模塊一：現(xiàn)代人力資源管理與勞工關(guān)系 模板

HumanResourcesManagement&

IndustrialRelationsHRIR3021.1&2UniversityofMinnesotaSpring2002ATermSession1Spring20021IntroductionCourseObjectiveTopresentanoverviewofhumanresourcesmanagementandindustrialrelations(laborrelations),highlightingrecenttrendsinHRM,thestrategicandglobalperspective,andfunction-specificskillsetsrequiredofHRprofessionals.TointroduceanHRM/IRmodelhighlightingHR’simpactonbusinessresultswithanemphasisonstrategicperspective,notnecessarilythespecifictacticalknowledgeSpring20022Introduction(continued)MyexpectationsYouwillleavethiscoursewithanunderstandingofhowHR&IRimpactbusinessYouwillnotleavethiscoursebeinganexpertinanyonefunctionalareaofHR,suchasRecruitingorCompensation.However,Idoexpectyoutobeabletomakemanagement-typedecisionsregardingHRpracticesYourExpectationsCompleteExpectationsWorksheetSpring20023HumanResourcesManagement(HRM)Defined

Allmanagementdecisionsandpracticesthatdirectlyaffectorinfluencethepeople,humanresources,whoworkforanorganizationManagementofthesehumanresourcesiscriticaltoorganization’ssuccessbecauseemployeesenableanorgtoachieveitsgoals“MNModel”Staffing,TrainingandDevelopmentOrganizationBehaviorandTheoryCompensationandBenefitsLaborMarketAnalysisLaborRelationsandCollectiveBargainingSpring20024HumanResourcesManagement(HRM)DefinedKeytounderstandingHRM:Orgssubjecttoexternalforces–economy,labormarkets,legalrequirements,actionsbycompetitorsInternalenvironmentcharacterizedbygoalsandvaluesofmgmt,corporateculture,strategy,technology,orgstructureEEsperformjobsthatresultinjobandorganizationaloutcomesJobsdescribedintermsofrequirementsandrewardsJoboutcomesincludeperformance,productivity,quality,satisfaction,andretentionSpring20025IndustrialRelations(IR)DefinedApartoftheHRMfunctionisestablishingandmaintainingeffectiverelationshipswithemployeesProcessofcollectivebargainingrequiresunionizedcompaniestonegotiatewithemployeerepresentativeson:Wages(basepay,increases,overtime)Benefits(vacations,holidays,pensions)Hours(breaks,cleanuptime)Otherconditionsofwork(seniority,discipline,dischargeprocedures)Companieswithnon-unionizedemployeeshavefoundnecessarytodisplayequalconcernfortheseissuestomaintainapositive,nonunionrelationshipwiththeiremployeesSpring20026HRFunctionsHRFunctionincludesbroadcategoriesof:StaffingCompensationBenefitsTraining/DevelopmentEmployeeCommunicationsHRISEmployeeRelations/LaborRelationsSpring20027BusinessOrganizationCEO/PresidentVPHRVPFinanceVPSales/MarketingVPR&DVPMfgBusinessstructurestypicallyhaveHRreportingtotheseniormostleadership(e.g.,CEO/President).Possiblestructuresinclude:Spring20028BusinessOrganizationCEO/PresidentVPFinanceVPSales/MarketingVPR&DVPMfgVPHROrthisway….Spring20029HROrganizationVP

HRDirector,(Global)StaffingDirector,CompensationOrCompensation/BenefitsDirector,EmployeeCommunicationsDirector,HRDirector,Training/ODManagerAnalystManagerSpecialistManagerSpecialist/GeneralistManagerGeneralists/CoordinatorsManagerSpecialist/CoordinatorAnHRorganizationcouldlooksomethinglikethis…Spring200210ChangingRoleofHR––

TraditionalViewInthetraditionalmodel,“Personnel””supportedthebusinessfunctions(suchasFinance,R&D,Production,Marketing,Sales,etc.)byadministeringallofthe“tactical”HRactivitiesInterviewcandidatesAdministerpaperworkDeterminepayEnrollemployeesinbenefitsIdentifytrainingneedsPersonnelStaffingPayTrainingR&DFinanceProductionMarketingSpring200211ChangingRoleofHRM––StrategicViewHRMMarketingProductionFinanceR&DStrategic

