Human Resource Management(ppt 132页)
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人力资源管理 HUMAN RESOURCE MANAGEMENTppt课件
吸纳（“选”）
鼓励
人力资源管理 维持
（“用”）
的属性
（“留”）
开发（“育”）
人力资源管理的职能
人力资源规划
员工关系管理
员工招聘
绩效管理
薪酬管理
职业生涯规划
员工培训
工作分析与工作设计
人力资源管理职能及关系图
人力资源管理的目标
实现企业的整体战略和目标
保证 价值 源泉 中人力 资源的 数量和 质量
为价值 发明 营造
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战略性人力资源管理体系
战略性人力资源管理 体系〔续）
• 一个核心理念：以人为本 • 一套战略规划：实现人和战略的匹配 • 四大核心职能：打造战略所需的人力资
源队伍 • 四个基础平台：构建战略性人力资源管
理的基础
人力资源规划
• 人力资源规划的内涵 • 人力资源规划的价值 • 人力资源规划的目标 • 人力资源规划的要求 • 我国人力资源规划的突出问题
輖昶均漅懚跈爘桄傽傷卥 箫憽霘搒酪劃铊氊諀飕藓 鳛劓颗姃甾吒灔嵞韑涉麩 恷郚还疋衰萱絤疫黥扫鉟 飥榱磽时髼椆纙庹嚵湥鷉 粙複莄塷緫硁鼊庥橯硇
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Human-Resource-Management管理学(ppt文档)
● lead to both high individual and high organizational performance ● Improve the knowledge，skills，and abilities of an organization’s employees ● Increase their motivation，reduce loafing on the job ● Enhance the retention of quality employees while encouraging
Forecast demand for products and services Availability of knowledge, skills, and abilities.
Lead-in Case
作为世界上最著名的计算机软件公司，微软研究院在人力资源管理方面 有很多独到之处，摘录几点如下：
1、引导，但不控制 研究院研究的项目、细节、方法、成败，都由研究员自己来决定。对于 细节，领导层可以提出自己的意见，但决定权在研究员手中。研究员 在研发过程中得到领导层的全力支持，即使领导层并不认同他们的决 定。
--Helps avoid sudden talent shortages and surpluses
Steps in HR planning:
Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs
--Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully Includes a list of skills, abilities, and credentialsneeded to perform the job
Forecast demand for products and services Availability of knowledge, skills, and abilities.
Lead-in Case
作为世界上最著名的计算机软件公司，微软研究院在人力资源管理方面 有很多独到之处，摘录几点如下：
1、引导，但不控制 研究院研究的项目、细节、方法、成败，都由研究员自己来决定。对于 细节，领导层可以提出自己的意见，但决定权在研究员手中。研究员 在研发过程中得到领导层的全力支持，即使领导层并不认同他们的决 定。
--Helps avoid sudden talent shortages and surpluses
Steps in HR planning:
Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs
--Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully Includes a list of skills, abilities, and credentialsneeded to perform the job
国外著名HR咨询公司HRM培训课件(PPT132张)
Implications for the Human Resource Function
Develop managerial 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
Recruitment and Selection
Develop interview questions that elicit examples of past behaviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performance
Implications for Human Resource Systems
Vertical 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
人力资源管理Human Resource Management模板.pptx
1.经验管理阶段(18世纪后期到19世纪末)
2.科学管理阶段(19世纪末、20世纪早期)
3.现代管理阶段(第二次世界大战以后)
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感谢你的聆听
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管理“双螺旋体模型”
19世纪-20 泰勒科学管理 重物主导，
世纪初
运动
人为辅
20世纪30年 梅奥著名的 重人观点占
代起
“霍桑试验” 上风
理论解释：
需求是多层次的，最重要满足自我实现
力求工作上有所成就
能够自我激励和自我控制
自我实现和组织目标的实现能够达成一致
管理模式：
创造使用适宜的环境，使人发挥自己的才能；
领导者的任务是消除员工自我实现的障碍；
注重内在奖励；
保证员工表现自己的才能。
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感谢你的聆听
管理
理
管理职能
2019-10-31
行政事务性的操作 增加人力资源规划、开
发、岗位设计和员工职
业规划等内容
感谢你的聆听
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2.人力资源管理职能
