Human Resource Management管理学（课堂PPT）

1,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,2,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。,3,5、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？,4,WhyHumanResourceManagementIsImportant?1.TheinfluenceofHRMAnorganizationshumanresourcescanbeasignificantsourceofcompetitiveadvantage.HRMpracticeshavebeenfoundtohaveasignificantimpactonorganizationalperformance2.High-performanceworkpracticesleadtobothhighindividualandhighorganizationalperformanceImprovetheknowledge，skills，andabilitiesofanorganizationsemployeesIncreasetheirmotivation，reduceloafingonthejobEnhancetheretentionofqualityemployeeswhileencouraginglowperformerstoleave,5,Someexamplesarelisted,SelfmanagedteamsDecentralizeddecisionmakingTrainingprogramstodevelopknowledge，skills，andabilitiesFlexiblejobassignmentOpencommunicationPerformancebasedcompensationStaffingbasedonperson-jobandperson-organizationfit,6,TheHumanResourceManagementProcess,Humanresourcemanagementprocessconsistsofeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.Thefirstthreeactivitiesensurethatcompetentemployeesareidentifiedandselected;thenexttwoinvolveprovidingemployeeswithup-to-dateknowledgeandskills;andthefinalthreeensurethattheorganizationretainscompetentandhigh-performingemployees.,7,EmployeeLaborUnionsAlaborunionisanorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining.Inunionizedorganizations,manyHRMdecisionsareregulatedbythetermsofcollectiveagreements,whichusuallydefinesuchthingsasrecruitmentsources;criteriaforhiring,promotions,andlayoffs;trainingeligibility;anddisciplinarypractices.,8,GovernmentalLawsandRegulationsHRMpracticesaregovernedbyacountryslaws,whichvaryfromcountrytocountry.Withincountries,therearestateorprovincialandlocalregulationsthatalsoimpactspecificpractices.Tryingtobalancethe“shouldsandshould-nots”ofmanyoftheselawsoftenfallswithintherealmofaffirmativeaction(Programsthatenhancetheorganizationalstatusofmembersofprotectedgroups).,DemographicTrends,9,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,10,HumanResource(HR)Planning人力资源管理规划,-Theprocessbywhichmanagersensurethattheyhavetherightnumberandkindsofpeopleintherightplaces,andattherighttimes,whoarecapableofeffectivelyandefficientlyperformingtheirtasks.-HelpsavoidsuddentalentshortagesandsurplusesStepsinHRplanning:AssessingcurrenthumanresourcesAssessingfutureneedsforhumanresourcesDevelopingaprogramtomeetthosefutureneeds,11,Whydoweneedjobanalysis?,-HumanResourceInventory人力资源调查,CurrentAssessment,Requiresconductinginterviews,engagingindirectobservationandcollectingtheself-reportsofemployeesandtheirmanagers,-JobAnalysis职务分析,Areviewofthecurrentmake-upoftheorganizationscurrentresourcestatus.,Anassessmentthatdefinesajobandthebehaviorsnecessarytoperformthejob,(Knowledge,skills,andabilitiesKSAs),12,whatthejobholderdoes(jobduties)howitisdone(includesworkconditions,tools，materials,andequipmentetc),andwhyitisdone,-JobDescription职务说明书,Awrittenstatementof,-JobSpecification职务规范,AwrittenstatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfullyIncludesalistofskills,abilities,andcredentialsneededtoperformthejob,13,Behavioraldescriptors行为方面的描述-thenatureofthejob-职务说明书Jobdescriptionisadetailedsummaryofajobstasks,duties,andresponsibilities.Abilitydescriptors能力方面的描述-therequirementsofthejob-职务规范Jobspecificationliststheworkercharacteristics(KSAs)neededtoperformthejobsuccessfully.,14,MeetingFutureHumanResourceNeeds,ForecastdemandforproductsandservicesAvailabilityofknowledge,skills,andabilities.,SupplyofEmployees,DemandofEmployees,FactorsAffectingStaffingStrategicGoals,15,RecruitmentandDecruitment,-Recruitment招聘Theprocessoflocating,identifying,andattractingcapableapplicantstoanorganization.,Theprocessofreducingasurplusofemployeesintheworkforceofanorganization.,-Decruitment解聘,E-recruiting电子招聘RecruitingemployeesthroughtheInternet,OrganizationalwebsitesOnlinerecruiters,16,MajorSourcesofPotentialJobCandidates,17,互联网招聘网站,18,Thedecruitmentoptions,19,Selection,20,Whatisselection?,Definition:Screeