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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,1,*,来自,中国最大的资料库下载,The History and Role of Human Resource Management,The Managers Human ResourceManagement Jobs,Management process,The five basic functions of planning, organizing, staffing, leading, and controlling.,Human resource management (HRM),The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.,2,Personnel Aspects Of A Managers Job,Conducting job analyses (determining the nature of each employees job),Planning labor needs and recruiting job candidates,Selecting job candidates,Orienting and training new employees,Managing wages and salaries (compensating employees),Providing incentives and benefits,Appraising performance,Communicating (interviewing, counseling, disciplining),Training and developing managers,Building employee commitment,3,Personnel Mistakes,Hire the wrong person for the job,Experience high turnover,Have your people not doing their best,Waste time with useless interviews,Have your company in court because of discriminatory actions,Have your company cited by OSHA for unsafe practices,Have some employees think their salaries are unfair and inequitable relative to others in the organization,Allow a lack of training to undermine your departments effectiveness,Commit any unfair labor practices,4,Basic HR Concepts,Getting results,The bottom line of managing,HR creates value by engaging in activities that produce the employee behaviors the company needs to achieve its strategic goals.,5,Line and Staff Aspects of HRM,Line manager,A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks.,Staff manager,A manager who assists and advises line managers.,6,Line Managers HRM Responsibilities,Placing the right person on the right job,Starting new employees in the organization (orientation),Training employees for jobs new to them,Improving the job performance of each person,Gaining creative cooperation and developing smooth working relationships,Interpreting the firms policies and procedures,Controlling labor costs,Developing the abilities of each person,Creating and maintaining department morale,Protecting employees health and physical condition,7,Functions of the HR Manager,A line function,The HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria).,A coordinative function,HR managers also coordinate personnel activities, a duty often referred to as,functional control,.,Staff (assist and advise) functions,Assisting and advising line managers is the heart of the HR managers job.,8,Employee Advocacy,HR must take responsibility for:,Clearly defining how management should be treating employees.,Making sure employees have the mechanisms required to contest unfair practices.,Represent the interests of employees within the framework of its primary obligation to senior management.,9,Examples of HR Job Duties,Recruiters,Search for qualified job applicants.,Equal employment opportunity (EEO) coordinators,Investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports.,Job analysts,Collect and examine information about jobs to prepare job descriptions.,10,Examples of HR Job Duties (contd),Compensation managers,Develop compensation plans and handle the employee benefits program.,Training specialists,Plan, organize, and direct training activities.,Labor relations specialists,Advise management on all aspects of unionmanagement relations.,11,HR Department Organizational Chart (Large Company),Figure 11,Source:,Adapted from,BNA Bulletin to Management, June 29, 2000.,12,Cooperative Line and Staff HR Management,The line managers responsibility is to specify the qualifications employees need to fill specific positions.,HR staff then develops sources of qualified applicants and conduct initial screening interviews,HR administers the appropriate tests and refers the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.,13,Employment and RecruitingWho Handles It? (percentage of all employers),Figure 13,Source:,HR Department Benchmarks and Analysis,”,BNA/Society for Human Resource Management, 2002.,Note: length of bars represents prevalence of activity among all surveyed employers.,14,The Changing Environment Of HR Management,HRs changing role: “ Personnel departments”,Took over hiring and firing from supervisors, payroll, and benefit plans administration.,In the 1930s added “protecting the firm in its interaction with unions” responsibilities (labor relations).,Assumed organizational responsibilities for equal employment and affirmative action.,15,A Changing HR Environment,Globalization,Technological Advances,Exporting Jobs,The Nature of Work,Workforce Demographics,16,Basic trend: Use Modern HRM and Metrics to Support Companys Strategic Goals,Strategic HRM,Metrics,High performance Work Systems,Technology,17,1. Institute Strategic Human Resource Management,Formulating and executing HR systemsHR policies and activitiesthat produce the employee competencies and behaviors the company needs to achieve its strategic aims.,18,How to AlignHR Strategy and Actionswith Business Strategy,19,2. HR Metrics,Absence Rate,(Number