国外着名HR咨询公司HRM培训（英文版）.pptxVIP

Human Resource ManagementPART1Personnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980’s in the USAUK followed quicklyConcept is… ‘a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’ Armstrong 1991Features of HRM Management focussed and top management drivenLine management role keyEmphasises strategic fit – integration with business strategyCommitment orientedTwo perspectives – ‘hard’ and ‘soft’Involves strong cultures and valuesFeatures of HRMPerformance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goalsStrong emphasis on quality to customersRewards differentiated by skill, competence or performance Fombrum, Tichy and Devanna Model 1984SelectionPerformanceHRDAppraisalRewardWarwick Model of HRMOUTER CONTEXTInner ContextBusiness Strategy ContextHRM ContextHRM ContentWarwick Model – content of the boxesOuter context – socio-economic, technical, politico-legal,competitiveInner context – culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context – objectives, product market, strategy and tacticsHRM context- role, definition, organisation, HR outputsHRM content – HR flows, work systems, reward systems, employee relationsThe Harvard ModelStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessStakeholder Issues:Workforce characteristicsBusiness strategy conditionsManagement philosophyUnionsTask technologyLaws societal valuesLT consequences:Individual well beingOrganisational