童宏保教育经济与管理工作室

Introduction to the course
This course provides the student with a contemporary view of human resource management. Emphasis is placed on the basic functions of HR management, i.e. planning, recruitment, selection, training, performance appraisal, and compensation. Other topics covered include: the strategic importance of HRM, diversity management and EEO legislation, ethics and fair treatment, safety and health, and labor relations.
Classes will consist of some combination of: lectures, discussions, skill-building exercises, and case analyses. Individual and team approaches will be utilized.
The material and activities are designed to encourage: critical thinking, multicultural understanding, effective communication, and ethical decision-making.
Course Objectives:
By the end of the course, a successful student will be able to:
I. Identify the current challenges in the business environment which influence HR practices;
2. Understand the role of the HR manager in an organization;
3. Possess a working vocabulary of common HR terms and an understanding of the major HR functions;
4. Apply several approaches associated with these functions;
5. Solve a variety of organizational problems associated with HRM;
6. Understand critical legislation, and explain its impact on the activities of HR managers.

Outline of Chapter 1
• The Manager’s Human Resource Management Jobs
Why is HR Management Important to All Managers?
Line and Staff Aspects of HRM
Cooperative Line and Staff HR Management: An Example

Outline (cont’)
w Strategic Planning and Strategic Trends
• HR’s Strategic Role
HR’s Evolving Role
Strategic Human Resource Management
HR’s Role as a Strategic Partner

Management
 Management
 the process of coordinating work activities so that they are completed efficiently and effectively with and through other people
 elements of definition
 Process - represents ongoing functions or primary activities engaged in by managers
 Coordinating - distinguishes a managerial position from a non-managerial one
Management
The Management Process
 Planning
 Organizing
 Staffing
 Leading
 Controlling
Management Process
 Planning
 Goals and standards
 Rules and procedures
 Plans and forecasting.
 Organizing
 Tasks
 Departments
 Delegating
 Authority and communication
 Coordinating
Management Process
 Staffing
 Hiring
 Recruiting
 Selecting
 Performance standards
 Compensation
 Evaluating performance
 Counseling
 Training and developing
Management Process
 Leading
 Getting the job done
 Morale
 Motivation
 Controlling
 Setting standards
 Comparing actual performance to standards
 Corrective action

Management Functions
Human Resource Management
HRM Function
Human Resource Management is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns.
HRM People Functions Include:
 Job analyses
 Labor needs
 Recruit
 Select candidates
 Orient and train
 Wages and salaries
 Incentives and benefits

 Performance
 Communicate
 Train and develop
 Employee commitment
 Equal opportunity
 Health and safety
 Grievances/labor relations

HRM is Important to all Managers.
Don’t Let These Happen to You!
 The wrong person
 High turnover
 Poor results
 Useless interviews
 Court actions
 Safety citations
 Salaries appear unfair
 Poor training
 Unfair labor practices
HRM – It’s All About Results
“For many years it has been said that capital is the bottleneck for a developing industry. I don’t think this any longer holds true. I think it’s the work force and a company’s inability to recruit and maintain a good work force that does constitute the bottleneck….” F. K. Foulkes
Human Resource Management Process
Line and Staff Aspects of HRM
 Authority
 Making decisions
 Directing work
 Giving orders
 Line Managers
 Accomplishing goals
 Staff Managers
 Assisting and advising line managers
Line Manager’s HRM Jobs
 The right person
 Orientation
 Training
 Performance
 Creativity
 Working relationships
 Policies and procedures
 Labor costs
 Development
 Morale
 Protecting

Cooperative Line & Staff HR
Example
Exactly which HR management activities are carried out by line managers & by staff managers?
 There is no single division of responsibility applied to all organizations
 Example in the recruiting & hiring of employees:
 Usually the line manager specifies the qualifications needed to fill specific positions.
 Then the HR manager develops sources of qualified candidates, conduct initial screening (tests) and send those filtered to line manager
 Line manager conducts the final technical screening tests and selects the one to hire or requests new applicants
Cooperative Line & Staff HR
Some activities tend to be HR alone:
 60% of firms assign HR pre-employment testing
 75% college recruiting
 86% benefits administration
 84% exit interviews
 88% personnel record keeping