劳动关系 管理
人力资源 规划
薪酬
现代人力资源
员工招聘
管理
管理系统
与甄选
绩效
员工培训
管理
与开发
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感谢你的聆听
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3.人力资源管理任务
（1）制定HRM战略，人力资源供需预测与平衡；
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第三节 人力资源的管理理论
一、投资增值原理
投资增值原理是指对人力资源的投资可以使 人力资源增值。
管理启示：
任何一个人要想提高自己的劳动能力，都必 须在营养保健和教育培训方面进行投资。
人力资源管理humanresourcemanagement-PPT课件
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人力资源定义
对比两种截然不同的观点： ----（能力角度）人力资源是人类可用于生产产 品或提供各种服务的活力、技能和知识。 （Ivan Berg) ----（数量角度）人力资源是一定时间、一定空 间范围内的总人口中具有劳动能力的人口之和。 (谢晋宇）
13
人力资源的定义
问题： 1.为什么会有多种观点及认识? 3.如何树立你的认识? P7-8
5
第二件事是公司的老竞争对手M公司据说在芯片技术开
发上与国外某品牌公司已达成战略联盟，这项技术的应用可 以大幅度地削减产品成本。这样，凡通公司生产与销售该产 品的子公司会遭受毁灭性的打击，大量的员工将下岗或重新 安置。如何处理好这个问题，关系到员工的士气与企业的稳 定。 第三件事是公司最近半年来，中层管理者的离职比例明 显高于去年，尤其是总部的物流部老张的辞呈，更让杨光总
9第一章 人力资源管理源自述第一节 人力资源概述第二节
第三节
人力资源管理概述
人力资源管理的产生与发展
10
第一节 人力资源概述
一、人力资源及相关概念 二、人力资源管理的性质与作用 三、人力资源的分布和结构
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一、人力资源及其相关概念
资源：资源是人类赖以生存的物质基础。 从经济学的角度来看，资源是指社会财富的 来源。一类是自然资源，另一类是人力资源。 从财富创造的角度来看，资源是指为了创造 物质财富而投入生产过程的一切要素。如， 土地、劳动、资本、企业家精神、信息、知 识等。 p5
2.你认为从何种角度认识人力资源更为恰当?
14
人力资源的定义
人力资源是指人所具有的对价值创造起贡献作 用，并且能够被组织所利用的体力和脑力的总和。 p8 要点： 1）人力资源的本质使人所具有的脑力和体力的总 和，可以统称为劳动能力。 2）这一能力要能对财富的创造起贡献作用，成为 财富形成的来源。 3)这一能力还要能被组织所利用，这里的“组织” 既可大到一个国家或地区，也可以小到一个企业 或单位。
Managing Human Resources人力资源管理幻灯片PPT
Prohibiting Sexual Harassment • (Note: California law also prohibits discrimination based on
sexual orientation)
精品文档
Americans with Disabilities Act is:
精品文档
Transformative Leadership is Associated with Empowerment-oriented Management
According to Rago (1996), the purpose of adopting a transformative or empowerment-oriented approach is to change or “transform” the behavior of the leader and employees. This change is intended to increase service quality, transfer at least some degree of power and authority to staff, and improve the quality of services provided to consumers. Explicitly in empowermentoriented social service organizations, the adoption of a transformative approach is also intended to transform clients, facilitate their acquisition of skills, leadership ability, political power, and other resources they need to improve the quality of their lives.
sexual orientation)
精品文档
Americans with Disabilities Act is:
精品文档
Transformative Leadership is Associated with Empowerment-oriented Management
According to Rago (1996), the purpose of adopting a transformative or empowerment-oriented approach is to change or “transform” the behavior of the leader and employees. This change is intended to increase service quality, transfer at least some degree of power and authority to staff, and improve the quality of services provided to consumers. Explicitly in empowermentoriented social service organizations, the adoption of a transformative approach is also intended to transform clients, facilitate their acquisition of skills, leadership ability, political power, and other resources they need to improve the quality of their lives.
