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1、人力资源管理摩托罗拉大学StakeholdersStakeholdersincludeallofthosewhomightbeaffectedinasignificantwaybythedecisionsofthefirm.Shareholdersactuallyownsharesofthecompany,whilestakeholdersmayormaynotownapartofthecompany.Internalstakeholdersincludeemployees,unionrepresentativesandunions,executives,interestgroups
2、.Externalstakeholdersincludecustomers,stockholders,community,unions,suppliers,debtors,governments.StakeholderTensionsHRdecisionsarelikelytocreatetensionamonginternalandexternalstakeholdergroups(andevenwithinsubgroups)Ex.shareholdersvs.employeesshareholdersvs.communitymaleemployeesvs.femaleemplo
3、yeesworkingmothersvs.singlewomenEnvironmentalScanningSystematicsurveyingtoidentifyandinterpretrelevanteventsandconditions,i.e.expandingmarketsWhatiscoming?Whatwillitmeantous?ThecompanyWhatactionsshouldwetake?ManagementdecisionsEnvironmentalScanningSocial/demographicchangesEconomicconditionsInte
4、rnationalcompetitionTechnologicalchangeGovernmentregulationsUnionactionsMonitorScreenResearchActStrategyFormulationHigherlevelphilosophyandpolicyandgoalsHannon’sStrategicHRDiagnosticToolArethefirm’sHRPRACTICESintegrated?AretheSTAKEHOLDERS’INTERESTSofthefirmbalanced?Arethefirm’sBUSINESSSTRATE
5、GIESandHRSTRATEGIESaligned?StrategyFormulation,Cont.BusinessStrategiesHRStrategiesHRPracticesStakeholderInterestsCustomerserviceAttractRecruit/selectEfficiencyProductqualityProductcostMotivateAppraisal,pay,benefitsEquityLaborCostSpeedDevelopTrain,developLegalcomplianceIntrapreneurshipAgilityRet
6、ainEmployeerelationsStrategyImplementationSpecificpractices,“nutsandbolts”,practicalEx.ArthurAndersen:HirethebestandbrightestandretainthemPayabovemarketaverageOpportunityandspecificcareerpath(voice)OffermoveandbetterbenefitsSelectonlythebestofferbesttrainingImportanceof“fairness”and“equity”betw
7、eengroupsInternalandexternalequityPerceivedfairnessS.W.O.T.TechniqueUsethistechniquetoidentifythecompany’sstrengths,weaknesses,opportunities,andthreatsinordertodevisethebeststrategy.Internal:strengths,weaknesses.External:opportuni