Changing Environment of HR Management
 Globalization
 Technological Advances
 Exporting Jobs
 The Nature of Work
 Workforce Diversity
Globalization
Technological Advances and the Nature of Work
 Technology mandates and enables companies to be more competitive
 Knowledge intensive jobs in industries such as aerospace, computers, telecommunications, and biotechnology are replacing factory jobs in steel, auto, rubber and textiles
Exporting Jobs
 Competitive pressures and the search for greater efficiencies are prompting more employers to export jobs abroad.
 Technology has facilitated the move of jobs offshore.
 Call centers in India allow for: 24 hours, cheaper labor, standardized, efficient service
The Workforce Itself is Diverse
The Workforce Itself is Diverse
Consequences of these basic trends
HR’s evolving role
HR’s evolving role as strategic partner
The New HR Manager
Technology can be the Human Resources engine of change
HR and technology
 Basic HR systems demand paperwork

 70% of HR’s employees time = paperwork

 Off the shelf forms from Office Depot/Officemax

 Online forms

 Human Resource Information Systems (HRIS)

 HR on the Internet
HR portals
The Plan for the courses
 Chapter 1: Strategic Human Resource Management
 Chapter 2: Job Analysis
 Chapter 3:
（1 ）Personnel Planning and Recruiting
（2 ）Employee Testing and Selection
Plan (cont’d)
 Chapter 4: Training
 Chapter 5: Appraising Performance
 Chapter 6: Compensation
Strategic Human Resource Management and the HR Scorecard Management

Top manager vs HRMer
Strategic Management
 The set of managerial decisions
and actions that determines
the long-run performance
of an organization.
The Strategic Management Process
The Strategic Management Process
Strategic Management Process
 Step 1: Identifying the organization’s current vision, mission, objectives, and strategies
 Mission: the firm’s reason for being
 Goals: the foundation for further planning
 Where we are now? What business we want to be in, wrt our strengths and weaknesses?
 Step 2: Conducting an external analysis
 The environmental scanning of specific and general environments
 Focuses on identifying opportunities and threats
Components of a Mission Statement
Strategic Management Process (cont’d)
 Step 3: Conducting an internal analysis
 Assessing organizational resources, capabilities, activities, and culture:
 Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
 Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.

 Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
Identifying the Organization’s Opportunities
Strategic Management Process (cont’d)
 Step 4: Formulating strategies
 Strategy is a course of action presenting how the organization can move from its current business to the one it wants to be in?
 Develop and evaluate strategic alternatives
 Select appropriate strategies for all levels in the organization that provide relative advantage over competitors
 Match organizational strengths to environmental opportunities
 Correct weaknesses and guard against threats
Strategic Management Process (cont’d)
 Step 5: Implementing strategies
 Implementation: effectively fitting organizational structure and activities to the environment
 The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
 Step 6: Evaluating Results
 How effective have strategies been?
 What adjustments, if any, are necessary?
Types of Organizational Strategies
 Corporate-Level Strategies
 Identifies the portfolio of businesses that comprise the company and the ways these businesses relate to each other.
 Examples: diversification, integration
 Types of Corporate Strategies
 Growth: expansion into new products and markets
 Stability: maintenance of the status quo
 Renewal: redirection of the firm into new markets
Levels of Organizational Strategy
Strategic Planning
Business-Level Strategy
 Business-Level Strategy
 A strategy that seeks to determine how an organization should compete
 Companies try to achieve competitive advantage for each business they are in.

 Competitive advantage is any factor that allows an organization to differentiate its products or services from those of its competitors.
HR and Competitive Advantage
Today, most companies have easy access to the same technologies, so technology itself is rarely enough to set a firm apart. Its usually the people & the management system that make the difference.
Strategic Human Resource Management
 HR strategies refers to the specific human resource management courses of action the company pursues to achieve its aims.

 Strategic Human Resource Management means formulating and executing HR systems (HR policies & activities) that produce the employee competencies and behaviors the company needs to achieve its strategic aims
HR’s Strategic Roles
 Today’s HR managers fulfill two basic strategic planning roles: strategy execution and strategy formulation
 Strategy execution (traditional role): top management formulates the company’s corporate strategies and HR develops systems that support or align with the corporate strategy.
 Strategy formulation (today’s role): a partner in the setting of the corporate strategy and its execution.
HR Scorecard Approach
HR Scorecard: Measures the HR function’s effectiveness and efficiency in producing employee behaviors needed to achieve the company’s strategic goals.

Steps in the HR Scorecard Approach
The Value Chain Approach
HR Scorecard Approach
Example (Paris Hotel)


HR Scorecard Approach
Example (Paris Hotel)


HR Scorecard Approach
Example (Paris Hotel)