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作为世界上最著名的计算机软件公司 微软研究院在人力资源管理方面有很多独到之处 摘录几点如下 1 引导 但不控制研究院研究的项目 细节 方法 成败 都由研究员自己来决定 对于细节 领导层可以提出自己的意见 但决定权在研究员手中 研究员在研发过程中得到领导层的全力支持 即使领导层并不认同他们的决定 2 自由 真诚 平等微软研究院不允许官僚作风 傲慢作风和明争暗斗的存在 鼓励不同资历 级别的员工互信 互助 互重 每一员工都能够对任何人提出他的想法 就算是批评 争论 也是在互信 互助 建设性的前提下做出的 3 员工的满足A 丰富的研究资源 用公司的雄厚资本 让每一个研究员没有后顾之忧 能够全心全意地做研究 这种资源包括计算机 软件 仪器 实验 还包括足够的经费去出国开会 考察或回校学习 微软深知研究员更希望全神贯注地做他热爱的研究 而不必做他不热衷也不专长的工作 所以 微软研究院雇用了多名技术支持行政助理 图书管理员 数据搜索员等来支持研究员的工作 Lead inCase B 研究队伍 一个研究队伍 除了数名研究员之外 还有多名副研究 类似博士后 实习生 开发人员和访问学者 这样一个多元的队伍能够很快地做出成果 C 学术界的认可 有了开放的环境 员工不必担心因公司把他们的重大发明变为公司机密 而丧夫了与国外学者交流 或被认可 获得论文奖 的机会 4 发掘人才人才在信息社会中的价值 远远超过在工业社会中 发掘人才的方法 找出有杰出成果的领导者 这些领导者 有些是著名的专家 但有时候最有能力的人不一定是最有名的人 只要他们申请工作 微软都会花很多的时间去理解他们的工作 并游说他们考虑到微软研究院工作 找出最有潜力的人 基于中国年轻人 如应届硕士或博士生 的聪明才智 基础和创造力 微软专门成立了中国研究院 在中国寻找专家 寻找潜力 5 吸引 留住人才微软认为 每一个人都应该得到适当的待遇 但是除了提供有竞争性的的待遇之外 微软更重视研究的环境 微软为研发人员开辟的环境极富吸引力 如 最佳的研究队伍和开放 平等的环境 让每个人都能得到支持 在紧随公司的大方向的同时 仍有足够的空间及自由去发展自己的才能 追求自己的梦想 所以 微软认为 如果只是用高的待遇 或许可以吸引到一些人 但只有一个特别吸引人的环境 才能吸引到并且长期留住所有最佳的人才 思考题 1 微软研究院在人力资源管理的独到之处的核心是什么 2 如果你是微软研究院在中国分部的人力资源主管 你将在哪些方面加强人力资源开发与管理工作 WhyHumanResourceManagementIsImportant 1 TheinfluenceofHRM Anorganization shumanresourcescanbeasignificantsourceofcompetitiveadvantage HRMpracticeshavebeenfoundtohaveasignificantimpactonorganizationalperformance2 High performanceworkpractices leadtobothhighindividualandhighorganizationalperformance Improvetheknowledge skills andabilitiesofanorganization semployees Increasetheirmotivation reduceloafingonthejob Enhancetheretentionofqualityemployeeswhileencouraginglowperformerstoleave Someexamplesarelisted Self managedteams Decentralizeddecisionmaking Trainingprogramstodevelopknowledge skills andabilities Flexiblejobassignment Opencommunication Performance basedcompensation Staffingbasedonperson jobandperson organizationfit TheHumanResourceManagementProcess Humanresourcemanagementprocessconsistsofeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance Thefirstthreeactivitiesensurethatcompetentemployeesareidentifiedandselected thenexttwoinvolveprovidingemployeeswithup to dateknowledgeandskills andthefinalthreeensurethattheorganizationretainscompetentandhigh performingemployees EmployeeLaborUnionsAlaborunionisanorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining Inunionizedorganizations manyHRMdecisionsareregulatedbythetermsofcollectiveagreements whichusuallydefinesuchthingsasrecruitmentsources criteriaforhiring promotions andlayoffs trainingeligibility anddisciplinarypractices GovernmentalLawsandRegulationsHRMpracticesaregovernedbyacountry slaws whichvaryfromcountrytocountry Withincountries therearestateorprovincialandlocalregulationsthatalsoimpactspecificpractices Tryingtobalancethe shouldsandshould nots ofmanyoftheselawsoftenfallswithintherealmofaffirmativeaction Programsthatenhancetheorganizationalstatusofmembersofprotectedgroups DemographicTrends 有人把组织人员划分五个级别 人渣 副作用人员 零作用人手 只起帮手作用 正作用 人才 主动性 创造性 独立性和责任感的人人物 有思想 懂战略 有影响力的人才 HumanResource HR Planning人力资源管理规划 Theprocessbywhichmanagersensurethattheyhave therightnumberandkindsofpeople intherightplaces and attherighttimes whoarecapableofeffectivelyandefficientlyperformingtheirtasks