1、Human Resource Management Assignment Cover人力资源管理课程论文MODULE CODE AND NAME 课程及名称Module Name 科目名称：_人力资源管理 _ _Lecturer 讲师： _ 陈 刚 Section Code 专业班级：_10 市场营销（全英班） Student ID 学生证号码：_ 1040413104 Student Name 学生姓名：_ 陈佩珊 - 1 -Human Resource Management and ManagersSummery Human resource management from the ris
2、e since the mid-80s, as a new subject, the development of a ten years time, however, but the human resource management theories and methods have been widely used in an international context together, and have achieved remarkable results. With the advent of the 21st century, Human Resource Management
3、, as a relatively new management subject, is playing a more and more important role in todays business activities.How to carry out the enterprise human resources management and development activities, to establish a 21st century economic development and adaptation of human resources management syste
4、m, enterprise managers will be facing a major issue.This report will be divided into two sections about human resource management. The first section will introduce what is human resource management and it importance in modern management process. The second section will discuss what should managers i
5、n organization do while managing employees, and introduce some human resource management tools.Key words: Human Resource Management, Strategic Human Resource Management, Human Resource Management Tools As we know an organization consists of people with formally assigned roles who work together to ac
6、hieve the organizations goals. A manager is the person responsible for accomplishing the organizations goals, and who does so by managing the efforts of the organizations people. Most experts agree that managing involves five functions that include planning, organizing, staffing, leading, and contro
7、lling. In total, these functions represent the management process. In modern era, how to manage staff has become an important part of business management, not only in companies but also all kinds of organizations. And staff management became an science, that what we talking about today, Human Resour
8、ce Management (HRM)What Is Human Resource Management?Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The topics well discuss should therefore provide you with
9、 the concepts and techniques you need to perform the “people“ or personnel aspects of your management job. And these include conducting job analyses, planing labor needs and recruiting job, selecting job, orienting and training new employees, managing - 2 -wages and salaries, providing incentives an
10、d benefits, appraising performance, communicating, training and developing managers, and building employee commitment. And a manager should also know how to equal opportunity and affirmative action, give concern of the employee health and safety, and handling grievances and labor relations.Why Is Hu
11、man Resource Management Important to All Organizations?You might ask why are these concepts and techniques important to all organizations? Perhaps its easier to answer this question by listing some of the personnel mistakes organization dont want to make while managing. For example, company dont wan
12、t to: Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews Have your company taken to court because of your discriminatory actions Have your company cited under federal occupational safety laws for unsafe practices Have s
13、ome employees think their salaries are unfair relative to others in the organization Allow a lack of training to undermine your departments effectiveness Commit any unfair labor practicesAs you can see these abjective problems above, which can drop the company into trouble situation. Its necessary f
14、or the company to start HRM, and keep in move smoothly.Employers are also experimenting with offering human resource services in new ways. For example, some employers organize their HR services around four groups: transactional, corporate, embedded, and centers of expertise. The transactional HR gro
15、up focuses on using centralized call venters and outsourcing arrangements with vendors (such as benefits advisors) to provide specialized support in day-to day transactional HR activities (such as changing benefits plans and providing updated appraisal forms) to the companys employees. The corporate
16、 HR group focuses on assisting top management in “top level“ big picture issues such as developing the companys long-term strategic plan. The embedded HR unit assigns HR generalists (also known as “relationship managers“ or “HR business partners“) directly to departments like sales and the departmen
17、ts need. The centers of expertise are like specialized HR consulting firms within the company for instance, providing specialized assistance in areas such as organizational change.Someone always has to staff the organization, so human resource managers have long played important roles. Working coope
18、ratively with line managers, theyve helped administer benefits, screen employees, and recommend appraisal forms, for instance. However, exactly what they do and how they do it is changing. Some of the reasons for these changes are obvious. For example, employers can now use intranets to let - 3 -emp
19、loyees change their own benefits plans, something they obviously couldnt do, say, 20 or so years ago. Some other trends shaping human resource management practices are perhaps more subtle. These trends include globalization, technology, deregulation, debt or “leverage“, changes in demographics and t
20、he nature of work, and economic challenges. Globalization and competition trends Indebtedness (“leverage“) and deregulation Technological trend Trends in the nature of work Workforce and demographic trend Economic challenges and trendsAs trends like these translate into changes in human resource man
21、agement practices, and in what employers expect from their human resource managers. Well look at some specifics. The new human resource managers.today, weve seen that companies are competing in a very challenging new environment. Globalization, competition, technology, workforce trends, and economic
22、 upheaval confront employers with new challenges. In that context, they expect and demand that their human resource managers exhibit the competencies required to help the company address thew=se new challenges proactively. They focus more on big picture issues, they find new ways to provide transact
23、ional services, and they have new proficiencies. Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. It required employees with the knowledge, s
24、kills, and motivation to run the new automated plant. Therefore, included detailed guidelines regarding what skills and knowledge the workers would need, as well as exactly how to recruit, test, select, and train such workers High-performance work systems.the multitude of competitive and economic ch
25、allenges also means that employers must focus like a laser on productivity and performance improvement. A high-performance work system is a set of human resource management policies and practices that together produce superior employee performance. Evidence-based human resource management. Saying yo
