人力資源管理英文論文

1、HumanResourceManagementAssignmentCover人力資源管理課程論文MODULECODEANDNAME課程及名稱ModuleName科目名稱：人力資源管理Lecturer講師：陳剛SectionCode專業(yè)班級：10市場營銷（全英班）StudentID學(xué)生證號碼：1040413104StudentName生姓名：陳佩珊HumanResourceManagementandManagersSummeryHumanresourcemanagementfromtherisesincethemid-80s,asanewsubject,thedevelopmentofateny

2、earstime,however,butthehumanresourcemanagementtheoriesandmethodshavebeenwidelyusedinaninternationalcontexttogether,andhaveachievedremarkableresults.Withtheadventofthe21stcentury,HumanResourceManagement,asarelativelynewmanagementsubject,isplayingamoreandmoreimportantroleintoday'businessactivities

3、.Howtocarryouttheenterprisehumanresourcesmanagementanddevelopmentactivities,toestablisha21stcenturyeconomicdevelopmentandadaptationofhumanresourcesmanagementsystem,enterprisemanagerswillbefacingamajorissue.Thisreportwillbedividedintotwosectionsabouthumanresourcemanagement.Thefirstsectionwillintroduc

4、ewhatishumanresourcemanagementanditimportanceinmodernmanagementprocess.Thesecondsectionwilldiscusswhatshouldmanagersinorganizationdowhilemanagingemployees,andintroducesomehumanresourcemanagementtools.Keywords:HumanResourceManagement,StrategicHumanResourceManagement,HumanResourceManagementToolsAswekn

5、owanorganizationconsistsofpeoplewithformallyassignedroleswhoworktogethertoachievetheorganization'sgoals.Amanageristhepersonresponsibleforaccomplishingtheorganization'sgoals,andwhodoessobymanagingtheeffortsoftheorganization'speople.Mostexpertsagreethatmanaginginvolvesfivefunctionsthatincl

6、udeplanning,organizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Inmodernera,howtomanagestaffhasbecomeanimportantpartofbusinessmanagement,notonlyincompaniesbutalsoallkindsoforganizations.Andstaffmanagementbecameanscience,thatwhatwetalkingabouttoday,HumanReso

7、urceManagement(HRM)WhatIsHumanResourceManagement?Humanresourcemanagementistheprocessofacquiring,training,appraising,andcompensatingemployees,andofattendingtotheirlaborrelations,healthandsafety,andfairnessconcerns.Thetopicswe'lldiscussshouldthereforeprovideyouwiththeconceptsandtechniquesyouneedto

8、performthe"people"orpersonnelaspectsofyourmanagementjob.Andtheseincludeconductingjobanalyses,planinglaborneedsandrecruitingjob,selectingjob,orientingandtrainingnewemployees,managingwagesandsalaries,providingincentivesandbenefits,appraisingperformance,communicating,traininganddevelopingmana

9、gers,andbuildingemployeecommitment.Andamanagershouldalsoknowhowtoequalopportunityandaffirmativeaction,giveconcernoftheemployeehealthandsafety,andhandlinggrievancesandlaborrelations.WhyIsHumanResourceManagementImportanttoAllOrganizations?Youmightaskwhyaretheseconceptsandtechniquesimportanttoallorgani

10、zations?Perhapsit'seasiertoanswerthisquestionbylistingsomeofthepersonnelmistakesorganizationdon'twanttomakewhilemanaging.Forexample,companydon'twantto:HirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanytakentocourt

11、becauseofyourdiscriminatoryactionsHaveyourcompanycitedunderfederaloccupationalsafetylawsforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairrelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment'seffectivenessCommitanyunfairlaborpracticesAsyoucanseetheseabjectiv

12、eproblemsabove,whichcandropthecompanyintotroublesituation.It'snecessaryforthecompanytostartHRM,andkeepinmovesmoothly.Employersarealsoexperimentingwithofferinghumanresourceservicesinnewways.Forexample,someemployersorganizetheirHRservicesaroundfourgroups:transactional,corporate,embedded,andcenters

13、ofexpertise.ThetransactionalHRgroupfocusesonusingcentralizedcallventersandoutsourcingarrangementswithvendors(suchasbenefitsadvisors)toprovidespecializedsupportinday-todaytransactionalHRactivities(suchaschangingbenefitsplansandprovidingupdatedappraisalforms)tothecompany'semployees.ThecorporateHRg

