1. 1 学习目的 学习目的 在理论和知识层面 : 了解和掌握人力资源管理理论框架 在技能层面 : 工作分析、招聘、培训、考评和工资管理 应具备相应的操作能力。 教学形式（ LCSP ） 教学形式（ LCSP ） 讲授（ Lecture ） 案例（ case ） : 课堂小案例，课外大案例 课堂讨论（ Seminar ） 小论文（ Mini － paper ）

2. 2 案例分析形式与要求 案例分析形式与要求 分组，每组选一个案例 分组，每组选一个案例 消化案例，收集资料，分工合作 消化案例，收集资料，分工合作 准备并制作 PPT 准备并制作 PPT 演讲要求 演讲要求 小组成员必须全部上台 小组成员必须全部上台 着装整洁，举止得当 着装整洁，举止得当 形式上鼓励创新 形式上鼓励创新 演讲时间不超过 20 分钟 演讲时间不超过 20 分钟

3. 3 参考书 参考书 加里. 德斯勒 《 Human Resource management 》， 第八版 2010 加里. 德斯勒 《 Human Resource management 》， 第八版 2010 方振邦《战略性人力资源管理》第二版，中国人民 大学出版社 ， 2012 年 方振邦《战略性人力资源管理》第二版，中国人民 大学出版社 ， 2012 年 张德 《人力资源管理》 清华大学 出版社， 2008 年 张德 《人力资源管理》 清华大学 出版社， 2008 年

4. 4 Chapter 1 HUMAN RESOURCE MANAGEMENT ( 第一章 人力资源 管理概述 )

5. 5 Main Contents Human ResourceHuman Resource Human Resource Management Human Resource Management Who is Responsible for Developing and implementing HRM Practices ？ Who is Responsible for Developing and implementing HRM Practices ？ Gaining a Competitive AdvantageGaining a Competitive Advantage Competitive Advantage and HRMCompetitive Advantage and HRM

6. 6 HUMAN RESOURCES HUMAN RESOURCES What is Human Resource? What is Human Resource? Components of Human Resource Components of Human Resource Human Resource vs. Other Relative Concepts Human Resource vs. Other Relative Concepts

7. 7 What is human resource(HR)? 广义：智力正常的人。 广义：智力正常的人。 狭义的人力资源概念的理解和阐释有差异。 狭义的人力资源概念的理解和阐释有差异。能力观 能够推动整个经济和社会发展的劳动者的劳动能力。 能够推动整个经济和社会发展的劳动者的劳动能力。 包含在人体内的一种劳动能力，它是表现在劳动着身上的， 以劳动者数量和质量表示的资源，它对生产起决定性的作 用。 人员观 在一定范围内的能够推动整个经济和社会发展的具有劳动能 力的人口总和。 组织内外具有劳动能力的人的总和。

8. 8 Components of human resources quantity quality Which is more important?

9. 9 Quantity (Potential or Realistic?)

10. 10 Quality HR Knowledge Intelligence skills Physique Work attitude

11. 11 Human Resource in China Population:>1.3billion Human resource:0.8billion Talented people:60750000

12. 12 Features Initiative Re-productive Value-adding Non -deprivable Timely Social

13. 13 1-1 HUMAN RESOURCE MANUGEMENT? What is HRM ？ What is HRM ？ 1-1a Preselection Practices1-1a Preselection Practices 1-1b Selection Practices1-1b Selection Practices 1-1c Postselection Practices1-1c Postselection Practices

14. 14 What is HRM ？ （ p3 ） ? An organization’s human resource management(HRM) function focuses on the people aspect of management. It consists of practices that help the organization deal effectively with its people during the various phases of th employment cycle: pre- selection, selection, and post-selection.An organization’s human resource management(HRM) function focuses on the people aspect of management. It consists of practices that help the organization deal effectively with its people during the various phases of th employment cycle: pre- selection, selection, and post-selection.

15. 15 HR Planning- a process that helps companies identify their future HR needs and how those needs can be met.HR Planning- a process that helps companies identify their future HR needs and how those needs can be met. Job Analysis - a systematic procedure for gathering,analyzing and documenting information about particular jobs.Job Analysis - a systematic procedure for gathering,analyzing and documenting information about particular jobs. 1-1 a HRM Preselection Practices （ p4 ） 1-1 a HRM Preselection Practices （ p4 ）

16. 16 1-1 b HRM Selection Practices （ p5 ） 1-1 b HRM Selection Practices （ p5 ） Recruitment –Organization use recruitment to locate and attract applicants for particular position.Recruitment –Organization use recruitment to locate and attract applicants for particular position. Selection – involves assessing and choosing job candidates.Selection – involves assessing and choosing job candidates.

