Management 管理学 PRIMANOnlineLectureCh12.docx
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Management 管理学 PRIMANOnlineLectureCh12.docx
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Management管理学PRIMANOnlineLectureCh12
CHAPTER12-HumanResourceManagement
ONLINELecture
I.MANAGER’SCHALLENGE
Everyhourorsothroughoutthenight,bigbrowntrucksbackintothebaysatUPS’sdistributioncenterinBuffalo,NewYork,wherepart-timeworkersload,unload,andsortpackagesatarateof1,200boxesanhour.Atypicalemployeehandlesaboxeverythreeseconds.Thepackagesdon’tstopuntiltheshiftisover,whichallowslittletimeforfriendlybanterandchitchat,evenifyoucouldhearoverthedinofthebeltsandrampsthatcarrypackagesthroughthecavernous270,000-square-footwarehouse.It’snottheeasiestjobintheworld,andmanypeopledon’tstickaroundforlong.WhenJenniferShroegerarrivedinBuffaloasthenewdistrictmanager,theattritionrateofpart-timeworkers,whoaccountforhalfofBuffalo’sworkforce,was50percentayear.Withpeopledesertingatthatrate,hiringandtrainingcostswerethroughtheroof,nottomentiontheslowdowninoperationscausedbycontinuallytrainingnewworkers.Somethinghadtobedonetobringintherightemployeesandmakethemwanttostaylongerthanafewweeks.
Humanresourcemanagementreferstothedesignandapplicationofformalsystemsinanorganizationtoensuretheeffectiveandefficientuseofhumantalenttoaccomplishgoals.Thistermincludesactivitiesundertakentoattract,develop,andmaintainaneffectiveworkforce.HRMisequallyimportantforgovernmentandnonprofitorganizations.Overthepastdecade,humanresourcemanagementhassheditsold“personnel”imageandgainedrecognitionasavitalplayerincorporatestrategy.LargecorporationsincreasinglyoutsourceroutineHRadministrativeactivities,freeingHRMstafffromtime-consumingworkandenablingthemtotakeonmorestrategicresponsibilities.Today,allmanagersneedtobeskilledinthebasicsofhumanresourcemanagement.
II.THESTRATEGICROLEOFHUMANRESOURCEMANAGEMENT
Thestrategicapproachtohumanresourcemanagementrecognizesthreekeyelements.First,allmanagersarehumanresourcemanagers.Second,employeesareviewedasassets.Intoday’sbrutallycompetitivebusinessenvironment,howacompanymanagesitsworkforcemaybethesinglemostimportantfactorinsustainedcompetitivesuccess.Third,HRMisamatchingprocess,integratingtheorganization’sstrategyandgoalswiththecorrectapproachtomanagingthefirm’shumanresources.Currentstrategicissuesofparticularconcerntomanagersinclude:
∙becomingmorecompetitiveonaglobalbasis;
∙improvingquality;productivity,andcustomerservice;
∙managingmergersandacquisitions;and
∙applyingnewinformationtechnologyfore-business.
ThethreebroadactivitiesofHRMaretoattractaneffectiveworkforce,developtheworkforcetoitspotential,andmaintaintheworkforceoverthelongterm.Achievingthesegoalsrequiresskillsinplanning,training,performanceappraisal,wageandsalaryadministration,benefitprograms,andterminationtechniques
III.ENVIRONMENTALINFLUENCESONHRM
Humanresourcemanagersmustfind,recruit,train,nurture,andretainthebestpeople.Withouttherightpeople,thebrightestideaortrendisdoomedtofail.Whenemployeesdon’tfeelvalued,theyarenotwillingtogivetheirbesttothecompanyandleavetofindamoresupportiveworkenvironment.Forthesereasons,itisimportantthathumanresourceexecutivesbeinvolvedincompetitivestrategy.
A.CompetitiveStrategy
1.BuildingHumanCapital
a.Humancapitalreferstotheeconomicvalueoftheknowledge,experience,skills,andcapabilitiesofemployees.Tobuildhumancapital,HRMdevelopsstrategiesforfindingthebesttalent,enhancingtheirskillsandknowledgewithtrainingprogramsandopportunitiesforpersonalandprofessionaldevelopment,andprovidingcompensationandbenefitsthatenhancethesharingofknowledgeandappropriatelyrewardpeoplefortheircontributionstotheorganization.
b.Buildingsocialcapitalisanotherconcernformanagers.Socialcapitalreferstothequalityofinteractionsamongemployeesandwhethertheyshareacommonperspective.Infirmswithahighdegreeofsocialcapital,relationshipsarebasedonhonesty,trust,andrespect,andpeoplecooperatetoachievesharedgoals.
2.Globalization
a.MostcompaniesarestillintheearlystagesofdevelopingeffectiveHRMpolicies,structures,andservicesthatrespondtothecurrentrealityofglobalization.Thesuccessofglobalbusinessstrategiesiscloselytiedtotheeffectivenessoftheorganization’sglobalHRstrategies.
b.Internationalhumanresourcemanagement(IHRM)addressesthecomplexitythatresultsfromrecruiting,selecting,developing,andmaintainingadiverseworkforceonaglobalscale.IHRMmanagersneedahighdegreeofculturalsensitivityandtheabilitytotailorandcommunicatepoliciesandpracticesfordifferentcultures.Whatworksinonecountrymaynottranslatewelltoanother.