of days absent in month) (Average number of employees during mo.) (number of workdays) 100,Cost per Hire,(Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) Number of Hires,Health Care Costs per Employee,Total cost of health care Total Employees,HR Expense Factor,HR expense Total operating expense,Figure 15,Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; HR Planning, Commerce Clearing House Incorporated, July 17, 1996; SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; shrm.org.,20,HR Metrics (contd),Human Capital ROI,Revenue (Operating Expense Compensation cost + Benefit cost) (Compensation cost + Benefit cost),Human Capital Value Added,Revenue (Operating Expense (Compensation cost + Benefit Cost) Total Number of FTE,Revenue Factor,Revenue Total Number of FTE,Time to fill,Total days elapsed to fill requisitions Number hired,Figure 15 (contd),Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; HR Planning, Commerce Clearing House Incorporated, July 17, 1996; SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; shrm.org.,21,HR Metrics (contd),Training Investment Factor,Total training cost Headcount,Turnover Costs,Cost to terminate + Cost per hire + Vacancy Cost + Learning curve loss,Turnover Rate,Number of separations during month Average number of employees during month 100,Workers Compensation Cost per Employee,Total WC cost for Year Average number of employees,Figure 15 (contd),Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; HR Planning, Commerce Clearing House Incorporated, July 17, 1996; SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; shrm.org.,22,Measuring HRs Contribution,The HR Scorecard,Shows the quantitative standards, or “metrics” the firm uses to measure HR activities.,Measures the employee behaviors resulting from these activities.,Measures the strategically relevant organizational outcomes of those employee behaviors.,23,Strategic HR Relationships,Figure 310,HR Activities,Emergent Employee Behaviors,Strategically Relevant Organizational Outcomes,Organizational Performance,Achieve Strategic Goals,24,Creating The HR Scorecard,Must understand the companys strategy, goals,Must understand the causal links between HR activities, employee behaviors, organizational outcomes, and the companys performance.,Must have,metrics to,measure all the activities and results involved.,25,3. High-Performance Work Systems,High-performance work system (HPWS) practices:,High-involvement employee practices (such as job enrichment and team-based organizations),High commitment work practices (such as improved employee development, communications, and disciplinary practices),Flexible work assignments.,Practices that foster skilled workforces and expanded opportunities to use those skills,Expand employee fairness systems,26,Benefits of a High Performance Work System (HPWS),Generate more job applicants,Screen candidates more effectively,Provide more and better training,Link pay more explicitly to performance,Provide a safer work environment,Produce more qualified applicants per position,More employees are hired based on validated selection tests,Provide more hours of training for new employees,Higher percentages of employees receiving regular performance appraisals.,27,4. HR and Technology,Benefits of technological applications for HR,Intranet-based employee portals through which employees can self-service HR transactions.,The availability of centralized call centers staffed with HR specialists.,Increased efficiency of HR operations.,The development of data warehouses of HR-related information.,The ability to outsource HR activities to specialist service providers.,28,The Bottom Line,29,Effects CFOs Believe Human Capital Has on Business Outcomes,Figure 16,Source:,Steven H. Bates, “Business Partners,”,HR Magazine, September 2003, p. 49,30,The New HR Manager,New Proficiencies,HR proficiencies,Business proficiencies,Leadership proficiencies,Learning proficiencies,31,HR Professional Certification,HR is becoming more professionalized.,Society for Human Resource Management (SHRM),SHRMs Human Resource Certification Institute (HRCI),SPHR (senior professional in HR),PHR (professional in HR) certificate,32,33,Human Resource Management in China:Challenges and Strategic Trends,Overview: Past, Present, Future,1949-1994: Government policies made most HR-type decisions unnecessary,1994-2005: New policies meant rapid advance in HRM practices,Future: What HRM practices will power Chinas companies toward further world-class competitiveness? 