管理學(xué)第一章人力資源管理與競爭優(yōu)勢課件

1、人力資源管理基礎(chǔ)陳至發(fā) 教授、博士2011-2第一章 人力資源管理與競爭優(yōu)勢第二章 人力資源規(guī)劃第三章 工作分析第四章 招募第五章 甄選第六章 培訓(xùn)與開發(fā)第七章 績效評價第八章 薪酬與福利第九章 生產(chǎn)率改進(jìn)方案第十章 員工安全與保健第十一章 海外人力資源管理實踐第十二章 在人力資源管理領(lǐng)域中工作 Chapter 1Human Resource Management and Competitive Advantage1. Human Resource Management2. Who Is Responsible for Developing and Implementing HRM Pract

2、ices?3. Gaining a Competitive Advantage4.Competitive Advantage and HRMLEARNING OBJECTIVES Understand the nature of a firms human resource management practices.Understand the roles played by the managers and human resource professionals in the human resource management process.Understand what competi

3、tive advantage is and how companies can achieve it.Understand how a firms 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 Managemen

4、tHuman resource management：practices that help organizations deal effectively with its people during the various phases of the employment cycle. 雷蒙德 諾伊等：Policies, practices and systems that influence employees behavior, attitudes and performance.Consists of three phasesPre-selectionSelectionPost-sel

5、ection1.1 HRM Preselection PracticesHuman 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 use

6、d to plan and coordinate nearly all HRM practices.1.2 HRM Selection PracticesRecruitment: 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.

7、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 PracticesPractices used to maintain or improve their workers job performance and satisfaction levels.Training and DevelopmentPerforman

8、ce AppraisalCompensationProductivity Improvement ProgramsTraining and Development Planned learning experiences that teach workers how to perform their current or future jobs effectively. Training focuses on present jobs.Development prepares employees for possible future jobs. Performance AppraisalA

9、process to measure the adequacy of employees job performances and communicate these evaluations to them.Aims to motivate employees to continue appropriate behaviors and correct inappropriate ones Management may use them as tools for making HRM-related decisions, such as promotions, demotions, discha

10、rges, and pay raises.CompensationThe pay and benefits that employees receive from the company.Aims to establish and maintain a competent and loyal workforce at an affordable costProductivity Improvement ProgramsOrganizational interventions designed to improve productivity by increasing employee moti

11、vation. Tie job behavior to rewards.Rewards may be financial or nonfinancialAims to motivate employees to engage in appropriate job behaviors1.4 HRM Practices Influenced by External FactorsEvents outside the work environment can have far-reaching effects on HRM practices. Safety and health concernsI

12、nternational influences 2. Who Is Responsible for Developing and Implementing HRM Practices?Responsibility for a firms HRM practices lies with: Human resource professionals Line managers 2.1 HR Professionals RoleHR professionals typically assume the four areas of responsibility:Establish HRM procedu

13、resDevelop/choose HRM methodsMonitor/evaluate HR practicesAdvise/assist managers on HRM-related matters2.2 Line Managers RoleLine managers direct employees day-to-day tasks.From an HRM perspective, line managers are the main people responsible for:Implementing HRM practicesProviding HR professionals

14、 with needed input3. Gaining a Competitive AdvantageFirms can gain a competitive advantage over competitors by effectively managing their human resources.邁克爾波特的價值鏈理論支持性 活動基本活動企業(yè)基礎(chǔ)設(shè)施（財務(wù)、計劃等）人 力 資 源 管 理技 術(shù) 開 發(fā)采 購進(jìn)料后勤生產(chǎn)發(fā)貨后勤銷售售后服務(wù)邊際利潤3.1 Competitive advantage definedCompetitive advantage：A status achiev

15、ed by a company when gaining a superior marketplace position relative to its competition.Firms can accomplish this aim through: Cost leadership Product differentiation3.2 Cost LeadershipA firm provides the same services or products as its competitors, but produces them at a lower cost. A firm can re

16、duce its per unit cost by increasing the value of the following ratio:Number of units produced/total cost of productionPer unit cost can be reduced by: Using new technologyDevising more efficient work methods Cutting overhead costs3.3 Product DifferentiationProduct Differentiation occurs when a firm

17、 produces a product or service that is preferred by buyers A firm can accomplish this aim by:Creating a better quality product or serviceProviding innovative products or services Choosing a superior locationPromoting and packaging its product to create the perception of higher qualityCreates a compe

18、titive advantage if the firms customers are willing to pay enough to cover any extra production costs4. Competitive Advantage and HRMThe HRM practices of an organization can be an important source of competitive advantage. Effective HRM practices can enhance a firms competitive advantage by creating

19、 both cost leadership and product differentiation. 4.1 Evidence Linking HRM Practices to Competitive AdvantageA 1994 study of 968 firms across 35 industries revealed a strong link between HRM effectiveness and productivity. Companies with high effectiveness ratings out produced the average company b

20、y 5 percent.A 1997 study conducted among 293 publicly held U.S. firms showed that : (1) improving HRM practices from average to highly effective leads to a 5 percent productivity increase; (2)The net gain in annual productivity brought about by effective HRM practices equates to a productivity incre

21、ase of $44,380 per employee. Chris Ryan and associates concluded that 1530 percent of the total value of a company could be attributed to the quality of its HRM practices. 4.2 A Model Linking HRM Practices to Competitive Advantage人力資源規(guī)劃 工作分析招募與甄選培訓(xùn)與開發(fā)績效評估報酬生產(chǎn)率改進(jìn)方案人力資源管理實踐 以雇員為中心的結(jié)果 以組織為中心的結(jié)果 競爭優(yōu)勢能力動

22、機(jī)工作相關(guān)的態(tài)度產(chǎn)出員工保留遵守法律公司形象成本領(lǐng)先產(chǎn)品差異工作場所正義、工會、安全與健康、國際化(1) Direct PathHRM-related costs associated with recruitment, selection, training, compensation, and so forth comprise a significant portion of a firms expenditures.These HRM-related cost can vary significant from competitor to competitor.Those doing

23、the best job of containing them stand to gain a financial advantage over their competitors.(2) Indirect PathHRM practices Employee-centered outcomesEmployee-centered outcomes Organization-centered outcomesOrganization-centered outcomes Competitive advantageHRM Practices Employee-centered outcomesCom

24、petenceThe extent to which possesses the knowledge, skills, and abilities the job requiresMotivationThe extent to which employees are willingness to exert the necessary effort to perform their jobs well.Work-related attitudesJob satisfactionOrganizational commitmentGood organizational citizenshipEmployee-centered outcomes Organizational-centered outcom