HelpsavoidsuddentalentshortagesandsurplusesStepsinHRplanning AssessingcurrenthumanresourcesAssessingfutureneedsforhumanresourcesDevelopingaprogramtomeetthosefutureneeds Whydoweneedjobanalysis HumanResourceInventory人力资源调查 CurrentAssessment Requiresconductinginterviews engagingindirectobservationandcollectingtheself reportsofemployeesandtheirmanagers JobAnalysis职务分析 Areviewofthecurrentmake upoftheorganization scurrentresourcestatus Anassessmentthatdefinesajobandthebehaviorsnecessarytoperformthejob Knowledge skills andabilities KSAs whatthejobholderdoes jobduties howitisdone includesworkconditions tools materials andequipmentetc and whyitisdone JobDescription职务说明书 Awrittenstatementof JobSpecification职务规范 AwrittenstatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfullyIncludesalistofskills abilities andcredentialsneededtoperformthejob Behavioraldescriptors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 MeetingFutureHumanResourceNeeds ForecastdemandforproductsandservicesAvailabilityofknowledge skills andabilities SupplyofEmployees DemandofEmployees FactorsAffectingStaffingStrategicGoals RecruitmentandDecruitment Recruitment招聘Theprocessoflocating identifying andattractingcapableapplicantstoanorganization Theprocessofreducingasurplusofemployeesintheworkforceofanorganization Decruitment解聘 E recruiting电子招聘RecruitingemployeesthroughtheInternet Organizationalwebsites Onlinerecruiters MajorSourcesofPotentialJobCandidates 互联网招聘网站 百度人才同城中国专业人才招聘网校园招聘 Thedecruitmentoptions Selection Whatisselection Definition Screeningjobapplicantstoensurethatthemostappropriatecandidatesarehired Selectionisanexerciseinprediction Itseekstopredictwhichapplicantswillbesucessfulifhired WhatDoWeMeasure Ourideas KnowledgeSkillAbility cognitive 认知 physicalPersonalityVocationalinterestsLifehistory Fourpossibleoutcomesofselectiondecision Importantconceptsinselection Anyselectiondevicethatamanagerusesshoulddemonstratevalidityandreliability Validity Theprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantcriterion Reliability Theabilityofaselectiondevicetomeasurethesamethingconsistently MeasuringValidity Validitydealswithissuesof WhetherthetestisanadequateofthecharacteristicitsupposedlymeasuresWhetherinferencesandactionsbasedontestscoresareappropriate MeasuringReliability Test Retest examinestheconsistencyofatestovertimeInter rater examinesconsistencyacrossratersInternalconsistency examinestheextenttowhichallitemsonatestmeasurethesameconstruct TypesofSelectionDevices 1 Applicationforms2 WrittentestsItincludestestsofintelligence aptitude abilityandinterest Today personality behavioral andaptitudeassessmenttestsarepopularamongbusiness 3 Performance simulationtestsItismadeupofactualjobbehaviors WorksamplingandAssessmentcenters4 Interviews5 BackgroundinvestigationsTwotypes verificationsofapplicationdataandreferencechecks6 PhysicalExaminationp331strengthsandweaknessesofthoseselectionsdevices WhatWorksBestandWhen Toincreasejobsatisfactionamongemployeesandreduceturnover 员工流失率 weneedtakesomemethod Realisticjobpreview RJP Apreviewofajobthatprovidesbothpositiveandnegativeinformationaboutthejobandthecompany 真实工作预览 