人力资源管理23

Human Resource Management Instructor: Prof. GU Qinxuan Antai College of Economics 187 items) vInformation input vMental processes vWork output vInterpersonal Relationships vJob context vOther job characteristics Management Position Description Questionnaire(main factors) vDecision making vPlanning and organizing vAdministration vControl vInspect vCounseling and innovation vContact vCoordinate vRepresentability vMonitoring business index vOrganization structure chart vKnowledge/skill/ability Working diaries vPosition？ vDiary writer？ vContents of diaries？ Critical Incident Method Specific aim Observable behavior Result of behavior +- How to identify critical incident? How to write job description? vJob title and other code vMission vTasks vInvolving tasks in the function vJob specification (person, match of person and job/organization) How to descript ? vJob title and other code Job Title: Product Engineering Job Code: G023 Headcount: 2 Job Grade: Department: Marketing Supervisor: Marketing Manager Job Title Department Job Code Post Job Grade Incumbent Name Term of Labor Contract Job Description vDescription of Mission A HR Manager: responsible for HRM, provide effective HR support and service An Asset Business Manager of Bank: According to the goal of corporate assets business, develop new product and improve existing product, support and participate in product selling, advance competitiveness of product to promote selling. vDescription of Task oThe verbal to describe the task should be specific oEach task has one action and one object oIf possible, use quantitative word oUse the words familiar to incumbent Counsel Answer Appoint Order Direct Appraisal Arbitrage Distribute Assist Participate Etc. vInclude tasks in the description of function oDescription of substantial activity oDescription of contact oDescription of context oDescription of work output vJob Specification Explicit Factors Knowledge Skill Ability Experience Implicit Factors Attitude Value Motivation Other personal characteristics The new trend of job analysis Intra-Role Job-Performance Extra-Role Job-OCB Others Case of Job Analysis Discussion and Analysis 3. HR Planning vConcept and Meaning of HR Planning vProcess of HR Planning vForecast of HR Demand vForecast of HR Supply vEquilibrium of HR Demand Shorter time needed for applicant to adapt; Good for morale; Increase the ROI of employees Big talent pool; More choice Disadvantages Small talent pool; Internal undesirable competition; “Inbreeding” Difficult to select, appraise; High cost; Longer time needed for applicant to adapt; Discourage internal staff Selecting Process Method Process Resume, background investigation First round interview Test (Knowledge/skill, mental) Second round interview Medical or other examination Probation selection primary selection Method Resume Job Interview Test Probation Resume vPersonal Information vEducation Other is behavior, attitude, qualification influencing output. What is performance management? Combining organization performance and individual performance and putting individual performance management onto strategic level by goal / planning, instruction / coach, appraisal / examination, reward / feedback, improvement/advancement, achieve performance goal with employees to achieve strategic goal of organization. systematic objective communication process Performance management system Clarify organization strategy and goal Clarify performance management goal Performance Planning Performance Appraisal Promoting performance Improvement and updating What is performance appraisal? Performance appraisal is a process to identify, appraise and feed back the performance. A formal discussion between supervisor and subordinate; Get to know subordinates current performance and reason; Discuss how to make subordinate more effectively; Benefit subordinates, supervisor and organization. Change thinking of employees by performance appraisal Whatever is important is measured Whatever is rewarded is measured Whatever is measured is achieved Whatever is achieved is rewarded Effects of Performance Appraisal Effects of Performance Appraisal Others Motive Counsel HR Planning Award Rate each dimension with scale like: very good, good, average, bad, very bad; Weigh each dimension; Combine other methods such as KPI, MBO. MBO Prepare for objective setting of next stage Supervisor appraises subordinates performance according to existing criterion Supervisor and subordinate discuss object Agree on the criterion Supervisor suggests on the execution if need Subordinate executes the objective SMART Special Measurable Attainable Relevant Time-bound FEW Focused targets Empowerment Lever Weighted grade Performance Appraisal under MBO new input delete improper index enterprise performance appraisal Common goal of enterprise: enterprise performance appraisal index Department goal: department performance appraisal index Supervisor lists objective and suggest performance appraisal index Subordinate lists objective and suggest performance appraisal index Agree on objective and index Mid-appraisal and mid-feed back according to the objective Terminal appraisal according to objective or amended objective MBO Strength: Weakness: KPI Strategic Goal Enterprise KPI Department KPI Position KPI Enterprise KRA Department KRA Position KRA SMART Internal Business Process To satisfy stock holders and customers, what should we specify in business process? objective appraisal index plan Finance To do a good job in finance, what should we show to stock holders? objective appraisal index plan Learning Internal Business Process to satisfy customer, we have to improve internal business process； Learning Reflects main factors influencing the strategic success of enterprise; Unveils the cause and effect relationship between indices and point out how non-financial indices influence long-term financial objective; Encourages employees work