罗宾斯管理学双语教学讲稿12.docVIP

12 Human Resource Management 1. INTRODUCTION. The quality of an organization is, to a large degree, merely the summation of the quality of the people it hires and keeps. This chapter addresses the issues associated with human resource management. 2. WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT. Various studies have concluded that an organization’s human resources can be an important strategic tool and can help establish a firm’s sustainable competitive advantage. A. Whether or not an organization has a human resource department, every manager is involved with human resource management activities. B. Managers must see employees as partners, not just costs to be minimized C. Studies that have looked at the link between HRM policies and practices and organizational performance have found that certain ones have a positive impact on performance. 1. These high-performance work practices are human resource policies and practices that lead to high levels of performance at the individual and organizational levels. 2. Examples of high-performance work practices are shown in Exhibit 12.1 3. THE HUMAN RESOURCE MANAGEMENT PROCESS. A. The human resource management process is defined as the eight activities necessary for staffing the organization and sustaining high employee performance. B. There are eight steps in the process as shown in Exhibit 12.2. C. Important Environmental Considerations. There are numerous environmental forces that constrain human resource management activities. The two factors that most directly influence the HRM process are employee labor unions and governmental laws and regulations. 1. Unionization can affect a company’s human resource management activities. a. A labor union is an organization that represents workers and seeks to protect their interests through collective bargaining. b. Good labor-management relations, the formal interactions between unions and an organization’s management, are important. c. Although only about 13.5 percent of the