人力资源管理挑战英文.pptx

人力资源管理挑战英文
Workers inherently dislike work
Workers must be coerced, controlled, directed, threatened with punishment nal interviewing and hiring where appropriate
Review reference information
Provide feedback to HR unit on hiring/rejection decisions
Figure 1–1
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HR Management Competencies and Careers
HR Generalist
A person with responsibility for performing a variety of HR activities.
HR Specialist
A person with in-depth knowledge and expertise in a limited area of HR.
Important HR Capabilities:
Knowledge of business and organization
Influence and change management
Specific HR knowledge and expertise
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Qualities of Human Resources Managers
Responsibilities
Advice and counsel
Service
Policy formulation and implementation
Employee advocacy
Competencies
Business mastery
HR mastery
Change mastery
Personal credibility
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HR Activities
HR Planning and Analysis
Equal Employment Opportunity
Staffing
HR Development
Compensation and Benefits
Health, Safety, and Security
Employee and Labor/Management Relations
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Human Resource Competency Model
Source: Arthur Yeung, Wayne Brockbank, and Dave Ulrich, “Lower Cost, Higher Value: Human Resource Function in Transformation.” Reprinted with permission from Human Resource Planning, Vol. 17, No. 3 (1994). Copyright 1994 by The Human Resource Planning Society, 317 Madison Avenue, Suite 1509, New York, NY 10017, Phone: (212) 490-6387, Fax: (212) 682-6851.
Figure
Presentation Slide 1–4
BusinessMastery
Business acumen
Customer orientation
External Relations
HRMastery
Staffing
Performance appraisal
Rewards system
Communication
Organization design
ChangeMastery
Interpersonal skillsand influence
Problem-solving skills
Rewards system
Innovation and creativity
Personal Credibility
Trust
Personal relationships
Lived values
Courage
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HR Management Activities
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Traditional and Strategic Views of HRM (a) Personnel-The Traditional View
The Organization
Personnel
St