for biggest benefits of enterprise; Makes organization cohesive by facilitating communication. Therefore, when using BSC, managers have to choose a set of index 360 superior subordinate Focus person Zhang Jiang Luo,Chen Chen, Zhang Zhang Why is 360 ? How to use colleague colleague 11 Key Management Competencies Achievement-orientation Decisive and confident Talent cultivating Analytical thinking Customer-orientation Commanding Conceptual thinking Team working Team leading Influencing and persuading Initiative Example Potential reviewers and their features Line supervisor or manager? Superior manager? Reviewees? Peers? Subordinates? Clients or customers? External experts or consultants? Role in performance appraisal Reviewer: Reviewee: Top Management: HR Department: Appraisal Interview Why? How? Thinking of Appraisal Interviewer Self (Ask yourself) Do I want different treat? Can I change? Is it helpful to feedback? How can I feedback effectively？ To others Value of feedback to receiver Acceptability Use non-verbal hint Avoid Ambiguous words Words need explanation Content (focus on): Accuracy Relevant materials and data Specific behavior Positive and negative sides of behavior Common ideas and views Appraisal Interview: 3 ways Inform and sell Inform and listen Solve problem Notification for Appraisal Interview: vBuild trustful atmosphere vSpecify purpose of interview vExplain result or explanation of scoring according to existing standards and objectives vAffirm strengths and achievements, point weakness, and provide advice and methods vUse listening skills vEncourage reviewee to speak out vDiscuss next objective and action plan to achieve objective vNot preach, no looking backward Main Factors considered in Designing Appraisal Plan Object and purpose Method Standard (index) Reviewer Cycle and time Feedback Application of result (award, punishment and training, etc.) New trends of performance appraisal Turn from past-orientation to future- orientation, focus on employees long-term values to team instead of on past and current values. Turn from focus on individual performance to on both individual and team performance. Emphasize particularly on team-oriented behavior in appraisal factors to maximize “team output” . 6. Training vImportance of Training vTraining System vTraining Methods vTraining Effectiveness Appraisal Training is ever important. vChallenges in information age vNew concept of learning organization vDownsizing of organization vTrend of globalization vChange of management mode and work mode Training Question: HR Manager Wu got the order from general manager that let him prepare to provide some employees with training in sales skills. But, Mr. Wu didnt what to do when considering the over 100 employees. If you were Mr. Wu ,what would you do? Training System Need Analysis Plan Implementation Appraisal T practical, mechanically inclined, and physical: forest manager, farmer, agronomist, machinist, etc. Investigative orientation Working with theory and information, analytical, intellectual, scientific: biologist, chemist, professor, mathematician, etc. Artistic orientation Non-conforming, original, independent, chaotic, creative: advertiser, musician, artist, designer, etc. Conventional orientation Precise, perfect attention to detail, orderly, organizing, status: accountant, banker Social orientation Cooperative environments, supporting, helping, healing/nurturing: social work, public relation, clinical psychologist Enterprising orientation Competitive environments, leading, persuading, selling, dominating, promoting, status: manager, judge, lawyer, administration, etc. Career Anchor life styleCareerAnchor security/ stability autonomy/ independence technical/ functional general managerial entrepreneurial creativityservice/ dedication to a cause pure challenge Schein propose 8 types of Career Anchor in 90s (5 original types) Career Planning Workshop: Theme Who am I? value/interest/personality/ability How am I treated? Feedback: does the appraisal from others or organization coincide with my self- appraisal? What is my career goal? short term/long term How to achieve my career goal? make plan Career Planning Workshop 8. Compensation Management vDefinition of Compensation vPay Mode and Pay for What vTypes of Compensation System vDesign Principles of Compensation System vProcedures Job Description; Job Appraisal; Internal Structure Efficiency Opportunity Legal 、 External Competitiveness Market Definition; Market Survey; Policy; Compensation Standards Contribution Tenure-based; Performance-based; Performance-oriented; Award system Management Plan; Budget; Communication; Appraisal Pay Mode (G.T.Milkovich Write Job Specification Indentify Compensation Factors; Choose Job Appraisal Method Draw Compensation Structure Line Survey of District and Industry Range and Number of Compensation Indentified Appraisal; Cost Control, etc. Operation Strategy Top Management in Singapore Basic salary: 53， Short- term incentive: 14， Long- term incentives; Top Management in China Basic salary: 85 , Short-term incentive: 15 , Long-term incentive: nearly 0%.Data from 韬睿咨询 Components of Compensation: Example for Compensation Structure Compensation Basic Compensation Merit Compensation Basic Salary Allowance Pay for position Indentify Internal Grades According to Job Analysis & Job Appraisal Purpose of Job Appraisal: use the factors with the information from job analysis to decide grades systematically. Output Responsibilit y & Influence of Decision Job Context Input Skill Knowledge Training Work experience Process Management Complexity Headcount Interpersonal relationship Internal External Study & Analysis Methods of Job Appraisal Direct Sequence Paired Comparison Classified Matching Market Price Score Factor Comparison Hays Scoring vJob classification vIndentify job components vIndentify grades for each job component vIndentify the weight of job components