国外着名HR咨询公司HRM培训（英文版）.pptx

Human Resource ManagementPART1;Personnel Management to Human Resource Management;Features of HRM;Performance oriented Requires adoption of a coherent approach to mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance ;Fombrum, Tichy and Devanna Model 1984;Warwick Model of HRM;Warwick Model – content of the boxes;The Harvard Model;Guest Model;Soft HRM;Hard HRM;Competence-Based HRM;Uk v. US definitions;Levels of Influence;Implications at Strategic Level;Implications for the Human Resource Function;Implications for Human Resource Systems;Recruitment and Selection;Develop interview questions that elicit examples of past behaviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performance;Appraisal;Can provide forum for the identification of new/changing competence requirements Can provide forum for setting acquisition of competence time scales Provides a clear and agreed framework for performance evaluation and discussion;Development;Ensures line manager commitment to development Offers common language to all participants in the development process Offers transparent process to all stakeholders Facilitates validation and evaluation of the development process;Reward;Can assist in addressing the technical/managerial divide Offers a route for the reward of knowledge workers Carries high ‘face’ validity and ‘felt fair’ perception Via core organisational competencies can link reward directly to organisational strategy;Integration;Current HRM Issues Debates;HRM and Corporate Strategy;Strategy;Approaches to Strategy;Classical: Rational Economic Man;Classical and HRM;Evolutionary: Natural Selection;Evolutionary – law