管理学(双语)chap 08 Human Resource Management幻灯片PPT
➢ Ensuring that the organization retains competent and highperforming employees who are capable of high performance.
8-10
Human Resource Management Process
different jobs. 6. Describe the different types of training and how that training can be
provided. 7. Describe the different performance appraisal methods. 8. Discuss the factors that influence employee compensation and
benefits.
8-2
ห้องสมุดไป่ตู้
Focal and Difficult Points
1. HRM process 2. Job analysis 3. Selection devices 4. Performance appraisal 5. Compensation system
8-3
Lead-in Case
Outline
1. The Importance of HRM 2. The HRM Process 3. Human Resource Planning 4. Recruitment and Derecruitment 5. Selection 6. Orientation 7. Training 8. Employee Performance Management 9. Compensation and Benefits 10. Career Development
8-10
Human Resource Management Process
different jobs. 6. Describe the different types of training and how that training can be
provided. 7. Describe the different performance appraisal methods. 8. Discuss the factors that influence employee compensation and
benefits.
8-2
ห้องสมุดไป่ตู้
Focal and Difficult Points
1. HRM process 2. Job analysis 3. Selection devices 4. Performance appraisal 5. Compensation system
8-3
Lead-in Case
Outline
1. The Importance of HRM 2. The HRM Process 3. Human Resource Planning 4. Recruitment and Derecruitment 5. Selection 6. Orientation 7. Training 8. Employee Performance Management 9. Compensation and Benefits 10. Career Development
HumanResourceManagement人力资源管理-精选文档-PPT课件
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1. Recruitment in China
(1.4) 招募經理人
McEllister suggests several methods for foreign companies to recruit and retain managers in China. ■ Identify students from China studying abroad.國外留學歸國的 ■ Recruit from Chinese management ranks. 中國的管理階層 McEllister也觀察有些公司意識到，由同種族的中國人較能管理中國人.
8
2. Recruitment in Hong Kong
(2.2) 反歧視法
The Hong Kong government has introduced several antidiscrimination laws. These include the Sex Discrimination Ordinance , the Disability Discrimination Ordinance, and the Family Status Discrimination Ordinance.
2. Recruitment in Hong Kong
(2.1) attracting Skilled Workers 吸引技術人員 (2.2) anti-discrimination Laws 反歧視法
3
1. Recruitment in China
(1.1) 經濟改革前後
Before the introduction of economic reforms, employment and recruitment were carried out strictly according government plans at all levels in the economy. Recruitment fairs are organized by employment service
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Business strategy context – objectives, product market, strategy and tactics
HRM context- role, definition, organisation, HR outputs
HRM content – HR flows, work systems,
....
reward systems, employee relations
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
....
Armstrong 1991
....
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’ Involves strong cultures and values
Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
....
Appraisal
HRD
Warwick Model of HRM
OUTER CONTEXT
Business Strategy Context
....
Inner Context
HR Outcomes: Commitment Congruence Competence Cost effectiveness
LT consequences: Individual well being Organisational effectiveness Societal well being
company High quality – including management of
people Flexibility – functional, adaptable structures,
capability to innovate
....
Soft HRM
Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
Guest Model
Defines 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
Organising principles are organic and decentralised
Flexibility and team building important policy goals
Strong emphasis on quality to customers
Rewards differentiated by skill, competence or performance
Human Resource Management PART1
....
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
HRM Context
HRM Content
Warwick Model – content of the boxes
Outer context – socio-economic, technical, politico-legal,competitive
Inner context – culture, structure, politicoleadership, task-technology, business outputs
....Featuຫໍສະໝຸດ es of HRM....
Performance oriented
Requires adoption of a coherent approach to mutually supporting employment policies and practices
Employee relations organic rather than pluralistic