机工社人力资源管理英文版教材PPTchapter01.pptx

人力资源管理;;Part One:Introduction Chapter 1-Human Resource Management and Competitive Advantage;Part Six:Conclusion Chapter 12-Working in the HRM Field;;Chapter Objectives; What is Human Resource Management? 1. Management 2. HR 3. HRM;;;1-1 Human Resource Management;;1-1a HRM Preselection Practices The HRM preselection practices, which are human resource planning and job analysis, lay the foundation for the other HRM practices. In other words, firms must analyze and plan for their treatment of workers before they can carry out the remaining HRM practices.;;1-1b HRM Selection Practices During the selection phase, the organization selects its employee. Selection practices include recruiting applicants, assessing their qualification, and ultimately selecting those who are deemed to be the most qualified. ;Recruitment;1-1c HRM Postselection Practices In the postselection phase, the organization develops HRM practices for effectivily managing people once they have "come through the door.";;1-1d HRM Practices Influenced by External Factors Events outside the work environment can have far-reaching effects on HRM Practices. Influences ;1-2 Who is Responsible for Developing  and Implementing HRM Practices? ;1. Who is responsible ?;Who is responsible for HRM?;;;;;;;1-4 Competitive Advantage and HRM;1-4a Evidence Linking HRM Practices to Competitive Advantage;1-4b A Model Linking HRM Practices to Competitive Advantage;1. The model--How HRM practices can gain a competitive advantage? ; The model indicates two paths from HRM practices to competitive advantage:direct and indirect. The Direct Impact of HRM Practices on Competitive Advantage Firms can achieve cost leadership through the use of effective HRM practices. HRM-related costs associated with recruitment, selection, training, compensation, and so forth comprise a significant portion of a f