CHAPTER ONE
AN INTRODUCTION TO
ENTERPRISE HUMAN
RESOURCES MANAGEMENT
(第一章 学科概论)
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Main Contents
ENTERPRISE HUMAN RESOURCE
MANAGEMENT
 EHRM
PRACTICES
 Why STUDY EHRM ？

2
一、ENTERPRISE HUMAN RESOURCE
MANAGEMENT
（第一节企业人力资源管理）
What is EHRM?
 The
What
is EHRM?
emergence
of EHRM
 The
Thedevelopment
emergence of
of EHRM
EHRM What
andof
roles
do HR
 responsibilities
The development
EHRM
Departments
perform?
(HR 部门的责任与角

The principles
for EMBA
色？）
 Comparison between Traditional
EPM & EHRM

3
What is EHRM?
Enterprise Human Resource
Management （EHRM） refers to the
policies, practices, and system that
influence employees’ behavior, attitudes,
and performance. Many scholars refer to
EHRM as managing people at work”
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The Emergence
of EHRM(p8)
The concept of “Human resource” was put
forward by Drucker in 《Management
Practices》.
 《 Human Resource Function》 written by
Bark was published in 1958.
 A paper was published in《Harvard Business
Review》by Malers.

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The Development
of EHRM(p28)
Before
1960s
In the
1970s
In the
1980s
In the
1990s
Focusing on routine affairs Management
People were viewed as “cost” and managed
coercively
Focusing on Labor Relations Management
Focusing on organizational resources development
People were viewed as “profit” and managed with
human touch.
HRM has become a major strategic player
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The principles for EMBA (p8)
 Mutual
dependence
 Mutual Development
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Comparison between Traditional
EPM & EHRM
 Philosophy
of Management
EPM： The workforces were viewed as
a “cost- center”
EHRM ： The workforces are viewed as
a “profit center”
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Comparison between Traditional
EPM & EHRM
 Scope
of Management
EPM : concerned with recruitment, selection,
wage& benefit, performance appraisal, and file
management
EHRM :also including the function of HR
planning, employee development, career
design and jobs design.
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Comparison between Traditional
EPM & EHRM

Status of management
EPM: viewed as a job of low content of
technology
EHRM :viewed as a job of high content of
technology
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Comparison between Traditional
EPM & EHRM
Means of Management
 EPM: A focus on rigidity management
 EHRM:A focus on flexibility management

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二、EHRM
PRACTICES
（第二节企业人力资源活动）
EHRM Tasks
 EHRM Targets
 EHRM System

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EHRM TASKS (Objectives p13)
 Improving
operation &management
efficiency and effectiveness
 Improving the workforces profiles
 Reinforcing measures for EHRM
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EHRM TASKS (channels p14)
 People
matching with positions
 Bringing the initiatives of people into full
play
 There is some scope for one’s ability
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EHRM TASKS (Function p15-16)
HR Planning
Job Analysis &Selection
Training& Development
Performance management
&Appraisal
Compensation &Motivation
Personnel allocation &Labor
Relations
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EHRM Targets(p16-19)
Labor Productivity
Rate for Employee Expenditure
Turnover
Pass Rate for Employee Appraisal
Rate for talented people
development
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EHRM System(p20-22)
Top Managers
Managers in HRD
Supervisors
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三、Why STUDY EHRM ？(第三节 为什
么要学习企业人力资源管理)
企业人力资源管理已成为企业竞争优势的主要源
泉
观当代企业界发展实际，企业竞争的焦
点已从注重自然资源、物质资源转向注重
人力资源。因此，21世纪的企业竞争，将
主要是科技竞争、智力竞争、归根到底是
企业人力资源管理与开发及其潜能充分发
挥的竞争。
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企业人力资源管理对组织的生存和发展至关重要
优秀的公司之所以优秀是因为他们能够把普通的
人组织起来做出不普通的事业。 （美）汤姆.彼得斯
 你可以接管我的工厂，烧掉我的厂房，但只要
留下我的那些人，我就可以重建IBM公司。
（IBM公司创始人 ）沃森
将我所有的工厂、设备、市场、资金全部夺去，
但只要保留我的组织、人员，四年后，我仍是
一个钢铁大王。（美）卡内基
 我最大的成绩就是发现人才。 （美）杰克.韦尔奇

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 对全世界CEO的调查而知
 新世纪企业面临的紧迫问题：
 吸引、保留和发展骨干人员
 建设和维持高绩效的文化氛围
 从战略角度思考问题和计划
 改进与发展客户服务与满意
 改进时间、压力与绩效管理
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讨论
1. 分析“三个和尚没水喝”现象。
2.
3.
EHRM只是人力资源管理部门的事？
中国人力资源管理的现状？
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