第一章-人力资源管理与竞争优势课件.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,人力资源管理基础,陈至发 教授、博士,2011-2,人力资源管理基础陈至发 教授、博士,1,第一章 人力资源管理与竞争优势,第二章 人力资源规划,第三章 工作分析,第四章 招募,第五章 甄选,第六章 培训与开发,第七章 绩效评价,第八章 薪酬与福利,第九章 生产率改进方案,第十章 员工安全与保健,第十一章 海外人力资源管理实践,第十二章 在人力资源管理领域中工作,第一章 人力资源管理与竞争优势第二章 人力资源规划第三章,2,Chapter 1Human Resource Management and Competitive Advantage,1.Human Resource Management,2.Who Is Responsible for Developing and Implementing HRM Practices?,3.Gaining a Competitive Advantage,4.Competitive Advantage and HRM,Chapter 1Human Resource Manag,3,LEARNING OBJECTIVES,Understand the nature of a firms human resource management practices.,Understand the roles played by the managers and human resource professionals in the human resource management process.,Understand what competitive advantage is and how companies can achieve it.,Understand how a firms human resource management practices can help it gain a competitive advantage.,Understand why competitive advantage gained from human resource management practices is likely to be sustained over time.,LEARNING OBJECTIVES Understand,4,1.Human Resource Management,Human resource,management：practices that help organizations deal effectively with its people during the various phases of the employment cycle.,雷蒙德 诺伊等,：Policies,practices and systems that influence employees behavior,attitudes and performance.,Consists of three phases,Pre-selection,Selection,Post-selection,1.Human Resource ManagementHu,5,1.1 HRM Preselection Practices,Human resource planning:,A process that helps companies identify their future HRM needs and how those needs can be met.,Job analysis:,A systematic procedure for gathering,analyzing,and documenting information about particular jobs.,Job analysis information is used to plan and coordinate nearly all HRM practices.,1.1 HRM Preselection Practice,6,1.2 HRM Selection Practices,Recruitment:,A practice that companies locate and attract job applicants for particular positions.,It may be internal or external.,The aim is to identify a suitable pool of applicants quickly,cost efficiently,and legally.,Selection:,A practice that companies assess and choose job candidates.,To be effective,selection processes must be technically sound and legal.,1.2 HRM Selection PracticesRec,7,1.3 HRM Postselection Practices,Practices used to maintain or improve their workers job performance and satisfaction levels.,Training and Development,Performance Appraisal,Compensation,Productivity Improvement Programs,1.3 HRM Postselection Practice,8,Training and Development,Planned learning experiences that teach workers how to perform their current or future jobs effectively.,Training,focuses on present jobs.,Development,prepares employees for possible future jobs.,Training and Development Plann,9,Performance Appraisal,A process to measure the adequacy of employees job performances and communicate these evaluations to them.,Aims to motivate employees to continue appropriate behaviors and correct inappropriate ones,Management may use them as tools for making HRM-related decisions,such as promotions,demotions,discharges,and pay raises.,Performance AppraisalA process,10,Compensation,The pay and benefits that employees receive from the company.,Aims to establish and maintain a competent and loyal workforce at an affordable cost,CompensationThe pay and benef,11,Productivity Improvement Programs,Organizational interventions designed to improve productivity by increasing employee motivation.,Tie job behavior to rewards.,Rewards may be financial or nonfinancial,Aims to motivate employees to engage in appropriate job behaviors,Productivity Improvement Progr,12,1.4 HRM Practices Influenced by External Factors,Events outside the work environment can have far-reaching effects on HRM practices.,Safety and health concerns,International influences,1.4 HRM Practices Influenced b,13,2.Who Is Responsible for Developing and Implementing HRM Practices?,Responsibility for a firms HRM practices lies with:,Human resource professionals,Line managers,2.Who Is Responsible for Deve,14,2.1 HR Professionals Role,HR professionals typically assume the four areas of responsibility:,Establish HRM procedures,Develop/choose HRM methods,Monitor/evaluate HR practices,Advise/assist managers on HRM-related matters,2.1 HR Professionals RoleHR p,15,2.2 Line Managers Role,Line managers direct employees day-to-day tasks.,From an HRM perspective,line managers are the main people responsible for:,Implementing HRM practices,Providing HR professionals with needed input,2.2 Line Managers RoleLine ma,16,3.Gaining a Competitive Advantage,Firms can gain a competitive advantage over competitors by effectively managing their human resources.,3.Gaining a Competitive Advan,17,迈克尔波特的价值链理论,支持性,活动,基本活动,企业基础设施（财务、计划等）,人 力 资 源 管 理,技 术 开 发,采 购,进料,后勤,生产,发货,后勤,销售,售后服务,边,际,利,润,迈克尔波特的价值链理论支持性基本活动企业基础设施（财务、计,18,3.1 Competitive advantage defined,Competitive advantage：A status achieved by a company when gaining a,superior marketplace position relative to its competition.,Firms can accomp。