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1、HumanResourceManagementPART1阿里巧巧www.aliqq.com.cnPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,manag
2、ingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991阿里巧巧www.aliqq.com.cnFeaturesofHRMManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwop
3、erspectives–‘hard’and‘soft’Involvesstrongculturesandvalues阿里巧巧www.aliqq.com.cnPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicandd
4、ecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRM阿里巧巧www.aliqq.com.cnFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward阿里巧巧www.aliqq.
5、com.cnWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXT阿里巧巧www.aliqq.com.cnWarwickModel– contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-
6、technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelations阿里巧巧www.aliqq.com.cnTheHarvardModelStakeholderIssues:Work
7、forcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflo
8、wsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing阿里巧巧www.aliqq.com.cnGuestModelDefin
