人力资源管理与企业战略.ppt
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人力资源管理与企业战略.ppt
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人力资源管理与企业战略,AligningHumanResourcesandBusinessStrategy,Distinctivehumanresourcesarefirmscorecompetencies,BCG,McKinsey,吸引有经验的业界人士强调不同背景和企业家精神直接投入工作外部培训创业/创新环境着眼于个人的激励性薪酬员工离职一般自己创业,战略:
客户化解决方案,校园招聘倾向于技术背景在咨询方面“一张白纸”全面的内部培训员工离职一般就任公司高级经理,战略:
标准化的产品,富有特色的人力资源是公司的核心竞争力,Sears,Nordstrom,严格、科学的招聘测试全面的精细的培训(产品知识、操作系统、推销技巧)通过定期的员工调查了解员工的态度和士气直接工资为主,佣金为辅的薪酬制度,以日用品为主的零售连锁店,分散化的招聘,无正式考试应聘者要具有与客户交往的经历强调雇员的判断力和自主性按业绩排名,内部晋升,末位淘汰佣金制,时尚导向的零售连锁店,富有特色的人力资源是公司的核心竞争力,FedEx,UPS,分权化:
员工被授权采取一切措施完成工作没有细致的条例精细的导向课程,发达的沟通渠道,确保员工得到充分信息每六个月进行一次互动(交谈)技能测试技能工资制外部招聘,集中于隔夜快递,通过时间动作分析规定工作细节规定工作标准并传达给员工,天天评估每个人的工作除集体谈判签约外没有员工参与高工资、高福利,提供收益分享计划和股票期权计划内部晋升,宽产品线,流水化生产,富有特色的人力资源是公司的核心竞争力,Coca-Cola,Pepsi,雇佣大学毕业生集中、细致的培训工作安全性内部晋升资历为基础的工资家庭文化集中决策针对部门、公司层次的业绩评估,维持地位和形象,招聘有经验的人工作安全性低鼓励个人间的竞争,提拔竞争优胜者股票期权计划员工忠诚度低分权化针对个人的业绩评定,通过多元化占领市场空档,富有特色的人力资源是公司的核心竞争力,SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:
(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;
(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.,StrategicHumanResourceManagement,The5-PModel,ORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothem,STRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectives,EXTERNALCHARACTERISTICS,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,INTERNALCHARACTERISTICS,LinkingStrategicBusinessNeeds&StrategicHRMActivities,Pepsi-ColaInternationalsstrategy,BeingNo.1byCreatingValuethroughLeadershipandExcellence.,ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompany,The5-PModel,PCIsstrategicbusinessobjectives,CommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplans,The5-PModel,HumanResourcesPoliciesExpressedassharedvalues(guidelines),HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandculture,HumanResourcesProgramsArticulatedasHumanResourcesStrategies,HumanResourcesPracticesForleadership,managerial,andoperationalroles,HumanResourcesProcessesFortheformulationandimplementationofotheractivities,Expresshowtotreatandvaluepeople,Establishesguidelinesforactiononpeople-relatedbusinessissuesandHRprograms,Coordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissues,Motivatesneededrolebehaviors,Defineshowtheseactivitiesarecarriedout,The5-PModel,STRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES,1.HUMANRESOURCESPHILOSOPHY,Thisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.,The5-PModel,AstatementofthecultureatPCI,LEADERSHIPINPEOPLE,Wewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:
EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:
WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:
HighintegrityStrongandconsistentvaluesContinuousimprovement,The5-PModel:
PHILOSOPHY,LEADERSHIPINOURBRANDS,Wewillachievebrandsuperiorityby:
Deliveringthebestproductsinthemarketplace:
ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmanner,LEADERSHIPINMARKETING,Wewillbuildonourbrandplatformsby:
Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:
FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunities,The5-PModel:
AstatementofthecultureatPCI,LEADERSHIPINOPERATIONS,Wewillbuildexcellenceinourownandbottleroperationsby:
Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:
EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganization,The5-PModel:
AstatementofthecultureatPCI,2.HUMANRESOURCESPOLICIES,Allofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.,The5-PModel,HRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneed,Values:
highstandardsofpersonalperformanceNeed:
todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:
instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividualsperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.,The5-PModel:
POLICIES,3.HUMANRESOURCESPROGRAMS,ShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.,The5-PModel,Genericquestionshelptoidentifythefundamentalissuesforprograms,Whatisthenatureofthecorporateculture?
Isitsupportiveofthebusiness?
Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?
Whatkindofpeopleandhowmanywillberequired?
Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?
Whatisthelevelofcommitmenttothecompany?
ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?
The5-PModel:
PROGRAMS,4.HUMANRESOURCESPRACTICES,LEADERSHIPROLES,EstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchange,e.g.FPC,LivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleader,The5-PModel,MANAGERIALROLES,MakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriate,OPERATIONALROLES,Contentisfarmorespecificthanfortheotherroles,The5-PModel:
PRACTICES,5.HUMANRESOURCESPROCESSES,ThisareadealswithhowalltheotherHRactivitiesareidentified,formulated,andimplemented.,The5-PModel,Strategy-HRfit:
Doesitreallymatter?
FIT:
theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirmsstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.,Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusive,Strategy-HRfit,Ifthefactsdontfitthetheory,fixthefacts.,Strategy-HRfit,Thesystemarchitecturelevel(consistsoftheguidingprinciples),Littlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategies,Thepolicyalternativeslevel(thedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted),Howfitwithstrategymighttakeonimportance,”Productlevel(theimmediateproducttheHRpracticesaimtoproduce),AstrongneedtotieHRtostrategyexists,Practice-processlevel(thebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems),Thisissueofinternalfitwillbeleftforafutureresearch,Strategy-HRfit,学习型组织与人力资源管理,学习型组织的五项修炼,自我超越(PersonalMastery)改善心智模式(ImprovingMentalModels)建立共同愿景(BuildingSharedVision)团体学习(TeamLearning)系统思考(SystemsThinking),学习型组织,学习型组织,是指通过培养弥漫于整个组织的学习气氛、充分发挥员工的创造性思维能力而建立起来的一种有机的、高度柔性的、扁平的、符合人性的、能持续发展的组织。
这种组织具有持续学习的能力,具有高于个人绩效总和的综合绩效。
学习型组织,组织成员拥有一个共同的愿景组织由多个创造性个体组成善于不断学习“地方为主”的扁平式结构自主管理组织的边界将被重新界定员工家庭与事业的平衡领导者的新角色(设计师、仆人和教师),学习型组织,学习型组织的特征,学习型组织的特征,善于不断学习,强调“终身学习”强调“全员学习”强调“全过程学习”强调“团体学习”,学习型组织,企业再造与人力资源管理,(BusinessProcessReengineering,也叫做企业重建、业务流程重组、企业流程重组):
即从本质上反思业务流程、彻底重新设计业务流程,以达到大幅度提高绩效的目的。
(美)迈克尔哈默(M.Hammer)杰姆斯钱皮(J.Champy)再造企业工商管理革命宣言,企业再造,大幅度:
企业再造的出发点并非经营管理上的微小进步,它着眼于绩效上的重大飞跃,着眼于突破。
彻底:
追根溯源,而不是改良现有的东西。
“假如今天还没有宝洁,我们会怎样把它创建起来?
”流程:
指一系列相互关联并
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- 关 键 词:
- 人力资源 管理 企业战略