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1、HumanResourceManagementPART1阿里巧巧www.aliqq.com.cnPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandga
2、iningthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991阿里巧巧www.aliqq.com.cnFeaturesofHRMManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘har
3、d’and‘soft’Involvesstrongculturesandvalues阿里巧巧www.aliqq.com.cnPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilitya
4、ndteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRM阿里巧巧www.aliqq.com.cnFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward阿里巧巧www.aliqq.com.cnWarwickModelofHRMBusinessS
5、trategyContextInnerContextHRMContentHRMContextOUTERCONTEXT阿里巧巧www.aliqq.com.cnWarwickModel– contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrate
6、gycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelations阿里巧巧www.aliqq.com.cnTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsM
7、anagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffective
8、nessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing阿里巧巧www.aliqq.com.cnGuestModelDefin
