人力資源管理

前言

　　自2001年12月加入世界貿(mào)易組織以來，中國進一步加強了與世界各國的政治、經(jīng)濟、文化各方面的交流與合作，這一切都注定中國將在未來世界經(jīng)濟發(fā)展中書寫重要的一筆?！　∪欢?，中國經(jīng)濟的發(fā)展正面臨著前所未有的人才考驗，在許多領域都面臨著人才匱乏的問題，特別是了解國際貿(mào)易規(guī)則、能夠適應國際競爭需要的國際管理人才，更是中國在未來國際競爭中取勝的決定性因素。因此，制定和實施人才戰(zhàn)略，培養(yǎng)大批優(yōu)秀人才，是我們在新一輪國際競爭中贏得主動的關鍵?！　」ど坦芾泶T士（MBA）1910年首創(chuàng)于美國哈佛大學，隨后MBA教育歷經(jīng)百年風雨不斷完善，取得了令世人矚目的成績。如今，美國MBA教育已經(jīng)為世界企業(yè)界所熟知，得到社會的廣泛承認和高度評價。MBA教育在我國雖起步較晚，但在過去十余年里，我國的M’BA教育事業(yè)發(fā)展非常迅速，也取得了相當顯著的成績?！　∧壳埃瑖鴥?nèi)的MBA教育市場呈現(xiàn)一片繁榮景象，但繁榮的背后卻隱藏著種種亟待解決的問題。其中一個就是教材的問題。目前，國內(nèi)市場上國外引進版教材在一定程度上還存在新舊好壞參差不齊的現(xiàn)象，這就需要讀者在使用引進版教材時進行仔細的甄別?！　”本┐髮W出版社推出的《MBA核心課程精選教材·英文影印版》彌補了國內(nèi)MBA教材市場的缺憾，給國內(nèi)M。BA教材市場注入了一股新鮮的血液。全套叢書基本覆蓋了北京大學MBA的主修課程。包括：管理學、營銷學、戰(zhàn)略管理、管理信息系統(tǒng)、運作管理、人力資源管理、商務溝通、國際金融、金融管理、決策分析、貨幣銀行學、會計學等。另外。在十幾門主課的基礎上又增加了幾門高級選修課程，包括：國際會計學、組織行為學、投資學、商務學、財務報表解析、管理會計、管理溝通、商業(yè)倫理學、企業(yè)家精神等?！　”咎讌矔暮Y選大體上本著以下幾點原則：（1）出“新”。克服以往教材知識陳舊、落后的弊端，大部分教材都與國外原版書同步出版。（2）出“好”。本套叢書收入了美國哈佛大學、斯坦福大學、麻省理工學院等著名院校所采用的教材，如《管理學》、《營銷管理架構(gòu)》、《管理信息系統(tǒng)》、《人力資源管理》、《財務會計》、《管理會計》、《面向管理的數(shù)量分析》等；本套叢書還收入了著名學術(shù)界宗師包括斯蒂芬·羅賓斯（《管理學基礎》）、菲利普·科特勒（《營銷管理架構(gòu)》）、查爾斯·亨格瑞（《財務會計》）等人的學術(shù)巨著。（3）出“精”。大多數(shù)教材都是再版多次。經(jīng)過不斷地修改和完善而成的?！　”咎住禡BA核心課程精選教材·英文影印版》集合了美國經(jīng)濟學界和管理學界各個學科領域?qū)＜业臋?quán)威巨著，該叢書經(jīng)過北京大學光華管理學院及其他著名高校知名學者的精心選編，包括了大量精深的理論指導和豐富的教學案例，真正稱得上是一套優(yōu)中選精的MBA教材。

內(nèi)容概要

非功能化的方法。本書覆蓋了人力資源管理中的所有核心問題，但采取的是“非功能化”的方法，以表明人力資源管理問題與所有員工而不僅僅是HR經(jīng)理的相關性。    全球化的視角。本書將理論闡釋與案例分析相結(jié)合，從全球視角展開相關內(nèi)容。書中專設一章，用于分析如何應對全球化的人力資源管理挑戰(zhàn)。    很多特色專欄，比如“管理者筆記”專欄、案例討論專欄等。    豐富的教輔材料，包括教師指導手冊、測試題、自動生成試卷的軟件、原書CD-ROM中所提供的教師資源。

