第一章 人力资源管理与竞争优势.ppt

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1、人力资源管理基础人力资源管理基础陈至发陈至发 教授、博士教授、博士2011-2第一章第一章 人力资源管人力资源管理与竞争优势理与竞争优势第二章第二章 人力资源规划人力资源规划第三章第三章 工作分析工作分析第四章第四章 招募招募第五章第五章 甄选甄选第六章第六章 培训与开发培训与开发第七章第七章 绩效评价绩效评价第八章第八章 薪酬与福利薪酬与福利第九章第九章 生产率改进方生产率改进方案案第十章第十章 员工安全与保员工安全与保健健第十一章第十一章 海外人力资海外人力资源管理实践源管理实践第十二章第十二章 在人力资在人力资源管理领域中工作源管理领域中工作 Chapter 1Human Resourc

2、e Management and Competitive Advantage1.Human Resource Management2.Who Is Responsible for Developing and Implementing HRM Practices?3.Gaining a Competitive Advantage4.Competitive Advantage and HRMLEARNING OBJECTIVES Understand the nature of a firms human resource management practices.Understand the

3、roles played by the managers and human resource professionals in the human resource management process.Understand what competitive advantage is and how companies can achieve it.Understand how a firms human resource management practices can help it gain a competitive advantage.Understand why competit

4、ive advantage gained from human resource management practices is likely to be sustained over time.1.Human Resource ManagementHuman resource management：practices that help organizations deal effectively with its people during the various phases of the employment cycle.雷蒙德 诺伊等：Policies,practices and s

5、ystems that influence employees behavior,attitudes and performance.Consists of three phasesPre-selectionSelectionPost-selection1.1 HRM Preselection PracticesHuman resource planning:A process that helps companies identify their future HRM needs and how those needs can be met.Job analysis:A systematic

6、 procedure for gathering,analyzing,and documenting information about particular jobs.Job analysis information is used to plan and coordinate nearly all HRM practices.1.2 HRM Selection PracticesRecruitment:A practice that companies locate and attract job applicants for particular positions.It may be

7、internal or external.The aim is to identify a suitable pool of applicants quickly,cost efficiently,and legally.Selection:A practice that companies assess and choose job candidates.To be effective,selection processes must be technically sound and legal.1.3 HRM Postselection PracticesPractices used to

8、 maintain or improve their workers job performance and satisfaction levels.Training and DevelopmentPerformance AppraisalCompensationProductivity Improvement ProgramsTraining and Development Planned learning experiences that teach workers how to perform their current or future jobs effectively.Traini

9、ng focuses on present jobs.Development prepares employees for possible future jobs.Performance AppraisalA process to measure the adequacy of employees job performances and communicate these evaluations to them.Aims to motivate employees to continue appropriate behaviors and correct inappropriate one

10、s Management may use them as tools for making HRM-related decisions,such as promotions,demotions,discharges,and pay raises.CompensationThe pay and benefits that employees receive from the company.Aims to establish and maintain a competent and loyal workforce at an affordable costProductivity Improve

11、ment ProgramsOrganizational interventions designed to improve productivity by increasing employee motivation.Tie job behavior to rewards.Rewards may be financial or nonfinancialAims to motivate employees to engage in appropriate job behaviors1.4 HRM Practices Influenced by External FactorsEvents out

12、side the work environment can have far-reaching effects on HRM practices.Safety and health concernsInternational influences 2.Who Is Responsible for Developing and Implementing HRM Practices?Responsibility for a firms HRM practices lies with:Human resource professionals Line managers 2.1 HR Professi

13、onals RoleHR professionals typically assume the four areas of responsibility:Establish HRM proceduresDevelop/choose HRM methodsMonitor/evaluate HR practicesAdvise/assist managers on HRM-related matters2.2 Line Managers RoleLine managers direct employees day-to-day tasks.From an HRM perspective,line

14、managers are the main people responsible for:Implementing HRM practicesProviding HR professionals with needed input3.Gaining a Competitive AdvantageFirms can gain a competitive advantage over competitors by effectively managing their human resources.迈克尔迈克尔波特的价值链理论波特的价值链理论支持性支持性 活动活动基本活动基本活动企业基础设施（财务

