การจัดการ ทรัพยากรมนุษย์ human resource management...
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การจั�ดการทร�พยากรมนุ�ษย�Human Resource
Management
อาจารย์�สุ�วิต ศร�ไหมคณะเทคโนุโลย�และการจั�ดการ
มหาวิ�ทยาล�ยสงขลานุคร�นุทร� เขตการศึ กษาส�ราษฎร�ธานุ�
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Human resource management challenge How a firm’s human resources influence its
performance? How firms can use HR initiatives to cope
with workplace changes and trend such as a more diverse workforce, the global economy, downsizing, and new legislation?
What is distinguish between the role of the HR department and the role of the firm’s managers in utilizing human resources effectively?
How formulation and implementation HR strategies that can help the firm achieve a sustained competitive advantage?
How HR strategies that fit corporate and business unit strategies?
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Key HR challenges for today’s manager
Environment
Organization
Individual
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Global Business Environment
Rapid changeRise of the internetWorkforce diversityGlobalizationLegislationEvolving work and family rolesSkill shortages and the rise of
the service sector
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Organization + Management Competitive position: cost, quality,
distinctive capacities Decentralization Organizational restructuring Self-managed work teams Small businesses Organizational culture Technology Outsourcing
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Individual + Teams
Matching people and organization
Ethical dilemmas and social responsibility
ProductivityEmpowermentBrain drainJob insecurity
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Planning and implementing strategic HR policies
The Process of formulating HR strategies and establishing programs or tactics to implement them.
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The benefits of HR planning
Encouragement of proactive rather than reactive behavior
Explicit communication of company goals Stimulation of critical thinking and
ongoing examination of assumptions Identification of gaps between current
situation and future vision Encouragement of line managers’
participation Identification of HR constraints and
opportunities Creation of common bonds
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The challenges of strategic HR planning
Maintaining a competitive advantage Reinforcing overall business strategy Avoiding excessive concentration on day-to-
day problems Developing HR strategies suited to unique
organizational features Coping with the environment Securing management commitment Translating the strategic plan into action Combining intended strategy and emergent
strategies Accommodating change
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Strategic HR choices
The options available to a firm in designing its human resources system.
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Strategic HR choices : Work flows
Efficiency VS Innovation Control VS Flexibility Explicit job descriptions VS Broad
job classes Detailed work planning VS Loose
work planning
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Strategic HR choices : Staffing
Internal recruitment VS External recruitment
Supervisor makes hiring decision VS HR department makes hiring decision
Emphasis on “fit” of applicant with firm culture VS Emphasis on applicants’ technical qualifications and skills
Informal hiring of new employees VS Formal hiring of new employees
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Strategic HR choices: Employee separations
Voluntary inducements to retire VS Layoffs
Hiring freeze VS Recruit as needed
Continuing support for terminated employee VS Letting laid-off workers fend for themselves
Preferential rehiring policy VS No preferential treatment
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Strategic HR choices : Performance appraisal
Customized appraisal VS Uniform appraisal procedures
Developmental appraisals VS Control-oriented appraisals
Multipurpose appraisals VS Narrow-focus appraisals
Multiple input for appraisal VS Supervisor input only
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Strategic HR choices : Training and development
Individual training VS Team-bases training
On-the-job training VS External training
Job-specific training VS Generic training emphasizing flexibility
“Buy” skills by hiring experienced workers at a higher wage VS “Make” skills by providing training to less experienced workers hired at a lower wage
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Strategic HR choices : Compensation
Fixed pay VS Variable pay Job-based pay VS Individual-based
pay Seniority-based pay VS
Performance-based pay Centralized pay decisions VS
Decentralized pay decision
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Strategic HR choices : Employee relations and labor relations
Top down communication VS Bottom up communication
Union suppression VS Union acceptance
Adversarial approach VS Enlightened management
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Strategic HR choices : Employment rights
Emphasis on discipline to reduce mistakes VS Emphasis on preventive action to reduce mistakes
Emphasis on employer protection VS Emphasis on employee protection
Informal ethical standards VS Explicit ethical codes and enforcement procedures
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Strategic HR choices : International management Create global company culture VS
Adapt to local culture Reply on expatriates VS Reply on
country nationals Repatriation agreement VS No
formal repatriation agreement Universal company policies VS
Country-specific company policies
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Effective HR strategy formulation and implementation
Organizational strategies
Organizational
characteristics
Environment
Organizational capabilities
HR Strategies
Improved firm
performance
fit fit
fitfit
consistency
consistency
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The relative contribution of an HR strategy to firm performance increase
The greater the match between the HR strategy and the firm’s overall organizational strategies.
The greater the extent to which the HR strategy is attuned to the environment in which the firm is operating.
The more the HR strategy is molded to unique organization features.
The more the HR strategy enables the firm to capitalize on its distinctive competencies.
The more the HR strategies are mutually consistent or reinforce one another.
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Selecting HR strategies to increase firm performance
Fit with organization strategies Fit with the environment Fit with organizational characteristics Fit with organizational capabilities
Suwit SrimaiFaculty of Technology &
Management Prince of Songkla University,
Thailande-mail : [email protected]