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45页DOC|HumanResourceManagementPART1,PersonnelManagementtoHumanResourceManagement,Recognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeople,Beganinthe1980’sintheUSA,UKfollowedquickly,Conceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’,Armstrong1991,FeaturesofHRM,,,,Managementfocussedandtopmanagementdriven,Linemanagementrolekey,Emphasisesstrategicfit–integrationwithbusinessstrategy,Commitmentoriented,Twoperspectives–‘hard’and‘soft’,Involvesstrongculturesandvalues,,Performanceoriented,Requiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpractices,Employeerelationsorganicratherthanpluralistic,Organisingprinciplesareorganicanddecentralised,Flexibilityandteambuildingimportantpolicygoals,Strongemphasisonqualitytocustomers,Rewardsdifferentiatedbyskill,competenceorperformance,Fombrum,TichyandDevannaModel1984,WarwickModelofHRM,WarwickModel–contentoftheboxes,Outercontext–socio-economic,technical,politico-legal,competitive,Innercontext–culture,structure,politico-leadership,task-technology,businessoutputs,Businessstrategycontext–objectives,productmarket,strategyandtactics,HRMcontext-role,definition,organisation,HRoutputs,HRMcontent–HRflows,worksystems,rewardsystems,employeerelations,,GuestModel,DefinesfourpolicygoalsofHRM,FurtherdevelopmentoftheHarvardmodel,Strategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpolicies,Highcommitment–strongidentificationwithcompany,Highquality–includingmanagementofpeople,Flexibility–functional,adaptablestructures,capabilitytoinnovate,......,,,，大小：172 KB