【正文】 proach 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。s turbulent and global environment。 creations: Technology。 development First line supervision Results orientation And monitoring the outes by RESULTS TRACKING Approaches to Culture Change (Bate) STEP 4 SUSTAINING THE DESIRED CULTURE Sustained achievement of objectives and internalisation of the ongoing change process. Approaches to Culture Change (Bate) Why People Resist Culture Change ? Selective perception ? Habit ? Security ? Economic ? Status and esteem Multicultural Organisations ? A culture that fosters and values diversity ? Pluralism as an acculturation process ? Full structural integration ? Full integration of informal works ? Absence of institutionalised cultural bias ? Minimum of intergroup conflict due to proactive management of diversity Changing Culture Culture Exit those who reject new culture Enter amp。 agencies direct applications word of mouth open days inter other media Advertisements ? Can be internal, press – local, national, international, inter, professional journals , other ? Purpose – attract attention, create and maintain interest, stimulate action ? Content – anisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue application Criteria for Choosing a Recruitment Method ? Effectiveness ? Labour market issues ? Number of applicants ? Self selection ? Cost ? Time ? Confidentiality Headhunting ? Individuals are approached directly to checkout and stimulate interest in position ? Reasons for use: confidentiality very senior posts scarce skills obvious candidates raise interest and awareness in those that might not be actively seeking change ? Ethics Inter based Recruitment ? How? Through pany website。 normbased Taken for granted Invisible Preconscious Common Organisation Stories ? Can employees break the rules? ? Is the big boss human? ? Can the little person rise to the top? ? Will I get fired? ? How will the boss react to mistakes? ? Will the anisation help me when I have to move? ? How will the anisation deal with obstacles? CULTURE: Socialisation: learning prearrival: “preconception” metamorphosis: “absorb” security mitment productivity encounter: “provisional” (Hamp。 by government, law, international agreements ? Concept of flexibility important Processual – life is messy ? Concept of bounded rationality ? Subjective interpretation of data therefore strategy flawed and inplete ? We take the first best option – sufficing ? Organisations as coalitions – consensus by negotiation ? Minimum adaptation for survival rather than proactive change – spare capacity as buffer ? Strategy a forting ritual Processual and HRM ? HR policies evolving and reactive ? Soft HRM ? OD, best practice and development of internal petencies important ? Critique – lacks vision。 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 Implic