PART 2 The Human Resource Environment
第二章 战略性人力资源管理
CHAPTER 2 Strategic Human Resource Management
【教学目的和要求】
1 、理解和掌握 “人力资源管理”与战略管理的关系 教学时数： 1
2 、掌握与不同企业战略相适应的“人力资源管理”方式 教学时数： 1
3 、 理解“人力资源管理”如何才能发挥战略作用 教学时数： 1
【基础知识】
This chapter describes the concept of strategy and develops the strategic management process. The levels of integration between the HRM function and the strategic management process during the strategy formulation stage are then discussed. A number of common strategic models are reviewed and within the context of these models, types of employee skills, behaviors, and attitudes are noted. Ways in which HRM practices aid the firm in implementing its strategic plan are described. Finally, a model that views the HRM function as a separate business within a given firm is presented, making it easier for the student to understand the need for strategic thinking among HRM practitioners.
I HR and Strategy Management
II. The Role of HR in Strategy Formulation
III. Selecting HR Strategies to Increase Firm Performance
IV. LEADERSHIP: How HR can be a Strategic Partner
V. Management Skills Builder: Issues and Discussions
【教学总时数】 3 课时
参考资料 ：
1.Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter2.
2.G. Dessler(2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter1.
作业与练习 ：
1. Why is it important for a company to make its human resources into a competitive advantage? How can HR contribute to doing so?
2. Many believe that top managers care little about human resources compared to such areas as marketing, finance, production, and engineering. What might account for this perception, and what would you do to change it?
亲验式活动 1 ：
DEVELOPING HRM SKILLS: EXPERIENTIAL EXERCISE 1
教学时数： 1.5
Learning purpose:
The Blue-Green Exercise provides an excellent experience in the value of cooperation. This exercise is a good “icebreaker” and discussion stimulator. It is one of the best exercises to use with a relatively large group.
Summary of the activity:
Divide the total group into four subgroups of as nearly equal size as possible. These subgroups must be called TEAMS and designated as Team A-1, Team A-2, Team B-1, and Team B-2. A suggested arrangement is for teams to move to four corners as shown in Exhibit 1.( 具体资料请参见另一文件“亲验式活动” )
The following transparency masters have been provided:
1. Organization Chart for AB Company (Exhibit 2).
2. Points Matrix (Exhibit 3).
3. Points to Remember on Cooperation (Exhibit 4).
Thought provoking questions:
At the conclusion of the 8 transactions, total the points per team and for the exercise (net points accumulated). Typical scores will run between -70 and +70. The maximum total points that can be accumulated for AB Company is 320.
Calculate the difference between the total net points accumulated by the four teams in the exercise and the 320 maximum, and write it on the chalkboard.
At this point, go back to the diagram shown in Exhibit 2 (flip this back into view on the flip chart, or put it back on the overhead projector). Ask, “Who do we all work for?” (The AB Company). Then ask, “What was the purpose of this exercise?” (Point accumulation). “Who for?” (The AB Company). “Then why didn't we achieve the maximum possible 320 points?”
Other specific areas for discussion include:
1. Did you negotiate in good faith?
2. If you did not negotiate, why?
3. What happened to communication?
4. Was the word competition ever used, or contest , or game ?
5. Why do we compete rather than cooperate?
6. What did you perceive your role as being?
7. Do things like this go on in organizations, businesses, and families? Why?
8. Is competition always beneficial? Harmful?
9. When do we know to cooperate?
10. What else have you learned?
第三章 工作分析与设计
CHAPTER 3 The Analysis and Design of Work
【教学目的和要求】
1 、理解工作分析对企业战略及“人力资源管理”的重要性 教学时数： 0.5
2 、掌握“工作流程”的概念与基本的分析思路 教学时数： 0.5
3 、 学会常用的工作分析技术，能够独立完成基本的工作分析任务 教学时数： 2
4 、掌握各种工作设计思路，理解其各自的优缺点 教学时数： 2
【基础知识】
The first section of this chapter discusses the analysis of work process within a given work unit. Having provided an understanding of the broader context of jobs, the chapter discusses the need for and usefulness of both job analysis and the techniques for performing job analysis. Finally, the chapter concludes by presenting the various approaches to job design to provide managers with an understanding of the costs and benefits of emphasizing different characteristics of jobs when designing or redesigning them.
I. Opening Vignette: Teams & Levi's: A Poor Fit?
II .Work-Flow Analysis and Organizational Structure
2.1 Work-Flow Analysis
2.2 Organizational Structure
III. Job Analysis
3.1 What is Job Analysis?
3.2 Methods of Job Analysis
3.3 Job Description
3.4 Job Analysis ---– a Practical Approach
IV. Management Skills Builder: On the spot interview
V. Job Design
5.1 Motivation Approach
5.2 The mechanistic approach
5.3 Biological Approach
5.4 Perceptual/Motor Approach
5.5 Summary of Job Design Approaches
【教学总时数】 5 课时
参考资料 ：
1. Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter4.
2. G. Dessler(2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter 3.
3 . 亚瑟 .W. 小舍曼 等著，张文贤 主译，《人力资源管理》。东北财经大学出版社，汤姆森出版集团， 2001 年 3 月第 1 版，第四章。
4 .张一驰 编著，《人力资源管理教程》，北京大学出版社， 1999 年 9 月第 1 版，第二章。
作业与练习 ：
We discussed several methods for collecting job analysis data — questionnaires, the position analysis questionnaire, and so on. Compare and contrast these methods, explaining what each is useful for and listing the pros and cons of each.
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