Human资源管理.pptx
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1、Sept 2001Chris JarvisBS3403Human Resource ManagementBS3403 HRM2Schedulez Lecturesz Case study discussionz Coursework 50%, Examination 50%z On-line Forum/Bulletin Boardz Study guide and Learning Resourcesycourse WWW-site sol.brunel.ac.uk/jarvis/degreemodules/bs3403/yBOLAsol.brunel.ac.uk/jarvis/bola/p
2、ersonnel/BS3403 HRM3Chris Jarvis: HRM Theory and PracticeMG5012 Managing Human ResourcesModule TextsEssential (pre-season training)z Maund L, 2001, Intro to HRM, Palgrave z Beardwell I & Holden, 2000, HRM, Pitman Furtherz Cornelius, N (1999) HRM: a Managerial Perspective, International Thomsonz Legg
3、e K, (1995), HRM: rhetorics and realities, MacMillan BS3403 HRM4HRM: a mature discipline?Scientific/philosophical rigourCritical evaluationComplex synthesisAnalytical explanationTechnical applicationContextual understandingDescriptive knowledgeand categorisationBS3403 HRM5Scope of HRMzWhat business
4、activities? Who does them?zEvolution of HRM/Personnel functionzHR contentyjob and employee related service functionszHR contexts (STEEPLE)ysocial, technological, economic, ethical, legal and environmentalBS3403 HRM6HR AnalysisPlanning, Policy andImplementationStaffingRecruitmentPlacementRecordsLearn
5、ing,Training, andEvaluatingRewardsandContractsOrganisationalculture &managementworkforcerelationshipsHRM/Personnel ActivitiesThe organisation employs peopleMacro Meso Micro Meta issuesBS3403 HRM7Karen Legge - Perspectives on HRM Rhetoric descriptive functional (policies, procedures, purposes, rules,
6、 regulative mechanisms) normative (values and commitments: managerial, libertarian, egalitarian, ethical) critical evaluative (strength of theory, rhetoric and experience) descriptive behavioural (practice, experience and interpretation) Approaches, theoretical strength, control, philosophies & tens
7、ion BS3403 HRM8Brain of the Firm?Personnel/HRM at Board Levelnon-Exec DirectorsSales andMarketing DirectorFinance Directorincl. IT Systemsand PayrollOperations andDistributionDirectorDirector of Human ResourcesManaging DirectorCompany SecretaryChairmanVariants for public sectorStaff? Systems?Functio
8、nalresponses to internal& external conditionsBS3403 HRM9ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appr
9、aisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewards policy and change?Union bargaining and staffrepresentationContractsSocial/structural &
10、 legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesEmployment lawStrategy, external/internal, policy, standards,service quality, organisational Learning and culturesa service to managementnot a third party, mediator between company & staffDisciplineCentral, functiona
11、l HRM Services modelBS3403 HRM10STAGE 1Records and administrationRegulativeaccountabilityCompetitive AdvantageDevelopment of HRM/PersonnelSTAGE 3STAGE 2Admin. Service ManagerContracts Service ManagerStrategic ManagerProblem-solving, power and innovationBS3403 HRM11Personnel administratoryClerk of wo
12、rks: chores, reactive, little authority, difficult to prove success, cost not profit centreyContracts manager & Architect deploy systems + innovate (Tyson & Fell 1986)Conformist innovator (contacts)y professionalism - accepts “ends” & adjusts “means”y service & innovation within prevailing norms.y p
13、olicies for effective staffing, admin services & consultancyDeviant innovator (architect)y influence “ends -means” relationships. ygain acceptance for different success criteria. ystrategic: empowerment, creativity, organisational culture(Legge 1978)Clerks & InnovatorsBS3403 HRM12Managerial control:
14、 values and assumptionsEmploying people - unregulated master-servant relationshipModern, bureaucratic, efficient corporation - internal regulationDevelopment of HRM/Personnel - 2Externally regulated bureaucratic, efficient corporationCompetitive, global, lean, high quality, high tech firmDispersed,n
15、etworked, flexible, K-based organisationBS3403 HRM13The distributed organisationz Centralised, corporate activities. Compare withyRetail distributionyThe short life organisationySoftware house, consultancy and facilities managementyEuropean or global firmyThe academic organisationyThe professional o
16、rganisation (solicitors, accountants)yThe NHSyLocal and central governmentyThe knowledge-centred organisationBS3403 HRM14Why a separate, bolt on HRM/personnel servicing function?Bureaucratic system & maintenancez regulated environment to service transactions (staff firm). z admin. burden. Routinisat
17、ion, consistency, predictability.Strategic preparedness & developmentz intelligence & expertise. z anticipate staffing problems. Coordinate, reduce riskz strategic analysis, choice & implementation (global or local) z Support development & business prosperityStick to the knitting? = OutsourcingEach
18、section manager as their own HR manager?BS3403 HRM15ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisa
19、lCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?Site Services& Occupational HealthRewards policy and change?Union bargaining and staffrepresentationContractsSocial/structural & leg
20、al adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesScope for Out-sourcing HRM ServicesEmployment lawStrategy, external/internal, policy, standards,service quality, organisational Learning and culturesa service to managementnot a third party, mediator between company & st
21、affOut-source ?Out-source ?DisciplineThe distributed, Knowledge-based organisationBS3403 HRM16HR PlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYInternal&externallaboursupplyService and Innovationbusiness and population trendsThe right people, in the right place, at the right time, at
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