第一章 人力资源管理与竞争优势.ppt

人力资源管理基础 陈至发 教授、博士 2012-2 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 LEARNING OBJECTIVES Understand the nature of a firm’s 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 firm’s 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. 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 employee’s behavior, attitudes and performance. Consists of three phases Pre-selection Selection Post-selection 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. 1.2 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. 1.3 HRM Postselection Practices Practices used to maintain or improve their workers’ job performance and satisfaction levels. Training and Dev