100Chapter 1Strategic Human Resource Management and Planning(战略性人力资源管理和规划)What is strategic human resource management? 1.1HR Management ChallengesEconomic and Technological Change Occupational ShiftsWorkforce Availability And QualityDemographics And DiversityBalancing Work And FamilyOrganizational RestructuringEliminating layers of managers Closing facilitiesMerging with other organizationsOutplacing workers1.2HR Management Activities(Figure 1-1 Management activities )l HR Planning and Analysisl Equal Employment Opportunityl Staffingl HR Developmentl Compensation and Benefitsl Health, Safety, and Securityl Employee and Labor-Management Relations1.3Nature of HR Managementl HR as Employee Advocatel Roles of HR Management(Figure 1-2 HR Management Rolesl Ethics and HR Managementl HR Management Competencies and Careers1.4Organizational Strategies and HR Planning (FIRGURE 1-3 HR Planning Process) l Scanning the External EnvironmentGovernment influencesEconomic conditionsGeographic and competitive concernsWorkforce composition and work patternsl Internal Assessment of Organizational Workforce The Balance Between Jobs needed to be done and Skills of people available to do the jobsOrganizational Capabilities Inventoryl Human Resource Information SystemsAn HRIS and the internetEnsuring security and privacyl Forecasting1.5Managing a Human Resource Surplus Workforce Reductions and the WARN ActThe Worker Adjustment And Retraining Notification (WARN) Downsizing: reducing the size of an organizational workforce. “Rightsizing”.Consequences of downsizingManaging survivors of downsizingAttrition and hiring freezesEarly retirement buyoutsLayoffsOutplacement servicesStrategic Management Tools? FIRGURE 1-1 Management Activities Environment Organization HR Activities Goals 表1-2 人力资源管理的角色 Figure 1-2 HR Management Roles 行政的administrative 运营的operational 战略的strategic着重于focus管理过程与记录administrative processing and record keeping营运的支持operational support组织范围的，全球的organization-wide, global时间timing短期（不超过一年）short term (less than 1 year)中期（1到2年）intermediate term (1-2 years)长期（2到5年）longer term (2-5 years)典型活动typical activitiesl 管理员工的福利administering employee benefitsl 对新员工情况简介conducting new employee orientationsl 说明人力资源政策与程序interpreting HR polices and proceduresl 准备公平就业的报告preparing equal employment reportsl 对薪酬项目的管理managing compensation programsl 为空缺职位招聘、选择员工recruiting and selecting for current openingsl 实行安全培训conducting safety trainingl 处理员工投诉问题resolving employee complaintsl 劳动力趋势、问题评估assessing workforce trends and issuesl 参与社区劳动力发展规划engaging in community workforce development planningl 组织重构与缩员进行协助assisting in organizational restructuring and downsizingl 对合并与收购提供建议advising on mergers or acquisitionsl 规划薪酬战略planning compensation strategiesFIRGURE 1-3 HR Planning Process 图1-3 人力资源规划过程组织目标与战略organizational objectives and strategies对外部环境的审视Scan external environment for changes affecting labor supply对内部的人力资源能力清单的分析analyze internal inventory of HR capabilities预测forecasting组织对人员的需要Organizational need for people对可用人员的调查Survey of people available组织人力资源战略与规划HR strategies and plansChapter 2 Organizational Performance and Global Effectiveness(组织绩效及全球效能)2.1 Organizational And Global ProductivityGlobal Competitiveness And Productivity High Productivity Leads To Higher Standards Of Living.Increase The National Wage Levels Without In National Productivity Lead To InflationLower Rates Of Productivity Make For Higher Labor Costs Which Lead To Less Competitive.Organizations and ProductivityProductivity Ultimately Affects Profitability And Competitiveness In A For-Profit Organization And Total Costs In A Not-For-Profit Organization.Productivity Is The Value Of An Organization.Increasing ProductivityOutsourcing Making Workers More Efficient With Capital EquipmentReplacing Workers With EquipmentHelping Workers Work BetterRedesigning The Work Quality And ProductivityQuality of production must be considered part of productivity.W. Edwards Deming: “Getting The Job Done Right The First Time Is Important To Quality Production.”ServiceDelivering high-quality customer service is another important outcome that affects Organizational competitive performance.Including product design, interaction with customers and so on.Service excellence is difficult to define2.2 Individual / Organizational RelationshipsLoyalty and length of service with one company ( individual / organizational relationship )Factors of changing:l Mergers and acquisitionsl Self-employment and contingent workl Outsourcing jobsl Loss of employment securityl Less management