14、roupfocusesonassistingtopmanagementin"toplevel"bigpictureissuessuchasdevelopingthecompany'slong-termstrategicplan.TheembeddedHRunitassignsHRgeneralists(alsoknownas"relationshipmanagers"or"HRbusinesspartners")directlytodepartmentslikesalesandthedepartmentsneed.Thecen

15、tersofexpertisearelikespecializedHRconsultingfirmswithinthecompany-forinstance,providingspecializedassistanceinareassuchasorganizationalchange.Someonealwayshastostafftheorganization,sohumanresourcemanagershavelongplayedimportantroles.Workingcooperativelywithlinemanagers,they'vehelpedadministerbe

16、nefits,screenemployees,andrecommendappraisalforms,forinstance.However,exactlywhattheydoandhowtheydoitischanging.Someofthereasonsforthesechangesareobvious.Forexample,employerscannowuseintranetstoletemployeeschangetheirownbenefitsplans,somethingtheyobviouslycouldn'tdo,say,20orsoyearsago.Someothert

17、rendsshapinghumanresourcemanagementpracticesareperhapsmoresubtle.Thesetrendsincludeglobalization,technology,deregulation,debtor"leverage",changesindemographicsandthenatureofwork,andeconomicchallenges.GlobalizationandcompetitiontrendsIndebtedness("leverage")andderegulationTechnolo

18、gicaltrendTrendsinthenatureofworkWorkforceanddemographictrendEconomicchallengesandtrendsAstrendslikethesetranslateintochangesinhumanresourcemanagementpractices,andinwhatemployersexpectfromtheirhumanresourcemanagers.We'lllookatsomespecifics.Thenewhumanresourcemanagers.today,we'veseenthatcompa

19、niesarecompetinginaverychallengingnewenvironment.Globalization,competition,technology,workforcetrends,andeconomicupheavalconfrontemployerswithnewchallenges.Inthatcontext,theyexpectanddemandthattheirhumanresourcemanagersexhibitthecompetenciesrequiredtohelpthecompanyaddressthew=senewchallengesproactiv

20、ely.Theyfocusmoreonbigpictureissues,theyfindnewwaystoprovidetransactionalservices,andtheyhavenewproficiencies.Strategichumanresourcemanagementmeansformulatingandexecutinghumanresourcepoliciesandpracticesthatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.Itrequired

21、employeeswiththeknowledge,skills,andmotivationtorunthenewautomatedplant.Therefore,includeddetailedguidelinesregardingwhatskillsandknowledgetheworkerswouldneed,aswellasexactlyhowtorecruit,test,select,andtrainsuchworkersHigh-performanceworksystems.themultitudeofcompetitiveandeconomicchallengesalsomean

22、sthatemployersmustfocuslikealaseronproductivityandperformanceimprovement.Ahigh-performanceworksystemisasetofhumanresourcemanagementpoliciesandpracticesthattogetherproducesuperioremployeeperformance.Evidence-basedhumanresourcemanagement.Sayingyouhavea"high-performance"organizationassumestha

23、tyoucanactuallymeasurehowyou'redong.Intoday'schallengingenvironment,employersnaturallyexpectthattheirhumanresourcemanagementteamsbeabletodothis.Providingevidencesuchasthisistheheartofevidence-basedhumanresourcemanagement.Thisistheuseofdata,facts,analytics,scientificrigor,criticalevaluation,a

24、ndcriticallyevaluatedresearch/casestudiestosupporthumanresourcemanagementproposals,decisions,practices,andconclusions.Putsimply,evidence-basedhumanresourcemanagementisthedeliberateuseofthebest-availableevidenceinmakingdecisionsaboutthehumanresourcemanagementpracticesyouarefocusingon.We'llfindtha

25、tashumanresourcemanagementhasplayedsuchimportantroleinorganizationmanagement,managerswouldtakemoreresponsibilitiesandpaymoreattentionsinhumanresourcemanaging.anythingthecompanydoes,orplanstodo,willrequiremanagersandotherpersonnel,andthereforeapersonnelplan.Forexample,aconsultingcompany'sprojecte

26、dnumberofclientswillhelpdeterminehowmanyconsultantsandsupportstaffitneedsateachstageoftheplan.Youmaynotrealizeitwhenyou'remanaging,butyourcompany'sstrategicplanisguidingmuchofwhatyoudo.ManagementexpertPeterDruckeroncesaidthatmanagement".Istheresponsibilityforexecution."whathemeansi