AnRJPprovidestheapplicantwithanaccuratedescriptionofthejobandtheworkenvironment Orientation Training Orientation introducinganewemployeetohisorherjobandtheorganization Twotypesoforientation Workunitorientation Organizationorientation Workunitorientation对工作单位的上岗培训 Workunitorientationfamiliarizestheemployeeswiththegoalsoftheworkunit clarifieshowhisorherjobcontributestotheunit sgoals andincludesanintroductiontohisorhernewco workers 使新员工了解工作单位的目标 使之清楚他的职务是如何为单位目标的实现做出贡献的 同时也将他介绍给现在的同事们 Organizationorientation对组织的上岗培训 Organizationorientationinformsthenewemployeeaboutthecompany sgoals history philosophy procedures andrules Itshouldalsoincluderelevanthuman resourcepoliciesandmaybeevenatourofthefacilities 使新员工了解组织的目标 历史 经营宗旨和程序规则等 其中应当包括有关的人事政策和福利 或者让新员工参观组织的工作设施 安排新员工参观办公楼或厂房 敢看描述组织历史的影片 与人力资源部门的代表进行短时间的座谈 由单位中资格较老的一位同事带他参观复印室 咖啡厅 休息室 餐厅及其他设施 Successfulorientation anoutsider insidertransitionthatmakesthenewmemberfeelcomfortableandfairlywelladjustedlowersthelikelihoodofpoorworkperformancereducetheprobabilityofasurpriseresignationbythenewemployeeonlyaweekortwointhejob Back IBM的管理培训1 全面塑造新员工的培训新员工进入IBM以后 首先要进行 个月的集中培训 培训内容包括IBM的发展历史 规章制度 技术和产品工艺 工作规范和工作技巧 培训采用课堂授课和实地练习两种形式 培训结束后进行考核 合格者获得结业证明 不合格者则被淘汰 4个月后 受训者有了一个IBM员工的基本概念 但是 要成为IBM的正式员工 还要经过一年的实习 实习期间公司给每个新员工派一位 师傅 一对一地进行教学 实习期间 要定期向人力资源部和新员工所在部门反馈实习情况 实习结束后员工要做工作计划和个人发展计划 提出继续做现在岗位工作的深入计划或变换岗位的计划以及职业生涯发展计划 2 制度化的老员工培训IBM注重在职员工的培训 公司制定了非常完备的员工培训制度和实施计划 培训形式除传统的教师培训外 广泛采用网上培训 IBM建立了自己的网上大学 员工可以根据自己的时间情况随时安排学习 这解决了他们的学习培训与现实工作的矛盾冲突 课程形式既有教材学习 也有真实或虚拟项目的训练 均有较强的实用性 IBM提倡员工边工作边学习 或者在业余时间参加各类课程学习 以提高工作效率和个人发展潜力 员工可以提出自己需要去参加哪些内容培训 只要与工作有关 合理 公司一般都会同意并给予经费 这就有效地兼顾了企业和员工两个方面的培训需要 3 选拔和培养管理层的培训IBM公司非常重视 接班人 的培养 通过工作岗位轮换等方式来锻炼和选拔管理者的候选人 确认了合格的人员后 IBM公司会加以任命 使其有机会在管理工作实践中得到锻炼 上一级管理者与人力资源部门则负责对任职者的资格水平进行检验和有效的工作评估 优胜劣汰 整个过程则是公司与未来管理层双方之间互相审视适应性的过程 Majortypesoftraining Mostpopulartypes sexualharassment safety managementskillsanddevelopment andsupervisoryskills Forsomeorganization employeeinterpersonalskillstrainingisahighpriority Employeeinterpersonalskillstraining communication conflictresolution teambuilding customerservice andsoforth TraditionalTrainingMethods On the job Employeeslearnhowtotaskssimplybyperformingthem usuallyafteraninitialintroductiontothetask Jobrotation Employeesworkatdifferentjobsinaparticulararea gettingexposuretoavarietyoftasks Mentoringandcoaching Employeesworkwithanexperiencedworkerwhoprovidesinformation support andencouragement alsocalledanapprenticeincertainindustries Experientialexercises Employeesparticipateinroleplaying simulations orotherface to facetypesoftraining Classroomlectures Employeesattendlecturesdesignedtoconveyspecificinformation Technology BasedTrainingMethods CD ROM DVD videotapes audiotapes Employeeslistentoorwatchselectedmediathatconveyinformationordemonstratecertaintechniques Videoconferencing teleconferencing satelliteTV Employeeslistentoorparticipateasinformationisconveyedortechniquesdemonstrated E learning Internet basedlearningwhereemployeesparticipateinmultimediasimulationsorotherinteractivemodules Team5EmployeePerformanceManagement compensationandBenefits CareerDevelopment EMPLOYEEPERFORMANCEMANAGEMENT员工绩效管理 Performancemanagementsystem绩效管理系统 