26、u have a “high-performance“ organization assumes that you can actually measure how youre dong. In todays challenging environment, employers naturally expect that their human resource management teams be able to do this. Providing evidence such as this is the heart of evidence-based human resource ma
27、nagement. This is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. Put simply, evidence-based human resource management is the deliberate use
28、 of the best-available evidence in making decisions about the human resource management practices you are focusing on.- 4 -Well find that as human resource management has played such important role in organization management, managers would take more responsibilities and pay more attentions in human
29、 resource managing.anything the company does, or plans to do, will require managers and other personnel, and therefore a personnel plan. For example, a consulting companys projected number of clients will help determine how many consultants and support staff it needs at each stage of the plan. You m
30、ay not realize it when youre managing, but your companys strategic plan is guiding much of what you do. Management expert Peter Drucker once said that management “. Is the responsibility for execution.“ what he means is that as a manager youll be judged on at least one thing on the extent to which y
31、ou accomplished your units goals. Organizations exist to achieve some purpose, and if they fail to achieve their ends, to that extent they have failed. As Drucker also said, “there has to be something to point to and say, we have not worked in vain.“ those aims or goals and the hard work you put int
32、o accomplishing them all of people you hire and how you hire them, what you train them to do, and how you appraise and reward them, for instance depend on the goals that trickled down to you from your firms overall plan.Managing The New WorkforceIn the film Slumdog Millionaire, the hero works in an
33、Indian call center. Here, hundreds of his colleagues spend their days juggling calls from client companies users around the world, the client companies offshored this call-handling task to the call centers relatively low-paid employees.Offshoring increasingly plays a role in employers competitive st
34、rategies. Offshoring is the exporting of jobs from developed countries to countries where labor and other costs are lower. When a pharmaceuticals company decides to have its drugs produced in China, or you find yourself on the phone with a call center employee in Bangalore, India, offshoring is taki
35、ng place.Historically, offshring involved mostly lower skilled manufacturing jobs as, say, clothing manufacturers chose to assemble thir garment abroad. Increasingly, however, employers are offshoring thousands of higher skies jobs, for instance, in financial, legal, and security analysis.The human
36、resource manager plays a role at each stage of the offshorin decision. For example, the CEO should have the human resource team involved in the earliest stages of gathering information about things like the educational and pay levels of the countries to which the firm is thinking of offshoring jobs.
37、 However, HRs main involvement is usually once the company decides to offshore. For example, the human resource management team needs to establish policies governing things like compliance whit ethical safety and work standards, and pay levels. Human resource managements involvement back home may be
38、 even more crucial. Current, home-country employees - 5 -and their unions may well resist the transfer of work. Maintaining employee commitment and open communications whit employees is therefore important.Strategic Human Resource ManagementWere seen that once a company decides how its going to comp
39、ete, it turns to formulating departmental strategies to support its competitive aims. One of those departments is human resource management.Every company needs its human resource management policies and activities to make sense in terms of its broad strategic aims. Strategic human resource managemen
40、t means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.The basic idea behind strategic human resource management is simple: In formulating human resource the employee skills and beha
41、viors that the company needs to formulates a strategic plan. That strategic plan implies certain workforce requirements. ( For example, do we need more computer-literate employees for our new machines? ) Given these workforce requirements, human resource management formulates HR strategies ( policie
42、s and practices) to produce the desired workforce skills, competencies, and behaviors. Finally, the human resource manager identifies the measures he or she can use to gauge the extent to which its new policies and practices are actually producing the required employee skills and behaviors. These me
43、asures might include, for instance, “hours of computer training per employee“, “productivity per employee“, and (via customer surveys)“customer satisfaction“. Managers call the specific human resource management policies and practices they use to support their strategic aims human resource strategie
44、s. Strategic HR in Action: Improving Mergers and Acquisitions. As the tredit crises worsened a few years ago, Merrill Lynch looked to Bank of America(BOA) to throw it a lifeline, and BOA obliged bu buying Merrill. Within 2 momths, that purchase wasnt looking so attractive. Dozens of top Merrill mana
45、gers had quit, and costs were skyrocketing. BOAs experience isnt unique. Until recently, it appears that only about half of all mergers and acquisitions achieved their anticipated goals.When managers and acquisitions do fail, its often not due to financial or technical issues but to personnel-relate
46、d ones. These may include, for example, employee resistance, mass exits bu high-quality employees, and declining morale and productivity. As one study concluded some years ago, mergers and acquisitions often fail due to “a lack of adequate preparation of the personnel involved and a failure to provi
47、de training which fosters self-awareness, cultural sensitivity, and a spirit of cooperation“.Using HRM Irs ironic that, until recently, top executives rarely involved their human resource managers in planning the merger or acquisition. Surveys by consultants Towers Perrin found that prior to 2000, h
48、uman resource executives played limited roles in merger and acquisition (M&A) planning and due diligence. They tended to gey involved only when management began integrating the two companies into one. Today by contrast “close to two thirds of the survey participants are involved in M&A due - 6 -dili
49、gence now“. So, its probably not surprising that theres been a rise in M&A success as employers have called in their human resource experts earlier. For example, a more recent survey concluded that almost 80% of recent mergers and acquisitions had satisfactory results. Another survey found that mergers in which top management asked human resource management to apply its expertise consistently outperformed those in which HR was less involved.Due Diligence Stage Before finalizi