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Selectionisanexerciseinprediction.Itseekstopredictwhichapplicantswillbesucessfulifhired.,21,WhatDoWeMeasure?,Ourideas:KnowledgeSkillAbility-cognitive(认知）-physicalPersonalityVocationalinterestsLifehistory,22,Fourpossibleoutcomesofselectiondecision,23,Importantconceptsinselection,Anyselectiondevicethatamanagerusesshoulddemonstratevalidityandreliability.Validity:Theprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantcriterion.Reliability:Theabilityofaselectiondevicetomeasurethesamethingconsistently.,24,MeasuringValidity,Validitydealswithissuesof:WhetherthetestisanadequateofthecharacteristicitsupposedlymeasuresWhetherinferencesandactionsbasedontestscoresareappropriate,25,MeasuringReliability,Test-Retest-examinestheconsistencyofatestovertimeInter-rater-examinesconsistencyacrossratersInternalconsistency-examinestheextenttowhichallitemsonatestmeasurethesameconstruct,26,TypesofSelectionDevices,1.Applicationforms2.WrittentestsItincludestestsofintelligence,aptitude,abilityandinterest.Today,personality,behavioral,andaptitudeassessmenttestsarepopularamongbusiness.3.Performance-simulationtestsItismadeupofactualjobbehaviors.WorksamplingandAssessmentcenters4.Interviews5.BackgroundinvestigationsTwotypes:verificationsofapplicationdataandreferencechecks6.PhysicalExaminationp331strengthsandweaknessesofthoseselectionsdevices,27,WhatWorksBestandWhen?,Toincreasejobsatisfactionamongemployeesandreduceturnover(员工流失率),weneedtakesomemethod.Realisticjobpreview(RJP):Apreviewofajobthatprovidesbothpositiveandnegativeinformationaboutthejobandthecompany.(真实工作预览)AnRJPprovidestheapplicantwithanaccuratedescriptionofthejobandtheworkenvironment.,28,Orientationalsocalledanapprenticeincertainindustries.,ExperientialexercisesEmployeesparticipateinroleplaying,simulations,orotherface-to-facetypesoftraining.,ClassroomlecturesEmployeesattendlecturesdesignedtoconveyspecificinformation.,36,Technology-BasedTrainingMethods,CD-ROM/DVD/videotapes/audiotapesEmployeeslistentoorwatchselectedmediathatconveyinformationordemonstratecertaintechniques.,Videoconferencing/teleconferencing/satelliteTVEmployeeslistentoorparticipateasinformationisconveyedortechniquesdemonstrated.,E-learningInternet-basedlearningwhereemployeesparticipateinmultimediasimulationsorotherinteractivemodules.,37,Team5EmployeePerformanceManagement;compensationandBenefits;CareerDevelopment,38,EMPLOYEEPERFORMANCEMANAGEMENT员工绩效管理,Performancemanagementsystem绩效管理系统:establishesperformancestandardsthatareusedtoevaluateemployeeperformancePerformanceappraisal绩效评估:aformal,structuredsystemformeasuring,evaluating,anemployeesjob-relatedattributes,behavior,andoutcomes.,39,TheSignificanceofPerformanceAppraisal,ForEmployeesa.Understandmoreclearlyabouttheirownduties,tasksandrequirements.b.Understandmoreaboutwhattheorganizationexpectsfromthemandtheirfuturegoalsforachievinghighperformance.c.Employeeswhoareperformingwellcanreceiveformalrecognition（认可）fortheirperformance.d.ToprovideEmployeeswiththeopportunitytoparticipateinperformanceappraisal.,ForOrganizationa.Toprovidethesupervisorwithameansofidentifyingthestrengthsandweaknessesofanemployeesperformance.b.Toprovideaformatenablingmanagersandemployeestojointlyestablishfuturedevelopmentandgrowthplanfortheemployees.c.Toestablishacommunicationchannelbetweenmanagersandemployees.d.Toexpresswhatmanagerswishtoexpectfromemployees.,40,PerformanceAppraisalMethods,Writtenessays（书面描述法）throughawrittendescriptionofanemployeesstrengthsandweakness,pastperformance,andpotentialandsuggestionsforimprovementCriticalIncidents(关键事件法)FocusonthecriticaljobbehaviorsthatseparateeffectivefromineffectivejobperformanceGraphicRatingScales（评分表法）UsingaratingscaleonasetofperformancefactorsBehaviorallyAnchoredRatingScales（行为定位分析法）UsingaratingscaleonexamplesofactualjobbehaviorMultipersonComparisons（多人比较法）ComparingitwithothersperformanceObjectives（目标管理法）MBOinChapter7WithMBO,employeesareevaluatedbyhowwelltheyaccomplishedspecificgoalsthathasbeenestablishedbythemandtheirmanager.