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1、HumanResourceManagementPART1中国培训师大联盟www.china-trainers.comPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,manag
2、ingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991FeaturesofHRMManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’Inv
3、olvesstrongculturesandvaluesPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsSt
4、rongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModel– conten
5、toftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutpu
6、tsHRMcontent–HRflows,worksystems,rewardsystems,employeerelationsTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernm
7、entCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingGuestModelDefinesfourpolicygoalsofHRMFurth
8、erdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpolici
