人力资源管理_英文版__Human_Resources

HumanResourceManagement人力资源管理LEARNINGOUTLINEWhyHumanResourcesIsImportant:TheHRMProcess•Explainhowanorganization’shumanresourcescanbeasignificantsourceofcompetitiveadvantage.•Listeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.•DiscusstheenvironmentalfactorsthatmostdirectlyaffecttheHRMprocess.HumanResourcePlanning;Recruitment/Decruitment;Selection;Orientation;Training•Contrastjobanalysis,jobdescription,andjobspecification.•Discussthemajorsourcesofpotentialjobcandidates.•Describethedifferentselectiondevicesandwhichworkbestfordifferentjobs.•Describewhatarealisticjobpreviewisandwhyit’simportant.•Explainwhyorientationissoimportant.•Describethedifferenttypesoftrainingandhowthattrainingcanbeprovided.EmployeePerformanceManagement;Compensation/Benefits;CareerDevelopment•Describethedifferentperformanceappraisalmethods.•Discussthefactorsthatinfluenceemployeecompensationandbenefits.•Describeskill-basedpaysystems.•Describecareerdevelopmentfortoday’semployees.CurrentIssuesinHumanResourceManagementTheImportanceofHumanResourceManagement(HRM)NecessarypartoftheorganizingfunctionofmanagementSelecting,training,andevaluatingtheworkforceAsanimportantstrategictoolHRMhelpsestablishanorganization’ssustainablecompetitiveadvantage.AddsvaluetothefirmHighperformanceworkpracticesleadtobothhighindividualandhighorganizationalperformance.High-PerformanceWorkPractices高绩效工作实务EnvironmentalFactorsAffectingHRMLaborUnion工会CollectiveBargainingAgreementAffirmativeAction反优先雇佣行动方案LawsandRegulations法律和条款7HumanResourceManagement(HRM)concernswithgetting,training,motivatingandkeepingcompetentemployees8TheHumanResourceManagementProcessManagingHumanResourcesHumanResource(HR)Planning人力资源规划（第一步）Theprocessbywhichmanagersensurethattheyhavetherightnumberandkindsofpeopleintherightplaces,andattherighttimes,whoarecapableofeffectivelyandefficientlyperformingtheirtasks.Helpsavoidsuddentalentshortagesandsurpluses.StepsinHRplanningMakingaFutureAssessmentMakingaCurrentAssessmentDesigningaFutureProgramHRMprocess:planningCurrentAssessment当前评价HumanResourceInventory人力资源调查Areviewofthecurrentmake-upoftheorganization’scurrentresourcestatusCurrentAssessmentJobDescription职务说明书Awrittenstatementofwhatthejobholderdoes,howitisdone,andwhyitisdone.JobSpecification职务规范Awrittenstatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfully.区别在哪里？13职务名称:出纳直接上级:财务部经理本职工作:现金收发工作责任:a.负责现金收付b.处理报销事项c.…………主要权力:报销单据不合法及企业有关规定,有拒绝付款的权利14职务名称:销售部经理年龄:26岁---40岁性别:男女不限学历:工作经验:生理要求:心理要求:15Behavioraldescriptors行为方面的描述-thenatureofthejob-职务说明书Jobdescriptionisadetailedsummaryofajob’stasks,duties,andresponsibilities.Abilitydescriptors能力方面的描述-therequirementsofthejob-职务规范Jobspecificationliststheworkercharacteristics(KSAs)neededtoperformthejobsuccessfully.RecruitmentandDecruitment招聘与解聘（第二步）Recruitment招聘Theprocessoflocating,identifying,andattractingcapableapplicantstoanorganizationDecruitment解聘TheprocessofreducingasurplusofemployeesintheworkforceofanorganizationE-recruiting互联网招聘RecruitmentofemployeesthroughtheInternetOrganizationalwebsitesOnlinerecruiters17FiringLayoffsandAttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizingOptionsHRMprocess:recruitmentanddownsizingSelection甄选（第三步）SelectionProcessTheprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.SelectionAnexerciseinpredictingwhichapplicants,ifhired,willbe(orwillnotbe)successfulinperformingwellonthecriteriatheorganizationusestoevaluateperformance.Selectionerrors:Rejecterrors错误的拒绝Accepterrors错误的接受SelectionDecisionOutcomes20TheprovenrelationshipbetweenaselectiondeviceandsomerelevantcriterionValidityReliabilityThedegreetowhichaselectiondevicemeasurersthesamethingconsistentlyPropertyofSelectionDevicesHRMprocess:selectionTypesofSelectionDevicesApplicationForms申请表WrittenTests笔试PerformanceSimulations绩效模拟测试Interviews面谈BackgroundInvestigations履历调查Physicalexaminations体格检查22PerformanceSimulationTestsTestinganapplicant’sabilitytoperformactualjobbehaviors,userequiredskills,anddemonstratespecificknowledgeofthejob.Worksampling工作抽样Requiringapplicantstoactuallyperformataskorsetoftasksthatarecentraltosuccessfuljobperformance.Assessmentcenters评价中心Dedicatedfacilitiesinwhichjobcandidatesundergoaseriesofperformancesimulationteststoevaluatetheirmanagerialpotential.23一个员工连续三天迟到，你怎么办？当我询问一位下属工工作进展如何时，他总是回答说没问题；而事实上他却总把工作搞得一团糟，对这种人该怎么办？你的一个好朋友最近工作质量明显下降，让作为上司的你非常难堪，这时你该怎么办？如果你的助手已变得很有进取心，但你认为是野心使他变好的，肯定他是想取代你的位置，而现在你还不想让位，你怎么办？假如你是饭店某部门经理，如果你的下属向你提了一个公关或业务上的建议，而你仔细考虑后觉得并不实用，你会怎样答复这位职员？假如你是个设备较好、但地理位置略为偏僻的新开歌舞厅经理，你打算怎样招揽顾客？假如你是饭店总经理助理，一旦饭店发生了紧急以外事件，如发生火灾，你最先将做什么？在救火中，你认为最好扮演一个什么样的角色？情景面谈Orientation上岗引导（培训）（第四步）Transitioninganewemployeeintotheorganization.JoborientationWork-unitorientation工作单位的上岗引导Organizationorientation组织的上岗引导TypesofTraining员工培训（第五步）InterpersonalskillsTechnicalBusinessMandatoryPerformancemanagementProblemsolving/DecisionmakingPersonalEmployeePerformanceManagement绩效管理（第六步）Perfo