360DegreeFeedback（360度反馈表）Usingfeedbackfromsupervisors,employeesandco-workers,41,comparison,42,COMPENSATIONANDBENEFITS薪酬与福利,Whyneedwetodevelopaneffectiveandappropriatecompensationsystem?Itcanhelpattractandretaincompetentandtalentedindividualswhohelptheorganizationaccomplishitsmissionandgoals.Ithasbeenshowntohaveanimpactonitsstrategicperformance.,Organizationalcompensationitcanincludemanydifferenttypesofrewardsandbenefitssuchasbasewagesandsalaries,wageandsalaryadd-ons,incentivepayments,andotherbenefitsandservices.,43,Factorsthatinfluencecompensationandbenefit,Levelofcompensationandbenefits,Employeestenureandperformance,Kindofjobperformed,Kindofbusiness,Unionization,Labororcapitalintensive,Managementphilosophy,Geographicallocation,Companyprofitability,Sizeofcompany,44,Skill-basedpaysystems基于技能的薪酬方案,Itrewardsemployeesforthejobskillsandcompetenciestheycandemonstrate.Itseemstobemoresuccessfulinmanu7facturingorganizationsthaninserviceorganizationsandorganizationspursuingtechnicalinnovation.Underthistypeofpaysystem,anemployeesjobtitledoesntdefinehisorherpaycategory;skillsdo.,Variablepaysystems浮动工资方案Anindividualscompensationiscontingentonperformance.,45,CareerDevelopment职业发展,Career:thesequenceofpositionsheldbyapersonduringhisorherlifetimes.FormerlyCareerdevelopmentisthewayfororganizationsa.tohelpemployeesadvancetheirworkliveswithinaspecificorganization.b.toprovideemployeestheinformation,assessment,andtrainingneededtohelpthemrealizetheircareergoals.c.toattractandretainhighlytalentedpeople.,NowTheindividual,nottheorganization,isresponsiblefordesigning,guiding,anddevelopinghisorherowncareer.,46,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）,47,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Dontstaytoolonginyourfirstjob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,48,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,49,ManagingDownsizing精简机构的管理Downsizing:Itistheplannedeliminationofjobsinanorganization.Waystomanage:1、Whenanorganizationhastoomanyemployeeswhichcanhappenwhenitsfacedwithdecliningmarketshare,growntooaggressively,orbeenpoorlymanagedoneoptionforimprovingprofitsisbyeliminatingsomeofthoseexcessworkers.2、Openandhonestcommunicationiscritical.3、Tohelpsurvivorscope,managersmightwanttoprovidecounselorsforemployeestotalkto,holdgroupdiscussions,andcommunicatetothemhowimportanttheyare.,50,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.,51,SexualHarassment性骚扰,Anyunwantedactionoractivityofasexualnaturethatexplicitlyorimplicitlyaffectsanindividualsemployment,performance,orworkenvironment.Moreabout:1.SexualHarassmentisaseriousissueinbothpublicandprivatesectororganizations.Itsaglobalissue.Forinstance,datacollectedbytheEuropeanCommissionfoundthatbetween30to50percentoffemaleemployeesinEuropeanUnioncountrieshadexperiencedsomeformofsexualharassment.AndsexualharassmentchargeshavebeenfiledagainstemployersinothercountriessuchasJapan,Australia,NewZealand,andMexico.2.TheEEOCdefinessexualharassmentas“unwelcomesexualadvances,requestsforsexualfavors,andotherverbalofphysicalconductofasexualnaturewhensubmissiontoorrejectionoftheconductexplicitlyorimplicitlyaffectsanindividualsemployment,unreasonablyinterfereswithanindividualsworkperformance,orcreatesanintimidating,hostileoroffensiveworkenvironment.”,52,SexualHarassment性骚扰,Whatdidmanagersneedtoknowaboutit?1.managersmustbeawareofwhatconstitutessuchanenvironment.2.managersmustunderstandthatthevictimdoesntnecessarilyhavetobethepersonharassedbutcouldbeanyoneaffectedbytheoffensiveconduct.Thekeyisbeingattunedtowhatmakesfellowemployeesuncomfortableandifwedontknow,weshouldask.,53,SexualHarassment性骚扰,WorkplaceRomances办公室恋情-Aworkplaceromanceissomethingthatcanpotentiallybecomeareallybigproblemfororganizations.Inadditiontothepotentialconflictsandretaliationbetweenco-workerswhodecidetostopdatingortoendaromanticrelationship,themoreseriousproblemsstemfromthepotentialforsexualharassmentaccusations,especiallywhenitsbetweensupervisorandsubordinate.,54,SexualHarassment性骚扰,Whatshouldorganizationsdoabout