establishesperformancestandardsthatareusedtoevaluateemployeeperformance Performanceappraisal绩效评估 aformal structuredsystemformeasuring evaluating anemployee sjob relatedattributes behavior andoutcomes TheSignificanceofPerformanceAppraisal ForEmployeesa Understandmoreclearlyabouttheirownduties tasksandrequirements b Understandmoreaboutwhattheorganizationexpectsfromthemandtheirfuturegoalsforachievinghighperformance c Employeeswhoareperformingwellcanreceiveformalrecognition 认可 fortheirperformance d ToprovideEmployeeswiththeopportunitytoparticipateinperformanceappraisal ForOrganizationa Toprovidethesupervisorwithameansofidentifyingthestrengthsandweaknessesofanemployee sperformance b Toprovideaformatenablingmanagersandemployeestojointlyestablishfuturedevelopmentandgrowthplanfortheemployees c Toestablishacommunicationchannelbetweenmanagersandemployees d Toexpresswhatmanagerswishtoexpectfromemployees PerformanceAppraisalMethods Writtenessays 书面描述法 throughawrittendescriptionofanemployee sstrengthsandweakness pastperformance andpotentialandsuggestionsforimprovement CriticalIncidents 关键事件法 Focusonthecriticaljobbehaviorsthatseparateeffectivefromineffectivejobperformance GraphicRatingScales 评分表法 Usingaratingscaleonasetofperformancefactors BehaviorallyAnchoredRatingScales 行为定位分析法 Usingaratingscaleonexamplesofactualjobbehavior MultipersonComparisons 多人比较法 Comparingitwithothers performance Objectives 目标管理法 MBOinChapter7WithMBO employeesareevaluatedbyhowwelltheyaccomplishedspecificgoalsthathasbeenestablishedbythemandtheirmanager 360 DegreeFeedback 360度反馈表 Usingfeedbackfromsupervisors employeesandco workers comparison COMPENSATIONANDBENEFITS薪酬与福利 Whyneedwetodevelopaneffectiveandappropriatecompensationsystem Itcanhelpattractandretaincompetentandtalentedindividualswhohelptheorganizationaccomplishitsmissionandgoals Ithasbeenshowntohaveanimpactonitsstrategicperformance Organizationalcompensationitcanincludemanydifferenttypesofrewardsandbenefitssuchasbasewagesandsalaries wageandsalaryadd ons incentivepayments andotherbenefitsandservices Factorsthatinfluencecompensationandbenefit Levelofcompensationandbenefits Employee stenureandperformance Kindofjobperformed Kindofbusiness Unionization Labororcapitalintensive Managementphilosophy Geographicallocation Companyprofitability Sizeofcompany Skill basedpaysystems基于技能的薪酬方案 Itrewardsemployeesforthejobskillsandcompetenciestheycandemonstrate Itseemstobemoresuccessfulinmanu7facturingorganizationsthaninserviceorganizationsandorganizationspursuingtechnicalinnovation Underthistypeofpaysystem anemployee sjobtitledoesn tdefinehisorherpaycategory skillsdo Variablepaysystems浮动工资方案Anindividual scompensationiscontingentonperformance CareerDevelopment职业发展 Career thesequenceofpositionsheldbyapersonduringhisorherlifetimes FormerlyCareerdevelopmentisthewayfororganizationsa tohelpemployeesadvancetheirworkliveswithinaspecificorganization b toprovideemployeestheinformation assessment andtrainingneededtohelpthemrealizetheircareergoals c toattractandretainhighlytalentedpeople NowTheindividual nottheorganization isresponsiblefordesigning guiding anddevelopinghisorherowncareer YouandYourCareerTodaycareerchoice职业选择 thefactorsforChinesestudents工资福利 21 02 自我价值的实现 19 21 专业及个人兴趣 19 45 工作环境 14 63 背景变量 7 93 社会需要 7 20 工作稳定性 6 25 社会地位 4 31 Agoodcareermatchisoneinwhichyouareabletodevelopapositiveself concepttodoworkthatyouthinkisimportanttoleadthekindoflifeyoudesire suggestionsforasuccessfulmanagementcareer Developanetwork发展关系网Continueupgradingyourskills持续革新你的技能Considerlateralcareermoves考虑横行发展Staymobile保持流动性Supportyourboss支持你的上司Findamentor找个指导者Don tstaytoolonginyourfirstjob不要在最初工作上停留太久Stayvisible保持可见度Gaincontroloforganizationalresources获得对组织资源的控制Learnthepowerstructure了解权利结构Presenttherightimage展示正确形象Dogoodwork做好工作Selectyourfirstjobjudiciously审慎选择第一项工作 PART6CurrentIssuesinHumanResourceManagement Including Managingdownsizing精简机构的管理Workforcediversity劳动力多元化Sexualharassment性骚扰Work lifebalance工作与生活平衡ControllingHRcosts人力资源成本的控制 ManagingDownsizing精简机构的管理Downsizing Itistheplannedeliminationofjobsinanorganization Waystomanage 1 Whenanorganizationhastoomanyemployees whichcanhappenwhenit sfacedwithdecliningmarketshare growntooaggressively orbeenpoorlymanaged oneoptionforimprovingprofitsisbyeliminatingsomeofthoseexcessworkers 2 Openandhonestcommunicationiscritical 3 Tohelpsurvivorscope managersmightwanttoprovidecounselorsforemployeestotalkto holdgroupdiscussions andcommunicatetothemhowimportanttheyare Workforcediversity劳动力多元化 Waystomanaging 1 Recruitment招聘Toimproveworkforcediversity managersneedtowidentheirrecruitingnet 2 Selection甄选Onceadiversesetofapplicantsexists effortsmustbemadetoensurethattheselectionprocessdoesnotdiscriminate 3 OrientationandTraining上岗培训Theoutsider insidertransitionisoftenmorechallengingforwomenandminoritiesthanforwhitemales Manyorganizationsprovidespecialworkshopstoraisediversityawarenessissue SexualHarassment性骚扰 Anyunwantedactionoractivityofasexualnaturethatexplicitlyorimplicitlyaffectsanindividual semployment performance orworkenvironment Moreabout 1 SexualHarassmentisaseriousissueinbothpublicandprivatesectororganizations It saglobalissue Forinstance datacollectedbytheEuropeanCommissionfoundthatbetween30to50percentoffemaleemployeesinEuropeanUnioncountrieshadexperiencedsomeformofsexualharassment AndsexualharassmentchargeshavebeenfiledagainstemployersinothercountriessuchasJapan Australia NewZealand andMexico 2 TheEEOCdefinessexualharassmentas unwelcomesexualadvances requestsforsexualfavors andotherverbalofphysicalconductofasexualnature whensubmissiontoorrejectionoftheconductexplicitlyorimplicitlyaffectsanindividual semployment unreasonablyinterfereswithanindividual sworkperformance orcreatesanintimidating hostileoroffensiveworkenvironment SexualHarassment性骚扰 Whatdidmanagersneedtoknowaboutit 1 managersmustbeawareofwhatconstitutessuchanenvironment 2 managersmustunderstandthatthevictimdoesn tnecessarilyhavetobethepersonharassedbutcouldbeanyoneaffectedbytheoffensiveconduct Thekeyisbeingattunedtowhatmakesfellowemployeesuncomfortable andifwedon tknow weshouldask SexualHarassment性骚扰 WorkplaceRomances办公室恋情 Aworkplaceromanceissomethingthatcanpotentiallybecomeareallybigproblemfororganizations Inadditiontothepotentialconflictsandretaliationbetweenco workerswhode
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