27、sthatasamanageryou'llbejudgedonatleastonethingontheextenttowhichyouaccomplishedyourunit'sgoals.Organizationsexisttoachievesomepurpose,andiftheyfailtoachievetheirends,tothatextenttheyhavefailed.AsDruckeralsosaid,"therehastobesomethingtopointtoandsay,wehavenotworkedinvain."thoseaimso

28、rgoalsandthehardworkyouputintoaccomplishingthemallofpeopleyouhireandhowyouhirethem,whatyoutrainthemtodo,andhowyouappraiseandrewardthem,forinstancedependonthegoalsthattrickleddowntoyoufromyourfirm'soverallplan.ManagingTheNewWorkforceInthefilmSlumdogMillionaire,theheroworksinanIndiancallcenter.Her

29、e,hundredsofhiscolleaguesspendtheirdaysjugglingcallsfromclientcompanies'usersaroundtheworld,theclientcompaniesoffshoredthiscall-handlingtasktothecallcenter'srelativelylow-paidemployees.Offshoringincreasinglyplaysaroleinemployers'competitivestrategies.Offshoringistheexportingofjobsfromdev

30、elopedcountriestocountrieswherelaborandothercostsarelower.WhenapharmaceuticalscompanydecidestohaveitsdrugsproducedinChina,oryoufindyourselfonthephonewithacallcenteremployeeinBangalore,India,offshoringistakingplace.Historically,offshringinvolvedmostlylowerskilledmanufacturingjobsas,say,clothingmanufa

31、cturerschosetoassemblethirgarmentabroad.Increasingly,however,employersareoffshoringthousandsofhigherskiesjobs,forinstance,infinancial,legal,andsecurityanalysis.Thehumanresourcemanagerplaysaroleateachstageoftheoffshorindecision.Forexample,theCEOshouldhavethehumanresourceteaminvolvedintheearlieststage

32、sofgatheringinformationaboutthingsliketheeducationalandpaylevelsofthecountriestowhichthefirmisthinkingofoffshoringjobs.However,HR'smaininvolvementisusuallyoncethecompanydecidestooffshore.Forexample,thehumanresourcemanagementteamneedstoestablishpoliciesgoverningthingslikecompliancewhitethicalsafe

33、tyandworkstandards,andpaylevels.Humanresourcemanagement'sinvolvementbackhomemaybeevenmorecrucial.Current,home-countryemployeesandtheirunionsmaywellresistthetransferofwork.Maintainingemployeecommitmentandopencommunicationswhitemployeesisthereforeimportant.StrategicHumanResourceManagementWe're

34、seenthatonceacompanydecideshowit'sgoingtocompete,itturnstoformulatingdepartmentalstrategiestosupportitscompetitiveaims.Oneofthosedepartmentsishumanresourcemanagement.Everycompanyneedsitshumanresourcemanagementpoliciesandactivitiestomakesenseintermsofitsbroadstrategicaims.Strategichumanresourcema

35、nagementmeansformulatingandexecutinghumanresourcepoliciesandpracticesthatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.Thebasicideabehindstrategichumanresourcemanagementissimple:Informulatinghumanresourcetheemployeeskillsandbehaviorsthatthecompanyneedstoformulate

36、sastrategicplan.Thatstrategicplanimpliescertainworkforcerequirements.(Forexample,doweneedmorecomputer-literateemployeesforournewmachines?)Giventheseworkforcerequirements,humanresourcemanagementformulatesHRstrategies(policiesandpractices)toproducethedesiredworkforceskills,competencies,andbehaviors.Fi

37、nally,thehumanresourcemanageridentifiesthemeasuresheorshecanusetogaugetheextenttowhichitsnewpoliciesandpracticesareactuallyproducingtherequiredemployeeskillsandbehaviors.Thesemeasuresmightinclude,forinstance,"hoursofcomputertrainingperemployee","productivityperemployee",and(viacu

38、stomersurveys)"customersatisfaction".Managerscallthespecifichumanresourcemanagementpoliciesandpracticestheyusetosupporttheirstrategicaimshumanresourcestrategies.StrategicHRinAction:ImprovingMergersandAcquisitions.Asthetreditcrisesworsenedafewyearsago,MerrillLynchlookedtoBankofAmerica(BOA)t

39、othrowitalifeline,andBOAobligedbubuyingMerrill.Within2momths,thatpurchasewasn'tlookingsoattractive.DozensoftopMerrillmanagershadquit,andcostswereskyrocketing.BOA'sexperienceisn'tunique.Untilrecently,itappearsthatonlyabouthalfofallmergersandacquisitionsachievedtheiranticipatedgoals.Whenma

40、nagersandacquisitionsdofail,it'softennotduetofinancialortechnicalissuesbuttopersonnel-relatedones.Thesemayinclude,forexample,employeeresistance,massexitsbuhigh-qualityemployees,anddecliningmoraleandproductivity.Asonestudyconcludedsomeyearsago,mergersandacquisitionsoftenfaildueto"alackofadeq

41、uatepreparationofthepersonnelinvolvedandafailuretoprovidetrainingwhichfostersself-awareness,culturalsensitivity,andaspiritofcooperation".UsingHRMIr'sironicthat,untilrecently,topexecutivesrarelyinvolvedtheirhumanresourcemanagersinplanningthemergeroracquisition.SurveysbyconsultantsTowersPerri

42、nfoundthatpriorto2000,humanresourceexecutivesplayedlimitedrolesinmergerandacquisition(M&A)planningandduediligence.Theytendedtogeyinvolvedonlywhenmanagementbeganintegratingthetwocompaniesintoone.Todaybycontrast"closetotwothirdsofthesurveyparticipantsareinvolvedinM&Aduediligencenow".

43、So,it'sprobablynotsurprisingthatthere'sbeenariseinM&Asuccessasemployershavecalledintheirhumanresourceexpertsearlier.Forexample,amorerecentsurveyconcludedthatalmost80%ofrecentmergersandacquisitionshadsatisfactoryresults.Anothersurveyfoundthatmergersinwhichtopmanagementaskedhumanresourcema

44、nagementtoapplyitsexpertiseconsistentlyoutperformedthoseinwhichHRwaslessinvolved.DueDiligenceStageBeforefinalizingadeal,itisusualfortheacquirer(ormergerpartners)toperform"duediligence"reviewstoassuretheyknowwhatthey'regettinginto.Forthehumanresourceteams,duediligenceincludesreviewingth

45、ingslikeorganizationalcultureandstructure,employeecompensationandbenefits,laborrelations,pendingemployeelitigation,humanresourcepoliciesandprocedures,andkeyemployees.Employeebenefitsareoneobviousexample.Forexample,dothetargetfirm'shealthinsurancecontractshaveterminationclausethatcouldeliminateco

46、verageforallemployeesifyoulaytoomanyoffafterthemerger?IntegrationStageTherearecriticalhumanresourceissuesduringthefirstfewmonthsofamergeroracquisition.Theseincludechoosingthetopmanagementteam,insuringtopmanagementleadership,communicatingchangeseffectivelytoemployees,retainingkeytalent,andaligningcul

47、tures.UsingHRConsultantsSeveralglobalhumanresourceconsultingcompanies,suchasTowersPerrin,providemerger-relatedhumanresourcemanagementservices.Theservicestheyprovidehelpto川ustratehumanresourceexperts'potentialroleinfacilitatingmergersandacquisitions.Managethedealcosts.Managethemessages.Defineandi

48、mplementaneffectiveHRservicedeliverystrategy.Developaworkablechangemanagementplan.Designandimplementthetightstaffingmodel.Aligningtotalrewards.ShawsExampleShawsSupermarketsacquiredStarMarketsseveralyearsago.Atthetime,Shawshad126storesandStarhad54.Thetwofirms'humanresourcemanagementteamsplayedani

49、mportantroleinthissuccessfulacquisition.Forexample,theyworkedto:developpreliminaryorganizationaldesigns,identifythemembersofthetopthreelevelsofmanagement,assesscriticalmanagersandemployees,createretentionpoliciesforkeypeople,planforandexecutetheseparationofredundantstaff,developatotalrewardsstrategy

50、forthecombinedcompany,andintegratepayrollbenefitsandhumanresourceinformationsystems.StrategicHumanResourceManagementToolsManagersuseseveraltoolstohelpthemtranslatethecompany'sbroadstrategicfoalsintospecifichumanresourcemanagementpoliciesandactivities.Threeimportanttoolsincludethestrategymap,theHRScorecard,andthedigitaldashboard.StrategyMapThestrategymapshowsthe"bigpicture"ofhoweachdepartment'sperformancecont