17. 17 HRM Postselection Practices （ p5 ） Training &Development – Are planned learning experiences that teach workers how to perform their current or future jobs effectively.Training &Development – Are planned learning experiences that teach workers how to perform their current or future jobs effectively. Performance Appraisal – Organizations measure the adequacy of their employees’ job performance and communicate these evaluations to them.Performance Appraisal – Organizations measure the adequacy of their employees’ job performance and communicate these evaluations to them. Compensation – Entail pay and benefits. Pay refers to wage employees earn; benefits are a form of compensation provided to employees such as health insurance or employee discount.Compensation – Entail pay and benefits. Pay refers to wage employees earn; benefits are a form of compensation provided to employees such as health insurance or employee discount. Productivity Improvement Programs – bonusesProductivity Improvement Programs – bonuses

18. 18 1-2 WHO IS RESPONSIBLE FOR DEVELOPING AND IMPLEMENTING HRM PRACTICES ？ 1-2 WHO IS RESPONSIBLE FOR DEVELOPING AND IMPLEMENTING HRM PRACTICES ？ Who must be responsible for HRM ？ (p6)Who must be responsible for HRM ？ (p6) Who must assume an even larger role?(p7)Who must assume an even larger role?(p7) 1-2 a HR professional’s Role1-2 a HR professional’s Role 1-2 b line manager’s Role1-2 b line manager’s Role

19. 19 1-2 a HR professional’s Role (p7) Three major responsibilities Establish HRM Procedures and MethodsEstablish HRM Procedures and Methods Monitor/Evaluate HR PracticesMonitor/Evaluate HR Practices Advise/Assist on HRM-related MattersAdvise/Assist on HRM-related Matters

20. 20 1-2 b line manager’s Role (p8) Two major responsibilities Implementing HRM Practices Providing HR Professionals with necessary input for developing effective HRM procedures

21. 21 1-3 GAINING A COMPETITIVE ADVANTAGE 1-3a Competitive Advantage Defined1-3a Competitive Advantage Defined 1-3b Cost Leadership1-3b Cost Leadership 1-3c Differentiation1-3c Differentiation

22. 22 1-3 a Competitive Advantage Defined(p9) Competitive Advantage A status achieved by a company when gaining a superior marketplace position relative to its competitors.

23. 23 1-3b Cost Leadership (p9) Cost Leadership A firm provides the same services and products as its competitors, but produce them at a lower cost.

24. 24 1-3c Product Differentiation (p9) Product Differentiation Gaining competitive advantage by producing a differentiated product or service that buyers prefer (charging a premium price). Gaining competitive advantage by producing a differentiated product or service that buyers prefer (charging a premium price).  Creating a better quality product or service than its competitors  Providing innovative products or services that are not offered by its competitors  Choosing a superior location-one that is more accessible to its customers  Promoting and packaging its product to create the perception of high quality

25. 25 1-4 Competitive Advantage and HRM 1-4a Evidence linking HRM Practices to Competitive Advantage1-4a Evidence linking HRM Practices to Competitive Advantage 1-4b A Model Linking HRM Practices to Competitive Advantage1-4b A Model Linking HRM Practices to Competitive Advantage 1-4c HRM practices and Sustained Competitive Advantage1-4c HRM practices and Sustained Competitive Advantage

26. 1-4a Evidence linking HRM Practices to Competitive Advantage A growing evidence indicates that a firm’s HRM practices have a strong impact on competitive advantage.(p10) © 2007 Prentice Hall, Inc. All rights reserved.1–26

27. 27 1-4b A Model Linking HRM Practices to Competitive Advantage

28. 28 Case: What can Microsoft achieve?  Microsoft is the world’s largest manufacturer of software. Each year,the HR professionals in the company need to recruit new employees since some people jump and leave the company.In the past,they usually placed a help-wanted ad in the paper. In recent years they attempt to recruit new employees by asking its current employees to “spread the word”( that is employees’ referrals) to their friends, relatives.They also attempt to use E-learning instead of on-the-job training.

29. 29 1-4 c HRM practices and Sustained Competitive Advantage p17-18 Covered--- invisibleCovered--- invisible Interrelated System- visibleInterrelated System- visible

30. 30 思考讨论题  为什么三个和尚没水喝？你认为应如何进行有效 管理？  有的管理者认为本单位工作没做好是因为下属又 笨又懒，是下属的责任。此观点是否成立？  龟兔赛跑：为什么兔子去睡觉？为什么乌龟要拼 命爬？一个组织未来的生存和发展要靠谁？怎样 才能让兔子跑起来？  人口资源、劳动力资源、人才资源与劳动力资源 的区别？