【正文】 Human Resource Management PART1 Personnel Management to Human Resource Management ? Recognition of the need to take a more strategic approach to the management of people ? Began in the 1980?s in the USA ? UK followed quickly ? Concept is… ?a strategic approach to acquiring, developing, managing and gaining the mitment of the anisations key resource – the people who work for it? Armstrong 1991 Features of HRM ? Management focussed and top management driven ? Line management role key ? Emphasises strategic fit – integration with business strategy ? Commitment oriented ? Two perspectives – ?hard? and ?soft? ? Involves strong cultures and values ? Performance oriented ? Requires adoption of a coherent approach to mutually supporting employment policies and practices ? Employee relations anic rather than pluralistic ? Organising principles are anic and decentralised ? Flexibility and team building important policy goals ? Strong emphasis on quality to customers ? Rewards differentiated by skill, petence or performance Features of HRM Fombrum, Tichy and Devanna Model 1984 Selection Performance Appraisal HRD Reward Warwick Model of HRM Business Strategy Context Inner Context HRM Content HRM Context OUTER CONTEXT Warwick Model – content of the boxes ? Outer context – socioeconomic, technical, politicolegal,petitive ? Inner context – culture, structure, politicoleadership, tasktechnology, business outputs ? Business strategy context – objectives, product market, strategy and tactics ? HRM context role, definition, anisation, HR outputs ? HRM content – HR flows, work systems, reward systems, employee relations The Harvard Model Stakeholder Issues: Workforce characteristics Business strategy amp。 conditions Management philosophy Unions Task technology Laws amp。 societal values Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows HR Outes: Commitment Congruence Competence Cost effectiveness LT consequences: Individual well being Organisational effectiveness Societal well being Guest Model ? Defines four policy goals of HRM ? Further development of the Harvard model ? Strategic integration –HRM into strategic plans, in line decisions,within HR policies ? High mitment – strong identification with pany ? High quality – including management of people ? Flexibility – functional, adaptable structures, capability to innovate Soft HRM ? Stresses human aspect ? Emphasis on HRD ? Participation ? Motivation ? Commitment ? Leadership ? HUMAN resource management Hard HRM ? People as a resource ? Used dispassionately ? Used in calculating rational manner ? Head count ? Human RESOURCE Management CompetenceBased HRM Definitions: ? The skills, knowledge and experience that an individual brings to their role IDS 1997 ? Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993 ? Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982 Uk v. US definitions ? US input oriented – what the individual brings to the job ? UK output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance ? One or both? Levels of Influence ? Strategic ? Functional ? Systems ? Individual Implications at Strategic Level ? The identification of core petencies of the anisation which confer sustained petitive advantage ? Owned by more than one person and grow through use and experience therefore difficult to imitate Implications for the Human Resource Function ? Develop managerial petence ? Strategic selection and staffing ? Develop internal labour market ? Design jobs round capability ? Develop individual petence ? Develop culture to foster innovation ? Build learning anisation ? Develop anisational learning mechanisms Implications for Human Resource Systems ? Vertical integration – link individual petence to the core petence of the anisation ? Horizontal integration – provide a framework for the integration of HR systems ponents ? Vital player in the development of core petencies ? Can be used to develop individual HR systems Recruitment and Selection ? Based on past behaviour as the most valid predictor of future behaviour ? Building the petence framework requires multiple information sources ? Competence specification should cover both technical and personal/interpersonal petencies ? Develop interview questions that elicit examples of past behaviours ? In assessment centres create tasks that require demonstrated petencies ? Use petencies to select test instruments ? Use petencies to evaluate candidate performance Recruitment and Selection Appraisal ? Set oute and performance targets for each petence ? Oute levels and performance targets can be graded if standard performance。 above standard。 excellent etc ? Below standard performance can be used to generate development needs ? Can provide forum for the identification of new/changing petence requirements ? Can provide forum for setting acquisition of petence time scales ? Provides a clear and agreed framework for performance evaluation and discussion Appraisal Development ? Provides a framework for individual training needs ? No transfer problems as petence can only be demonstrated by on the job behaviours ? Development contributes directly to current performance ? Encourages a broad based approach to