国外著名HR咨询公司HRM英文

plans, in line decisions,within HR policies • High commitment – strong identification with
company • High quality – including management of
people • Flexibility – functional, adaptable structures,
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HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows
HR Outcomes: Commitment Congruence Competence Cost effectiveness
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Personnel Management to Human Resource Management
• Recognition of the need to take a more strategic approach to the management of people
• Began in the 1980’s in the USA • UK followed quickly • Concept is… ‘a strategic approach to
• HRM context- role, definition, organisation, HR outputs
• HRM content – HR flows, work systems, reward systems, employee relations
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The Harvard Model
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
Armstrong 1991
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Features of HRM
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Features of HRM
• 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 policy goals • Strong emphasis on quality to customers • Rewards differentiated by skill, competence or performance
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Fombrum, Tichy and Devanna Model 1984
Selection Performance
Reward
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Appraisal
HRD
Warwick Model of HRM
OUTER CONT Inner context – culture, structure, politicoleadership, task-technology, business outputs
• Business strategy context – objectives, product market, strategy and tactics
• 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
capability to innovate
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LT consequences: Individual well being Organisational effectiveness Societal well being
Guest Model
• Defines four policy goals of HRM • Further development of the Harvard model • Strategic integration –HRM into strategic
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
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Inner Context
HRM Context
HRM Content
Warwick Model – content of the boxes
• Outer context – socio-economic, technical, politico-legal,competitive