战略人力资源管理培训讲义英文版.ppt

CHAPTER 1AN INVESTMENT PERSPECTIVE OFHUMAN RESOURCE MANAGEMENT;The Strategic View of Human Resources;Copyright ? 2002 South-Western. All rights reserved.**;Sources of Employee Value;Valuation of Human Assets;Investment Orientation;The Investment-Oriented Organization;Investment Orientation Factors;Investment Orientation Factors;Reading 1.1: The SWA Value Cycle; Reading 1.2: Effective HRM Practices ;CHAPTER 2TRENDS AFFECTINGHUMAN RESOURCE MANAGEMENT;Major Factors Affecting HRM;Technology and HRM;Technology Challenges for HRM;Workforce Demographic Changes;Workforce Demographic Changes;New Employee/Workplace Dynamics;Managing Workplace Diversity;Reading 2.1: Telecommuting;Reading 2.2: Workplace Diversity;CHAPTER 3STRATEGICPLANNING;Strategic Management;Models of Strategy;Models of Strategy (cont’d);Copyright ? 2002 South-Western. All rights reserved.**;The Mission Statement;Corporate Strategies: Growth;Corporate Strategies (cont’d);Business Unit Strategies: Cost Leadership;Business Unit Strategies: Differentiation;Business Unit Strategies: Focus;Business Unit Strategies: Logics of Control;EXHIBIT 3-3: DYER AND HOLDER’S TYPOLOGY OF STRATEGIES (cont’d) ;Benefits of a Strategic Approach to HR;Reading 3.2: The Five P’s Model of SHRM;Reading 3.2: The Five P’s Model of SHRM;Reading 3.2: Implications of SHRM;CHAPTER 4THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT;Strategic Human Resource Management;Copyright ? 2002 South-Western. All rights reserved.**;Traditional HR versus Strategic HR;Barriers to Strategic HR;Copyright ? 2002 South-Western. All rights reserved.**;Copyright ? 2002 South-Western. All rights reserved.**;Reading 4.1: HR and Organizational Excellence ;Reading 4.1: Five Critical Business Challenges;Reading 4.1: HR as Strategy Execution Partner ;Reading 4.1: HR and Organizational Culture;Reading 4.1: Four Changes for the Line;Reading 4.2: Human Capital Management;Reading 4.2: New Functional Role for HR;Reading 4.3: Organization Culture Questio