GoalsSpring200212DifferencesinKeyHRSkillsTraditionalHRMStrategicHRMSpecialistGeneralistAgoodpolicyandprocedurewriterAgoodcommunicatorCurrentfocusCurrentandfuturefocusMonolingual(speaks“HR-ese”)SpeaksthelanguageofbusinessManagement-hierarchyfocusedCustomer-focused,goodcustomerrelationsskillsFewfinancialormarketingskillsUnderstandingoftheseaspectsofthebusinessStays“withinthebox”Thinks“outsidethebox”FocusedontheinternalorganizationFocusedontheinternalorganizationandthebroadersocietyFactualcommunicatorPersuaderAnationalistAninternationalistSpring200213TypicalJobActivitiesinHRMExperienceAreaPlantDivisionCorporationPlanningAnalyzejobsforcompensationdecisionsAnalyzeHRconsiderationsrelatedtoplantexpansionAnalyzeHRconsiderationsrelatedtothenewlineofbusinessOrganizationalEntryVisittechnicalschoolstorecruithourlyEEsTestapplicantsforhourlypositionsVisitcollegestorecruitgraduatesDevelopdiversityinclusiongoalsDevelopcompany-widediversitystrategyDevelopsuccessionplanforkeymgmtpositionsDevelopingEmployeesOrientnewemployeesMonitorplant-widesuggestionsystemEstablishqualitycircleprogramforproductivityimprovementPlanjobrotationofexperiencedmanagersforfurthertrainingPerformance,Evaluation&RewardSystemsApplyjobevaluationprocesstonewjobtitlesDeveloppolicyforannualwageandsalaryincreasesPlanbonussystemforcorporateexecutivesMaintainingHumanResourcesResolveEEgrievancesConductexitinterviewsNegotiatecontractwithunionDevelopplansfororganizationalretrenchmentSpring200214AnHRM/IRModelHRterminologycontinuestoevolveasmostotherfunctionsFrom““Personnel”to““HumanResources””to““HumanCapital?””“HRM””itselfissometimesreferredtoas““TalentManagement”Amodelflexibletoadapttoorincorporatethesechangesinthoughts…Spring200215TalentManagementStrategyModelAttractRetainEngageSelectDevelopRewardsTalentStrategyBusinessResultsSpring200216Don’tForgettheGlobalPerspective!Whatdowemeanby“global”?IHRMDefinedProcessofprocuring,allocatingandeffectivelyutilizinghumanresourcesinaglobalorganizationRequiresabroaderperspective,encompassesagreaterscopeofactivitiesandissometimessubjecttogreaterriskthandomesticHRMSpring200217GlobalHRMIssuesForallofyouractionsinHR,youneedtoconsidertheglobalimplications,becausetherearesuchimplicationsThesecouldinclude:U.S.hiredstaffworkingoverseas(peer-to-peerormanaginglocalhires)U.S.-developedHRpoliciesandproceduresimposedonglobaloffices,divisions,subsidiariesHRpoliciesandproceduresformulticulturalworkforcesintheU.S.Spring200218Legal(EEO),DiversityEnvironmentDiscrimination––““Todistinguishclearlyordifferentiate””IllegalwhenunfairactionsaretakentowardmembersofaprotectedclassGoodtodiscriminateonperformanceBadtodiscriminatebasedonskincolor,etc.EEOenvironmentiscollectionoflegalandsocialpoliciesthatstatemembersofU.S.societyshouldhaveequalaccessto,andtreatmentin,employmentIntentionalorunintentionalviolationsoftheselawsaresubjecttoavarietyofpenaltiesSpring200219Legal(EEO),DiversityEnvironmentDisparateTreatmentOccurswhenoneEEistreateddifferentlyfromotherworkersbecauseofhis/herrace,sex,nationalorigin,etc.DifferentstandardsareappliedtodifferentpeopleDisparateImpactOccurswhenthesamestandardsareappliedtoallEEsbuthaveverydifferentconsequencesforparticulargroupsE.g.,requiringahighschooldiplomaforapositioninalaborpoolwithalowerpercentageofpeoplewithoutHSdiplomasSpring200220FederalLegislationEqualPayActof1963Prohibitswagediscriminationamongemployeesonbasisofsexwhenperformingjobsofequalskill,effort,andresponsibilityIn1994,womenearned71centsforeverydollarearnedbymenCivilRightsActof1964CreatedEqualEmploymentOpportunityCommissionTitleVIIprotectsemployeesbasedonrace,color,religion,sex,ornationaloriginItprotectsEEsfromdiscriminationinselection,placement,promotion,discharge,training,andpayandbenefitsSpring200221FederalLegislationAmericanswithDisabilitiesActof1990VastinscopeandextendsfarbeyondthecontextofemploymentDisabilitydefinedasPhysicalormentalimpairmentthatsubstantiallylimitsoneormoremajorlifeactivitiesRecordofsuchimpairmentBeingregardedashavingsuchanimpairmentFamilyandMedicalLeaveActof1993EligibleEEsqualifyforupto12weeksunpaidleave(birthofchild,adoptionofachild,careforfamilymember,ownserioushealthproblem)Spring200222Legal(EEO),DiversityEnvironmentAre““EEO””and““Diversity””thesame?EEOLegalrequ