作者簡介

戈梅斯-梅加亞利桑那州立大學商學院管理學教授。在進入學術(shù)界之前，戈梅斯-梅加從事過8年的人力資源工作，隨后又為多家組織做咨詢工作。在進入亞利桑那州立大學之前，曾在科羅拉多大學和佛羅里達大學任教。他曾在Academy of Management Journal和Journal of High Technology

書籍目錄

第一篇 導言　第1章 應對當前與新興的戰(zhàn)略人力資源挑戰(zhàn)第二篇 人力資源管理的背景　第2章 工作流程管理與工作分析　第3章 了解公平就業(yè)機會與法律環(huán)境（本章 刪去）　第4章 多元化管理（本章 刪去）第三篇 人員配置　第5章 員工的招聘與甄選　第6章 員工的離職、精簡及再就業(yè)管理第四篇 員工的開發(fā)　第7章 績效的評估與管理　第8章 員工的培訓　第9章 職業(yè)生涯開發(fā)第五篇 薪酬　第10章 薪酬管理　第11章 績效獎勵　第12章 員工福利的設計與管理第六篇 治理　第13章 員工關系管理　第14章 尊重員工權(quán)利與管理紀律　第15章 與有組織的勞動力合作　第16章 工作場所的安全與健康管理　第17章 國際人力資源管理挑戰(zhàn)

章節(jié)摘錄

　　industrial democracy means workers are represented at the plant level in works councils and at the corporate level through codetermination.　　Works councils are committees composed of both worker representatives and managers who have responsibility for governing the workplace. They participate in operational decisions, such as the allocation of overtime, the discipline and discharge of workers, the hiring of new workers, and training.3~ At the plant level, works councils make many　decisions on which unions would bargain with management in the United States. German unions focus on bargain- ing across industries on such issues as wages, rather than on bargaining within an industry, as is typical in the United States. However, the unification of Germanys high-wage West and lowerwage East means that unions and employers need more wage flexibility in labor contracts. Currently, more wage agreements are occurring at the company level in Germany.31 Works councils are also used in several other countries in addition to Germany. Austria, France, Belgium, the Netherlands, and Sweden have enacted laws that require that large companies organize works councils to represent the interests of employees.32　　Codetermination brings worker representation to a corporations board of directors. With one-third to one-half of their boards of directors representing workers, German companies are likely to give employees needs a high priority.33 (The other board members represent the share holders.) Not surprisingly, codetermination has fostered a spirit of cooperation between workers and managers. For the German economy, the results have been fewer strikes and higher produc-　　tivity. For workers, the results have been both greater responsibility and greater security. For example, IG Metall, Germanys largest union, has taken the lead on a number of important issues　instead of merely reacting to company proposals. The unions group-work policies, the product　of nearly two decades of research and activism, are designed to protect workers from layoff or transfer to lower-paying jobs.Labor Relations in JapanJapan has developed a successful labor relations system characterized by a high degree of coop eration between unions and management. A key factor in this success has been the Japanese enterprise union. The enterprise union, which represents Japanese workers in large corpora tions such as Toyota, Toshiba, and Hitachi, organizes the workers in only one company. This practice ensures that the unions loyalty will not be divided among different companies. The enterprise union negotiates with management with an eye on the companys long-term prosper ity. This labor relations system was long reinforced by large Japanese corporations offer of life long employment, which allowed Japanese workers to feel secure and unthreatened by changes in technology or job characteristics.34　　The traditional lifelong employment policy has encouraged cooperation between the enterprise unions and management. Many Japanese executives started their careers as union members right out of school, advanced to a leadership position in the union, and then got promoted into management, all within the same company. Because the enterprise unions legitimacy is unchallenged by management, there is a degree of trust and respect between the union and management in Japan that would be unthinkable in the United States. This fact helps to explain the behavior of Japanese executives who cooperate with a union in Japan but try at all costs to avoid unionization in their U.S. plants.

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