a fundamental customer benefit阿里巧巧 - is not easily imitated by competitors- provides a gateway to new markets Contributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised acro

37、ss the range of organisational activitiesDefining Strategic Core Competencies阿里巧巧 Role of HR in Managing Core Competencies Identifying core competencies linking them to individuals Building core competencies learning and cross discipline communication阿里巧巧 Role of HR in Managing Core Competencies Uti

38、lising core competencies developing management capability and forms of working that maximise deployment Protecting core competencies retention strategies, protection during major change, identifying owners of core competence阿里巧巧 COMPARATIVE HUMAN RESOURCE MANAGEMENT阿里巧巧 Definitions how things are do

39、ne around here(Drennan, 1992) Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in the behaviour of its members

40、.(Brown, 1995)阿里巧巧 Organisational Culture - Definitions The pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groups A set of habitual ways of thinking, feeling and reacting that are characteristic of the w

41、ays in which a specific organisation meets its problems at a particular point in time阿里巧巧 Levels of Culture Culture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subcultures Turner (1971) defined industrial sub-culture by:- distinctive set of shar

42、ed meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture阿里巧巧 Aspects of culture Artifacts Language jokes, jargon, stories Behaviour patterns rituals, ceremonies,celebrations Norms of behaviour History Ethical codes Basic assumptions Beliefs, values and attitu

43、des Symbols阿里巧巧 Models of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985阿里巧巧 Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValuesBasic assumptions:Human nat

44、ureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-conscious阿里巧巧 Common Organisation Stories Can employees break the rules? Is the big boss human? Can the little person rise to the top? Will I get fir

45、ed? How will the boss react to mistakes? Will the organisation help me when I have to move? How will the organisation deal with obstacles?阿里巧巧 CULTURE:Socialisation: learningpre-arrival: “preconception”metamorphosis: “absorb”securitycommitmentproductivityencounter: “provisional”(H&B 2002)阿里巧巧 Or

46、ganisational Culture and the Life Cycle of the Firm Phase 1 - Birth and Early Growth Purpose foster cohesion during growth Need for change economic or succession Strategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsiders阿里巧巧 Organisational Culture and the

47、Life Cycle of the Firm Phase 2 Organisational mid-life Purpose culture deeply embedded, may develop sub-cultures Strategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism 阿里巧巧 Organisational Culture and the Life Cycle of the Firm Phase 3 organisational

48、 maturity Purpose source of pride, resistant Strategies coercive persuasion - turnaround - recognition, destruction, re-birth阿里巧巧 Culture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLO阿里巧巧 Communication Hall Model Arab UKChina GermanyHigh contextLow contextSocia

49、l trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient 阿里巧巧 Hofstedes Model Individualism High power distance Masculinity High uncertainty avoidance Short termism Collecti

50、vism Low power distance Femininity Low uncertainty avoidance Long termism阿里巧巧 HRM and Culture Change阿里巧巧 Layers of Culture Artefacts physical objects, behaviour and processes Espoused values those appearing publicly in mission statement, policies Underlying assumptions rarely articulated; may confli

51、ct with espoused values and each other阿里巧巧 Culture Change Why change? Environment changes: Business mergers, technology, market Government laws, H &S, diversity, Demographic changes in the human resources available阿里巧巧 The Nature of Change Externally imposed Transformational Global Hostile Large

52、 scale Long term StrategicInternally imposedIncrementalLocalPositiveSmall scaleUrgentOperational阿里巧巧 Introducing Culture Change Can be very difficult Can be a long term process Issues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature co

53、gnitive and behavioural- timescale阿里巧巧 Principles of Culture Change Values and assumptions define accepted and appropriate behaviours In successful organisations culture is aligned with strategy Culture change may be difficult if the culture is incompatible with strategy Check strategy before embark

54、ing on culture change Can the changes required be achieved by other means阿里巧巧 Senior management must understand the implications and be committed Culture change must pay attention to the opinion leaders Should take into account the work systems, management style and HR policies New messages reinforc

55、ed and old ones eliminated The deeper the level of culture change the more difficult it will bePrinciples of Culture Change阿里巧巧 Multiple and sub cultures will make culture change more difficult Behavioural norms are the easiest to change, deeper layers require a participative approach Top down appro

56、aches are difficult to sustain over time Participative approaches are more successful but difficult to implement and time consumingPrinciples of Culture Change阿里巧巧 Approaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measu

57、ring success in achieving the desired culture. Leading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURES阿里巧巧 STEP 3 MODIFYING THE EXISTING CULT

58、UREModifying critical cultural influences such as :Leadership modelling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Change(Bate)

59、阿里巧巧 STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objectives and internalisation of the ongoing change process.Approaches to Culture Change(Bate)阿里巧巧 Why People Resist Culture Change Selective perception Habit Security Economic Status and esteem阿里巧巧 Multi-cultural Organisations A cu

60、lture that fosters and values diversity Pluralism as an acculturation process Full structural integration Full integration of informal networks Absence of institutionalised cultural bias Minimum of inter-group conflict due to proactive management of diversity阿里巧巧 Changing CultureCultureExit those who reject new culture Enter &