4 points: Strategic HR; HPWS; Metrics; and HR Technology,35,The Past: 1949-1994,Central planning system:,Unified labor allocation system determines who works where and number and nature of employees firms hire,Fixed national wage scales decide pay,“Iron” rice bowl (lifetime employment),“Iron” position system (manager tenure),“Iron” wage system (managers exercised little or no control over pay),Period of extraordinary employment growth,36,A Transition Period,1978some government encouragement for firms to hire, fire, institute bonus plans,1984steps to link performance, wages,1985some workers eligible for incentive pay,1992,Regulations,emphasizing that new market economy required enterprises to make own business decisions,37,The Present: 1994-2005,1994-2005 Great progress adapting HR practices to the new global markets and competition, as in Watson-Wyatt 2003 survey: linking pay to performance & strategy, recruitment practices, etc.,As firms faced challenges of increased inter-enterprise employee mobility, and of attracting and keeping employees,38,Still Work to Do: for Example,31% of small firms make no use of HR IT,Relatively little outsourcing of HR activities,39% of firms could not measure HR results,Professor Xiao: China must formulate policies recognizing value of human resources, and upgrade professional training,State Councils Development Center: Enterprises lag in developing leaders,39,The Future: Some Assumptions,1. Continued move to market economy, quality, efficiency, productivity,2. “Collision effect” caused by labor moving to cities,3. Rising labor shortages, as in Guangdong and Fujian now,4. Will lead to more demanding workers, more emphasis on productivity through people, and so to Strategic HR, HPWS, Metrics, HR Technology,40,China HRM Surveys,Literature review of articles published since 2000 pertaining to HRM activities in China,Primarily refereed research studies, and empirical reports,41,HRM Environment in China Today,Straining to produce required management talent (Ministry of Personnel),Labor shortages,Migration (2003-2010 106m people to cities; 17% 1976, 49% 2010),Rising turnover (8% 2001, 14% 2005),42,Summary,Chinas,employment system is straining to produce the management talent employers require. Because of governmental and other constraints, labor shortages are not confined to professional and managerial personnel. Rising turnover rates are exacerbating the labor shortages. It is therefore surprisingly difficult to recruit, hire, and retain employees.,43,Continued,Recruitment sources in China are similar in some respects to those in the West. However there is a sizeable disparity between Chinas need for employee recruitment and related services and the availability of those services.,Poaching employees is a serious matter. The employer should verify that the applicant is free to sign a new employment agreement.,44,Continued,The dominant employee selection method involves analyzing the applicants rsum and then interviewing the person. Employers use psychometric tests sparingly.,Workers are highly career oriented, and gravitate towards employers that can provide the best career advancement training and opportunities.,45,continued,Training and development is of huge importance to both employees and employers in China, both for skill building and socialization, and as a sign of the firms commitment to employees careers.,Most employers appraise employee performance. Many use modern goal-oriented performance management systems.,46,Continued,Pay for performance is very popular in China. Most international firms and, increasingly, even state owned enterprises, use performance-based pay plans.,Employers put relatively high percentages of wages into Chinas version of Social Security, and into pension and housing funds and medical and unemployment insurance payments.,47,Continued,Employees in China tend to express low levels of satisfaction with their compensation and benefits. Hewitt found that only 25% of employees were satisfied with their benefits.,Chinas Labor Law requires employers to provide a comprehensive safety and hygiene system for employees. Employers are improving safety and hygiene conditions.,48,Continued,After years of non-adversarial union-management relations, unions in China, while still cooperative, are becoming more aggressive.,Instituting employees relations-type philosophies, leader training, and communications and morale programs will mean changing the culture and practices at many firms.,49,The New HR Manager,New Proficiencies,HR proficiencies,Business proficiencies,Leadership proficiencies,Learning proficiencies,50,The New HR Manager (contd),The Need to “Know Your Employment Law”,Equal employment laws,Occupational safety and health laws,Labor laws,51,Effects CFOs Believe Human Capital Has on Business Outcomes,Figure 16,Source:,Steven H. Bates, “Business Partners,”,HR Magazine, September 2003, p. 49,52,HR Professional Certification,HR is becoming more professionalized.,Society for Human Resource Management (SHRM),SHRMs Human Resource Certification Institute (HRCI),SPHR (senior professional in HR),PHR (professional in HR) certificate,53,HR and Technology,Benefits of technological applications for HR,Intranet-based employee portals through which employees can self-service HR transactions.,The availability of centralized call centers staffed with HR specialists.,Increased efficiency of HR operations.,The development of data warehouses of HR-related information.,The ability to outsource HR activities to specialist service providers.,54,Strategy and the Basic HR Process,Figure 18,55,
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