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PERSONNEL MANAGEMENT

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  1. PERSONNEL MANAGEMENT Professeur Gilles GUYOT

  2. PERSONNEL MANAGEMENT • 1. Context of Human Ressources Issues • 2. Human Ressources Policies • 3. Human Ressources Issues • 4. Cross-Cultural Human Ressources Mgt. • 5. Annexes : Cross-Cultural Issues

  3. 1.Context of Human Ressources Issues • 1.1. Ethics and Behavior in Organizations • Ethical & UnethicalBehavior • Ethical Values of Societies & Individuals • Theories of Ethics • Managing for EthicalBehavior • International Aspects of Ethics

  4. 1.Context of Human Ressources Issues • 1.2. Leadership and Management • Theories of Leadership (behavioral, contingency) • Alternative views of Leadership • Elementsinfluencing leadership • Leadership Perceptions • International Aspects of Leadership • Ethical Issues in Leadership and Management

  5. 1.Context of Human Ressources Management Issues • 1.3.Organizational Change and Development • Forces for and against Change • Unplanned and plannedorganizational change • Resistance to Change • OrganizationalDevelopment • International Aspects of Organizational Change and Development • Ethical Issues

  6. 2. HUMAN RESSOURCES POLICIES • 2.1.The Critical Importance of H.R. today • Employment Security • SelectiveHiring • Self Managed team & Decentralisation • High Compensation on Performance • Extensive training • Reduced Distinctions based on Status • Extensive Sharing of Information

  7. 2.HUMAN RESSOURCES POLICIES • 2.2. H.R.MGT DEFINITIONS & FUNCTIONS • H.R.M. DEFINITION • Planning for Organizations, Jobs and People • MaintainingHuman Ressources • Multinational Human Ressources Management

  8. 2 HUMAN RESSOURCES POLICIES • 2.3.RecurringThemes in H.R. Management • TheStrategicApproach • The International H.R. Mnangement • MaintainingEthicalPolicies & Behavior • Benchmarking, Measuring and evaluatingHuman Ressources Results

  9. 2. HUMAN RESSOURCES POLICIES • 2.4.Current & Future Challenges to H.R.M. • CorporateReorganizations • Global Competition • CyclicalGrowth • IncreasingDiversity in the Work Force • Employees Expectations • Organisations as Vehicles for Social Goals

  10. 2.HUMAN RESSOURCES POLICIES • 2.5.Jobs & Careers in H. R. Mgt • Types of Jobs • Compensation for H.R. Professionals • CareerOpportunities • Career Progression

  11. 3. H. R. ISSUES : a. Job Analysis • 3.a.1.The Job AnalysisProcess • Phase 1 : The Scope of Job Analysis • Phase 2 : The Method of Job Analysis • Phase 3 : Data Collection and Analysis • Phase 4 : AssessingTraditional Job Analysis

  12. 3. H. R. ISSUES : a. Job Analysis • 3.a.2.The New StrategicView of Job Analysis • Future Oriented , Strategic Job Analysis • Job Analysis : a More GenericApproach • The Traditional and StrategicView of Job Analysis • 3.a.3.Job Analysis : Adding Value to the Organization

  13. 3.H.R. ISSUES : b. Recruiting • 3.b.1.Strategic Issues in Recruiting • Recruitment Goals • RecruitmentPhilosophy • Internal or External Sources • CountercyclicalHiring • Alternatives

  14. 3.H.R. ISSUES : b. Recruiting • 3.b.2.InternalRecruiting… • For Non Exempt Positions • For Exempt Position • 3.b.3. ExternalRcruiting • Planning • Recruitment Informations • InformalMethods • FormalMethods and Résumé-Tracking Systems

  15. 3.H.R. ISSUES : c. Performance Assessment and Management • 3.c.1.The performance Assessment & MgtProcess • 3.c.2.Strategic Importance of the Assessment • 3.c.3.Functions of Performance Assessment • 3.c.4.Criteria for a Good Assessment System • 3.c.5.DecidingWhat Type of Perf. to Measure • 3.c.6.Methods of Appraising Performance

  16. 3.H.R. ISSUES : d. Compensation System Development • 3.d.1.Employee Satisfaction & Motivation Issues • 3.d.2.EstablishingInternalEquity • 3.d.3.EstablishingExternalEquity • 3.d.4.EstablishingIndividualEquity • 3.d.5.Administering Compensation System • 3.d.6/The Issue of Comparable Worth

  17. 4.CROSS-CULTURAL HUMAN RESSOURCES MANAGEMENT

  18. SPECIFIC TO INDIVIDUAL INNATE & LEARNED LEARNED SPECIFIC TO THE GROUP 4.1.a.WHAT IS CULTURE ? UNIVERSAL INNATE

  19. 4.1.b.VALUES IN A CULTURE PRACTICES PRACTICES

  20. 4. CROSS-CULTURAL H.R. MGT • 4.2.Whatis International H.R. Mgt ? • Definition • Approaches to I.H.R. Mgt • Relevant Factors to I.H.R. Mgt

  21. 4. CROSS-CULTURAL H.R. MGT • 4.3.Managing H.R. in a foreignsubsidiary • Culture & H.R. Functions • Staffing in the Subsidiary • Training in the Subsidiary • Appraising the Performance of the Local Team • Subsidiary Compensation System • FactorsAffecting Compensation Systems

  22. 4. CROSS-CULTURAL H.R. MGT • 4.4.Expatriate Managers • Types of ExpatriateAssignments • The Cost of ExpatriateFailures • Determining the Need for an Expatriate • FactorsAssociatedwithExpatriateSuccess • Procedure for SelectingExpatriates • Selecting Global versus Expatriate Managers • TwoOtherSpecialExpatriateSelection Issues

  23. 4. CROSS-CULTURAL H.R. MGT • 4.5.Training Expatriates & Other Issues • Training Approaches • A ContingencyApproach to Expatriate Training • Postarrival Training • Training and Support for the Spouse & Family • Appraising the Performance of Expatriates • PayingExpatriates • ExpatriateReentry

  24. 5. ANNEXES CROSS-CULTURAL ISSUES

  25. 5.1.a. LAURENT: CULTURE, STATUS, FUNCTION «TROUGH THEIR PROFESSIONAL ACTIVITY, ARE MANAGERS PLAYING AN IMPORTANT ROLE IN SOCIETY? »

  26. 5.1.b. LAURENT: CULTURE, STATUS, FUNCTION « IN ORDER TO BE EFFICIENT? IS IT POSSIBLE TO BY-PASS THE HIERARCHICAL LINE ?»

  27. 5.1.c. LAURENT:CULTURE, STATUS, FUNCTION «IS IT MANDATORY, FOR A MANAGER, TO ANSWER TECHNICAL QUESTIONS ASKED BY SUBORDINATES ? » 

  28. 5.2.a. HOFSTEDE • ComparisonsBetweendifferentcultures are Split along four dimensions : • POWER DISTANCE: thedistance betweenindividualsatdifferentlevels of a hierarchy ; • INCERTAINTYAVOIDANCE: more or lessneed to reduceuncertainty ; • INDIVIDUALISM VS COLLECTIVISM : relations between an individual and hiscolleagues ; • MASCULINE VS FEMININE :competition society or care society.

  29. 5.2.b. Individualisme /Power Distance

  30. 5.2.c. Individualism-Collectivism& Masculine-Féminine

  31. 5.2.d. power Distance & UncertaintyAvoidance

  32. Merci de votre attention