15、、计划等）企业基础设施（财务、计划等）人人 力力 资资 源源 管管 理理技技 术术 开开 发发采采 购购进料进料后勤后勤生产生产发货发货后勤后勤销售销售售后服务售后服务边边际际利利润润3.1 Competitive advantage definedCompetitive advantage：A status achieved by a company when gaining a superior marketplace position relative to its competition.Firms can accomplish this aim through:Cost leader

16、ship Product differentiation3.2 Cost LeadershipA firm provides the same services or products as its competitors,but produces them at a lower cost.A firm can reduce its per unit cost by increasing the value of the following ratio:Number of units produced/total cost of productionPer unit cost can be r

17、educed by:Using new technologyDevising more efficient work methods Cutting overhead costs3.3 Product DifferentiationProduct Differentiation occurs when a firm produces a product or service that is preferred by buyers A firm can accomplish this aim by:Creating a better quality product or serviceProvi

18、ding innovative products or services Choosing a superior locationPromoting and packaging its product to create the perception of higher qualityCreates a competitive advantage if the firms customers are willing to pay enough to cover any extra production costs4.Competitive Advantage and HRMThe HRM pr

19、actices of an organization can be an important source of competitive advantage.Effective HRM practices can enhance a firms competitive advantage by creating both cost leadership and product differentiation.4.1 Evidence Linking HRM Practices to Competitive AdvantageA 1994 study of 968 firms across 35

20、 industries revealed a strong link between HRM effectiveness and productivity.Companies with high effectiveness ratings out produced the average company by 5 percent.A 1997 study conducted among 293 publicly held U.S.firms showed that:(1)improving HRM practices from average to highly effective leads

21、 to a 5 percent productivity increase;(2)The net gain in annual productivity brought about by effective HRM practices equates to a productivity increase of$44,380 per employee.Chris Ryan and associates concluded that 1530 percent of the total value of a company could be attributed to the quality of

22、its HRM practices.4.2 A Model Linking HRM Practices to Competitive Advantage人力资源规划人力资源规划 工作分析工作分析招募与甄选招募与甄选培训与开发培训与开发绩效评估绩效评估报酬报酬生产率改进方案生产率改进方案人力资源管理实践人力资源管理实践 以雇员为中心的结果以雇员为中心的结果 以组织为中心的结果以组织为中心的结果 竞争优势竞争优势能力能力动机动机工作相关的态度工作相关的态度产出产出员工保留员工保留遵守法律遵守法律公司形象公司形象成本领先成本领先产品差异产品差异工工作作场场所所正正义义、工工会会、安安全全与与健健康康

23、、国际化国际化(1)Direct PathHRM-related costs associated with recruitment,selection,training,compensation,and so forth comprise a significant portion of a firms expenditures.These HRM-related cost can vary significant from competitor to competitor.Those doing the best job of containing them stand to gain a

24、 financial advantage over their competitors.(2)Indirect PathHRM practices Employee-centered outcomesEmployee-centered outcomes Organization-centered outcomesOrganization-centered outcomes Competitive advantageHRM Practices Employee-centered outcomesCompetenceThe extent to which possesses the knowled

25、ge,skills,and abilities the job requiresMotivationThe extent to which employees are willingness to exert the necessary effort to perform their jobs well.Work-related attitudesJob satisfactionOrganizational commitmentGood organizational citizenshipEmployee-centered outcomes Organizational-centered ou

26、tcomesOrganizational-centered outcomesOutputEmployee retentionLegal complianceCompany reputation/imageOrganization-centered outcomes Competitive advantageCost leadership Using technology Minimizing turnover rates Avoiding lawsuits resulting from noncomplianceProduct differentiationTo produce a quali

27、ty service or product,individuals working for a company must perform their jobs well.Competitive advantage can also be enhanced when a company improves its image.4.3 HRM Practices and Sustained Competitive AdvantageSince HRM is less susceptible to imitation,the competitive advantage achieved through HRM practices is likely to be more sustainable.Competitors rarely have access to a firms HRM practices.Even when these practices are visible,their impact may not be as favorable when used by competitors.