13人力资源管理

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/2•解释人力资源管理过程的重要性以及影响该过程的外部因素•讨论与识别和甄选合格员工有关的任务•解释不同类型的上岗培训和员工培训•描述用来留住高绩效优秀员工的各种战略•讨论当代的一些人力资源管理事项Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/3人力资源管理为什么重要？•是竞争优势的一个重要来源–以人为本的人力资源管理能够为公司股东带来卓越的回报•是一项重要的战略工具–把公司员工当作合作伙伴，通过他们来使公司在竞争中获得成功•能够改进组织绩效–高绩效工作实践能够导致员工个体及整个公司的高绩效Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/4人力资源管理为什么重要？•高绩效工作实践：能够使个体绩效和组织绩效都达到高水平的工作实践Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/5图表12-1（306页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/6对人力资源管理过程产生影响的外部因素•工会：代表员工利益并通过集体谈判来设法保护员工利益的组织•平权行动：组织用来改善受保护群体的状况和地位的方案Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/7图表12-2（307页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/8图表12-3（309页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/9图表12-3（续）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/10图表12-3（续）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/11员工代表参与•工作委员会：由被任命的或者选举产生的员工组成的团队，管理层在制定与人事有关的决策时必须征询该团队的意见•董事会代表：成为公司董事会成员并代表公司员工利益的员工Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/12识别和甄选合格员工•人力资源规划：管理者用来保证他们能够使正确数量和类型的合格人员在正确时间处于正确岗位的一个过程•工作分析：一种评估，用来定义某个工作岗位及在该岗位上必须从事的行为。Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/13识别和甄选合格员工（续）•工作说明书：用来描述某个工作岗位的一份书面陈述•工作规范：一份书面陈述，用来阐述任职者为成功开展工作而必须具备的最低任职资格Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/14招聘和解聘•招聘：发现、识别和吸引合格的求职者•解聘：减少本组织员工的数量Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/15图表12-4（313页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/16图表12-5（314页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/17什么是甄选？•甄选：对求职者进行筛选以确保录用最佳人选•真实工作预览：对工作岗位的一种预览，提供关于本公司和该工作岗位的正面和负面信息•上岗培训：向新员工介绍本组织以及他（她）所从事的工作岗位Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/18图表12-6（315页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/19图表12-7（316页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/20图表12-7（续）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/21图表12-7（续）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/22员工绩效管理•绩效管理系统：建立绩效标准来评估员工绩效•基于技能的薪酬：一种薪酬体系，根据员工表现出的工作技能和能力来确定薪酬•浮动薪酬：一种薪酬体系，员工个体的薪酬取决于其绩效水平Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/23图表12-8（319页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.Allrightsreserved12/24图表12-9（320页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,