人力資源管理

前言

　　自2001年12月加入世界貿(mào)易組織以來(lái)，中國(guó)進(jìn)一步加強(qiáng)了與世界各國(guó)的政治、經(jīng)濟(jì)、文化各方面的交流與合作，這一切都注定中國(guó)將在未來(lái)世界經(jīng)濟(jì)發(fā)展中書(shū)寫(xiě)重要的一筆。　　然而，中國(guó)經(jīng)濟(jì)的發(fā)展正面臨著前所未有的人才考驗(yàn)，在許多領(lǐng)域都面臨著人才匱乏的問(wèn)題，特別是了解國(guó)際貿(mào)易規(guī)則、能夠適應(yīng)國(guó)際競(jìng)爭(zhēng)需要的國(guó)際管理人才，更是中國(guó)在未來(lái)國(guó)際競(jìng)爭(zhēng)中取勝的決定性因素。因此，制定和實(shí)施人才戰(zhàn)略，培養(yǎng)大批優(yōu)秀人才，是我們?cè)谛乱惠唶?guó)際競(jìng)爭(zhēng)中贏得主動(dòng)的關(guān)鍵。　　工商管理碩士（MBA）1910年首創(chuàng)于美國(guó)哈佛大學(xué)，隨后MBA教育歷經(jīng)百年風(fēng)雨不斷完善，取得了令世人矚目的成績(jī)。如今，美國(guó)MBA教育已經(jīng)為世界企業(yè)界所熟知，得到社會(huì)的廣泛承認(rèn)和高度評(píng)價(jià)。MBA教育在我國(guó)雖起步較晚，但在過(guò)去十余年里，我國(guó)的M’BA教育事業(yè)發(fā)展非常迅速，也取得了相當(dāng)顯著的成績(jī)?！　∧壳?，國(guó)內(nèi)的MBA教育市場(chǎng)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(wèn)題。其中一個(gè)就是教材的問(wèn)題。目前，國(guó)內(nèi)市場(chǎng)上國(guó)外引進(jìn)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(jìn)版教材時(shí)進(jìn)行仔細(xì)的甄別?！　”本┐髮W(xué)出版社推出的《MBA核心課程精選教材·英文影印版》彌補(bǔ)了國(guó)內(nèi)MBA教材市場(chǎng)的缺憾，給國(guó)內(nèi)M。BA教材市場(chǎng)注入了一股新鮮的血液。全套叢書(shū)基本覆蓋了北京大學(xué)MBA的主修課程。包括：管理學(xué)、營(yíng)銷(xiāo)學(xué)、戰(zhàn)略管理、管理信息系統(tǒng)、運(yùn)作管理、人力資源管理、商務(wù)溝通、國(guó)際金融、金融管理、決策分析、貨幣銀行學(xué)、會(huì)計(jì)學(xué)等。另外。在十幾門(mén)主課的基礎(chǔ)上又增加了幾門(mén)高級(jí)選修課程，包括：國(guó)際會(huì)計(jì)學(xué)、組織行為學(xué)、投資學(xué)、商務(wù)學(xué)、財(cái)務(wù)報(bào)表解析、管理會(huì)計(jì)、管理溝通、商業(yè)倫理學(xué)、企業(yè)家精神等?！　”咎讌矔?shū)的篩選大體上本著以下幾點(diǎn)原則：（1）出“新”。克服以往教材知識(shí)陳舊、落后的弊端，大部分教材都與國(guó)外原版書(shū)同步出版。（2）出“好”。本套叢書(shū)收入了美國(guó)哈佛大學(xué)、斯坦福大學(xué)、麻省理工學(xué)院等著名院校所采用的教材，如《管理學(xué)》、《營(yíng)銷(xiāo)管理架構(gòu)》、《管理信息系統(tǒng)》、《人力資源管理》、《財(cái)務(wù)會(huì)計(jì)》、《管理會(huì)計(jì)》、《面向管理的數(shù)量分析》等；本套叢書(shū)還收入了著名學(xué)術(shù)界宗師包括斯蒂芬·羅賓斯（《管理學(xué)基礎(chǔ)》）、菲利普·科特勒（《營(yíng)銷(xiāo)管理架構(gòu)》）、查爾斯·亨格瑞（《財(cái)務(wù)會(huì)計(jì)》）等人的學(xué)術(shù)巨著。（3）出“精”。大多數(shù)教材都是再版多次。經(jīng)過(guò)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(guó)經(jīng)濟(jì)學(xué)界和管理學(xué)界各個(gè)學(xué)科領(lǐng)域?qū)＜业臋?quán)威巨著，該叢書(shū)經(jīng)過(guò)北京大學(xué)光華管理學(xué)院及其他著名高校知名學(xué)者的精心選編，包括了大量精深的理論指導(dǎo)和豐富的教學(xué)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(shū)覆蓋了人力資源管理中的所有核心問(wèn)題，但采取的是“非功能化”的方法，以表明人力資源管理問(wèn)題與所有員工而不僅僅是HR經(jīng)理的相關(guān)性。    全球化的視角。本書(shū)將理論闡釋與案例分析相結(jié)合，從全球視角展開(kāi)相關(guān)內(nèi)容。書(shū)中專(zhuān)設(shè)一章，用于分析如何應(yīng)對(duì)全球化的人力資源管理挑戰(zhàn)。    很多特色專(zhuān)欄，比如“管理者筆記”專(zhuān)欄、案例討論專(zhuān)欄等。    豐富的教輔材料，包括教師指導(dǎo)手冊(cè)、測(cè)試題、自動(dòng)生成試卷的軟件、原書(shū)CD-ROM中所提供的教師資源。

作者簡(jiǎn)介

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

書(shū)籍目錄

第一篇 導(dǎo)言　第1章 應(yīng)對(duì)當(dāng)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(jī)會(huì)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(jiǎn)及再就業(yè)管理第四篇 員工的開(kāi)發(fā)　第7章 績(jī)效的評(píng)估與管理　第8章 員工的培訓(xùn)　第9章 職業(yè)生涯開(kāi)發(fā)第五篇 薪酬　第10章 薪酬管理　第11章 績(jī)效獎(jiǎng)勵(lì)　第12章 員工福利的設(shè)計(jì)與管理第六篇 治理　第13章 員工關(guān)系管理　第14章 尊重員工權(quán)利與管理紀(jì)律　第15章 與有組織的勞動(dòng)力合作　第16章 工作場(chǎng)所的安全與健康管理　第17章 國(guó)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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