3.InformationTechnology
a.Informationtechnologyistransforminghumanresourcemanagementandhelpingtomeetthechallengesoftoday’sglobalenvironment.HRMfunctionsarerapidlybecomingcomputerized—fromrecruiting,totrainingandcareerdevelopment,toretentionstrategies.
b.AhumanresourceinformationsystemisanintegratedcomputersystemdesignedtoprovidedataandinformationusedinHRplanninganddecisionmaking.Themostbasicuseistheautomationofadministrativedutiessuchashandlingpay,benefits,andretirementplans,whichisconvenientforemployeesandcanleadtosignificantcostsavingsfortheorganization.
B.FederalLegislation
1.Severalfederallawshavebeenpassedtoinsureequalemploymentopportunity(EEO).Thepurposeoftheselawsistostopdiscriminatorypracticesthatareunfairtospecificgroupsanddefineenforcementagenciesfortheselaws.EEOlegislationattemptstobalancethepaygiventomenandwomenandprovideemploymentopportunitieswithoutregardtorace,religion,nationalorigin,sex,age,ordisability.TheCivilRightsActof1964createdtheEqualEmploymentOpportunityCommission(EEOC),themajoragencyinvolvedwithemploymentdiscrimination.
2.Discriminationoccurswhensomeapplicantsarehiredorpromotedbasedoncriteriathatarenotjobrelevant.Whendiscriminationisfound,remediesincludebackpayandaffirmativeaction.Affirmativeactionrequiresanemployertotakepositivestepstoguaranteeequalemploymentopportunitiesforpeoplewithinprotectedgroups.Failuretocomplywithequalemploymentopportunitylegislationcanresultinsubstantialfinesandpenaltiesforemployers.
3.Oneissueofconcernissexualharassment,whichisaviolationofTitleVIIoftheCivilRightsAct.TheEEOCguidelinesspecifythatbehaviorsuchasunwelcomeadvances,requestsforsexualfavors,andotherverbalandphysicalconductofasexualnaturebecomessexualharassmentwhensubmissiontotheconductistiedtocontinuedemploymentoradvancement,orwhenthebehaviorcreatesanintimidating,hostile,oroffensiveworkenvironment.
IV.THECHANGINGNATUREOFCAREERS
A.TheChangingSocialContract
1.Intheoldsocialcontract,theemployeecontributedability,education,loyalty,andcommitmentinreturnforthecompanyprovidingwagesandbenefits,work,advancement,andtraining.Volatilechangesintheenvironmenthavedisruptedthiscontract.Organizationshavedownsizedandcareersnolongernecessarilyprogressupaverticalhierarchy.
2.Thenewsocialcontractisbasedontheconceptofemployabilityratherthanlifetimeemployment.Individualsmanagertheirowncareers;theorganizationnolongertakescareofthemorguaranteesthememployment.Employeestakemoreresponsibilityandcontrolintheirjobs,becomingpartnersinbusinessimprovementratherthancogsinamachine.
3.Manyemployeesarenotpreparedfornewlevelsofcooperationorresponsibilityonthejob.Employmentinsecurityisstressful,anditishardertogainemployeecommitment.HRMfacesasignificantchallengeofrevisingperformanceevaluation,developingtrainingandcareerdevelopmentopportunities,andcompensationandrewardpracticestobecompatiblewiththenewsocialcontract.
B.HRIssuesintheNewWorkplace
1.BecominganEmployerofChoice
a.Anemployerofchoiceisacompanythatishighlyattractivetopotentialemployeesbecauseofhumanresourcespracticesthatfocusnotjustontangiblebenefitssuchaspayandprofitsharing,butalsoonintangibles(e.g.,work/lifebalance,atrust-basedworkclimate,ahealthycorporateculture)andthatembracesalong-termviewtosolvingimmediateproblems.
2.TeamsandProjects
a.Theadventofteamsandprojectmanagementisamajortrendinthenewworkplace.Peoplewhousedtoworkalonearenowthrownintoteamsandsucceedaspartofagroup.Eachmemberoftheteamactslikeamanager,becomingresponsibleforqualitystandards,scheduling,andevenhiringandfiringotherteammembers.Manyworkersstraddlefunctionalanddepartmentalboundariesandhandlemultipletasksandresponsibilities.
3.TemporaryEmployees
a.TemporaryagenciessuchasManpowergrewrapidlyduringthe1990sandearly2000s,andmillionsofemployeestodayareintemporaryfirmplacements.PeopleinthesetemporaryjobsdoeverythingfromdataentrytobecomingtheinterimCEO.
b.Contingentworkersarepeoplewhoworkforanorganization,butnotonapermanentorfull-timebasis.Thismayincludetemporaryplacements,contractedprofessionals,leasedemployees,orpart-timeworkers.Oneestimatesuggeststhatcontingentworkersmakeupatleast25percentoftheU.S.workforce.
4.Technology
a.Avirtualteamismadeupentirelyofpeoplewhoarehiredonaproject-by-projectbasis.Theyaregeographic
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