vCalculate total scores of components and jobs vPut jobs into grades Steps: Decompose from job to develop a series of standard scale to compare jobs. Collect & Analyze Market Data ABC Company $ Markets $ u. u.u. u. u.u.u. u.u.u. u.u. u.u.u. u. u.u. u.u. u.u.u. u. u.u. u. u. u.u.u.u. u. u. u. u. u. u. u. u. u. u.u.u. u. u. u.u. u.u. u. u.u. u.u. u. u. u. u. u.u.u. u. Pay (Monetary Value) Relative Job Grades Market Target Pay Line Indentify & Adjust Market Compensation Curve A Typical Compensation Structure $ Grades Grades and Broad Bends $ Grades $ Broad Grades $ Broad Bends Maintenance of Compensation Structure Review structure annually or bi-annually Collect and analyze market data Refine market target pay line Merit increases Determining individual salary increases Pay actions based on job or status changes Trends of Compensation Management Turn fixed compensation cost to changeable performance bonus Broader grades to adapt to flat organization More emphasize on bonus to performance, productivity and ability Focus on total cash and turn some into “risky” compensation 9. Labor Relations: Employment Contract and Labor Dispute vConcept & Characteristics of Employment Contract vTypes of Employment Contract vConclusion, Modification and Termination of Employment Contract vLegal Liability for Violation of Employment Law vConcept & Characteristics of Labor Dispute vTypes of Labor Dispute vPrevention and Settlement of Labor Dispute Employment Contract Contract which is about the labor relations between employees and employers, and definitions about the rights and obligations of both parties. Legal Characteristics of employment contract 劳动合同概述 1 2 3 The form of employment contract is an agreement The content of employment contract is about the rights and obligations of labor The subject of employment contract is the employee and the employer The legal effect of employment contract 劳动合同概述 The employment contract signed according the law has legal effect. Such contract is the law between the two parties which must be strictly abided by, otherwise will bear adverse legal consequences. The types of employment contract Secondment contract Hiring contract Employment contract Retain ones position with ones salary suspended contract The types of employment contract The conclusion and performance, modification, dissolution, and termination of the employment contract 1 2 3 Conclusion and performance of the employment contract Modification of the employment contract Dissolution of the employment contract 4 Termination of the employment contract 1 Signature and performance of the employment contract 1 2 3 4 5 6 7 1. Essential terms of the employment contract Terms of the employment contract Job content Labor protection and working conditions Repayment Labor discipline Conditions for terminating the employment contract Responsibilities for violating the employment contract 劳动合同的订立、履行、 变更、解除与终止 Probationary period Clauses for protecting business secrets Career training Any other matters upon agreement 1 Conclusion and performance of the employment contract 2. Agreed content of employment contract 1 2 3 4 变更、解除与终止 4. Invalid employment contract Employment contracts that violate the provisions of the law or administrative decrees Contracts that are concluded by deception or coercion 1 Conclusion and performance of the employment contract 3. Other situations about the conclusion of employment contract 1 2 2 Modification of the employment contract 劳动合同的订立、履行、 变更、解除与终止 qModification of the content of the employment contract The modification of the rights and obligations of the parties qModification of the parties of the employment contract The employee or the employer in the employment contract appropriately modified the job of employees according to good causes and the needs for production and the work. 3 Termination of the employment contract qUnilateral termination The employee unilaterally terminate the employment contract The employer unilaterally terminate the employment contract The situation in which the employer cannot dissolve the employment contract qMutual termination through consultation Type of termination 4 Termination of the employment contract The expiration of the employment contract The completion of the task which the employment contract agreed upon The employee died, retired or resigned The employer violated the labor regulations or policies Those who enrolled in the national examination Those who served for military Conditions for termination 1 2 3 4 5 6 Legal liability for violating the employment contract 1 2 Administrative liability for violating the employment contract Civil liability for violating the employment contract 3 Criminal liability for violating the employment contract 1 Administrative liability for violating the employment contract 违反劳动合同的法律责任 Administrative liability for violating the employment contract, on one hand refers to the administrative sanction imposed by the state administrative management departments in accordance with the law to the enterprises, institutions, state organs and organizations which violated the employment contracts. On the other hand it refers to the administrative punishments imposed by the employer such as the enterprises, institutions, state organs and organizations in accordance with the law to the employee who violated the employment contract and the directly liable person in the administrative management department, mainly including warning, demerits, serious demerits, demotion, reduction of remuneration and dismissal, expulsion, etc 2 Civil liability for violating the employment contract 违反劳动合同的法律责任 Civil liability for violating the employment contract, on one hand includes the economic sanction imposed by the state administrative management departments or the judicial departments legally to the employers who violate the employment contracts. On the other hand it includes the economic punishm