人力资源管理讲义（英文版）

,HumanResourceManagementTENTHEDITON,2003SouthwesternCollegePublishing.Allrightsreserved.,ChangingNatureofHumanResourceManagement,Chapter1,RobertL.MathisJohnH.Jackson,PowerPointPresentationbyCharlieCook,SECTION1NatureofHumanResourceManagement,2002SouthwesternCollegePublishing.Allrightsreserved.,12,LearningObjectives,Afteryouhavereadthischapter,youshouldbeableto:DefineHRmanagementandexplainwhymanagersandHRstaffmustworktogether.ListanddefinethesevencategoriesofofHRactivities.IdentifythreechallengesfacingHRtoday.DescribethefourrolesofHRmanagement.DiscusswhyethicalissuesaffectHRmanagement.,2002SouthwesternCollegePublishing.Allrightsreserved.,13,NatureofHumanResourceManagement,HumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals.WhoIsanHRManager?Inthecoursecarryingouttheirduties,everyoperatingmanageris,inessence,anHRmanager.HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement.,2002SouthwesternCollegePublishing.Allrightsreserved.,14,TypicalDivisionofHRResponsibilities,HRUnitDevelopslegal,effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassifications,ManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring/rejectiondecisions,Figure11,2002SouthwesternCollegePublishing.Allrightsreserved.,15,HRActivities,HRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth,Safety,andSecurityEmployeeandLabor/ManagementRelations,2002SouthwesternCollegePublishing.Allrightsreserved.,16,HRManagementActivities,Figure12,2002SouthwesternCollegePublishing.Allrightsreserved.,17,HRManagementChallenges,EconomicandTechnologicalChangesShiftinjobsformanufacturingandagriculturetoserviceindustriesandtelecommunications.Pressuresofglobalcompetitioncausingfirmstoadaptbyloweringcostsandincreasingproductivity.Growthofinformationtechnology(Internet).,2002SouthwesternCollegePublishing.Allrightsreserved.,18,JobsoftheFuture,Figure13,Source:U.S.DepartmentofLabor,BureauofLaborStatistics,2001.,2002SouthwesternCollegePublishing.Allrightsreserved.,19,HRManagementChallenges,WorkforceAvailabilityandQualityInadequatesupplyofworkerswithneededskillsfor“knowledgejobs”EducationofworkersinbasicskillsGrowthinContingentWorkforceIncreasesintemporaryworkers,independentcontractors,leasedemployees,andpart-timerscausedby:NeedforflexibilityinstaffinglevelsIncreaseddifficultyinfiringregularemployees.Reducedlegalliabilityfromcontractemployees,2002SouthwesternCollegePublishing.Allrightsreserved.,110,HRManagementChallenges,DemographicsandDiversityIssuesMorediversityofrace,gender,age,andethnicityintheU.S.workforceBalancingWorkandFamilyDual-careercouplesSingle-parenthouseholdsDeclineinthe“traditionalfamily”Workingmothersandfamily/childcareSingleemployee“backlash”againstfamily-orientedprograms.,2002SouthwesternCollegePublishing.Allrightsreserved.,111,NewMomsintheWorkforce,Figure14,Source:U.S.CensusBureau,2000.,2002SouthwesternCollegePublishing.Allrightsreserved.,112,HRManagementChallenges,OrganizationalRestructuring,Mergers,andAcquisitions“Right-sizing”eliminatingoflayersofmanagement,closingfacilities,mergingwithotherorganizations,andoutplacingworkersIntendedresultsareflatterorganizations,increasesinproductivity,quality,serviceandlowercosts.Costsaresurvivormentality,lossofemployeeloyalty,andturnoverofvaluableemployees.HRmanagersmustworktowardensuringculturalcompatibilityinmergers.,2002SouthwesternCollegePublishing.Allrightsreserved.,113,DifferentRolesforHRManagement,Figure15,2002SouthwesternCollegePublishing.Allrightsreserved.,114,HRManagementRoles,AdministrativeRoleClericalandadministrativesupportoperations(e.g.,payrollandbenefitswork)EmployeeAdvocateRole“Champion”foremployeeconcernsEmployeecrisismanagementRespondingtoemployeecomplaintsOperationalRoleIdentificationandimplementationofHRprogramsandpoliciesEEO,hiring,training,andotheractivitiesthatsupporttheorganization.,2002SouthwesternCollegePublishing.Allrightsreserved.,115,HowHRSpendsItsTime,Figure16,Source:Adaptedfrom“HowMuchTimeShouldYourHRstaffSpendonRecruiting?”HumanResourcesDepartmentManagementReport,June2000,p.6.,2002SouthwesternCollegePublishing.Allrightsreserved.,116,StrategicRoleforHR,HRbecomesastrategicbusinesspartnerby:FocusingondevelopingHRprogramsthatenhanceorganizationalperformance.InvolvingHRinstrategicplanningattheonset.Participatingindecisionmakingonmergers,acquisitions,anddownsizing.RedesigningorganizationsandworkprocessesAccountinganddocumentingthefinancialresultsofHRactivities.,2002SouthwesternCollegePublishing.Allrightsreserved.,117,OverviewofHRManagementRoles,Figure17,2002SouthwesternCollegePublishing.Allrightsreserved.,118,EthicsandHR,WhatisEthicalBehavior?What“ought”tobedone.Dimensionsofdecisionsaboutethicalissuesinmanagement:ExtendedconsequencesMultiplealternativesMixedoutcomesUncertainconsequencesPersonaleffects,2002SouthwesternCollegePublishing.Allrightsreserved.,119,EthicsandHR(contd),RespondingtoEthicalSituationsGuidedbyvaluesandpersonalbehavior“codes”thatinclude:Doesresponsemeetallapplicablelaws,regulations,andgovernmentcodes?Doesresponsecomplywithallorganizationalstandardsofethicalbehavior?Doesresponsepassthetestofprofessionalstandardsforethicalbehavior?,2002SouthwesternCollegePublishing.Allrightsreserved.,120,EthicalIssuesinManagement,MostCommonFormsofUnethicalConductLyingtosupervisorsEmployeedruguseoralcoholabuseFalsificationofrecordsInternationalEthicalIssuesGiftgivingandbriberyDiscriminationinhiringandtreatmentAddressingEthicalIssuesCodeofethicsTrainingmanagersandemployees,2002SouthwesternCollegePublishing.Allrightsreserved.,121,HRManagementCompetenciesandCareers,HRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities.HRSpecialistApersonwithin-depthknowledgeandexpertiseinalimitedareaofHR.ImportantHRCapabilities:KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertise,HumanResourceManagementTENTHEDITON,2003SouthwesternCollegePublishing.Allrightsreserved.,空缺,Chapter2,RobertL.MathisJohnH.Jackson,PowerPointPresentationbyCharlieCook,SECTION2空缺,HumanResourceManagementTENTHEDITON,2003SouthwesternCollegePublishing.Allrightsreserved.,PowerPointPresentationbyCharlieCook,IndividualPerformanceandRetention,Chapter3,RobertL.MathisJohnH.Jackson,2002SouthwesternCollegePublishing.Allrightsreserved.,124,LearningObjectives,Afteryouhavereadthischapter,youshouldbeableto:Discusshowmotivationislinkedtoindividualperformance.Identifythechangingnatureofthepsychologicalcontract.Describeseveraltypesofabsenteeismandturnover.Listthefivemajorretentiondeterminantsandidentifyactivitiesrelatedtothem.Outlinetheretentionmanagementprocessandhowtomeasureandassessturnover.,2002SouthwesternCollegePublishing.Allrightsreserved.,125,IndividualEmployeePerformance,IndividualPerformanceFactorsIndividualabilitytodotheworkEffortlevelexpendedOrganizationalsupportPerformance(P)=Ability(A)xEffort(E)xSupport(S),2002SouthwesternCollegePublishing.Allrightsreserved.,126,ComponentsofIndividualPerformance,Figure31,2002SouthwesternCollegePublishing.Allrightsreserved.,127,IndividualMotivation,MotivationThedesirewithinapersoncausingthatpersontoacttoreachagoal.MaslowsHierarchyofNeedsCategoriesofneedsthatascendinorder;lowerneedsmustbefulfilledbeforepersonwillstrivetomeethigherneeds.PhysiologicalneedsSafetyandsecurityneedsBelongingandloveneedsEsteemneedsSelf-actualizationneeds,2002SouthwesternCollegePublishing.Allrightsreserved.,128,IndividualMotivation(contd),HerzbergsMotivation/HygieneTheoryMotivatorsaccountforjobsatisfactionandmotivationAchievementRecognitionWorkitselfResponsibilityAdvancementHygienefactorscausedissatisfactionwithworkInterpersonalrelationshipsCompanypolicy/administrationSupervisionSalaryWorkingconditions,2002SouthwesternCollegePublishing.Allrightsreserved.,129,EquityasaMotivator,EquityTheperceivedfairnessofwhatthepersondoescomparedtowhatthepersonreceives.Theperceptionofthefairvalueofrewards(outcomes)forefforts(inputs)thatindividualsmakewhencomparingtheirresultstoothersintheorganization.,2002SouthwesternCollegePublishing.Allrightsreserved.,130,ExpectancyTheory,ExpectancyIndividualsbasedecisionsabouttheirbehaviorsontheirexpectationsthatoneoranotherbehaviorsismorelikelytoleadtoneededordesiredoutcomes.Effort-to-PerformanceExpectationsBeliefintheabilitytoperformthetaskwellPerformance-to-RewardLinkageBeliefthathighperformancewillresultinreceivingrewardsValueofRewardsTherewardshavevaluetotheindividual,2002SouthwesternCollegePublishing.Allrightsreserved.,131,SimplifiedExpectancyModelofMotivation,Figure32,2002SouthwesternCollegePublishing.Allrightsreserved.,132,ManagementImplicationsforMotivatingPerformance,Theneedforcomprehensivestrategiesandtacticstoaddressbothequityandexpectationsofemployees.Theprovisionoftrainingtoencouragehighperformance.Thedevelopmentofevaluationmethodsthatproperlyappraiseandrewardperformance.Anunderstandingofwhatkindsofrewardsaredesiredandvaluedbyemployees.,2002SouthwesternCollegePublishing.Allrightsreserved.,133,Individual/OrganizationalRelationships,ThePsychologicalContractTheunwrittenexpectationsemployeesandemployershaveaboutthenatureoftheirworkrelationships.Affectedbyageofemployeeandchangesineconomicconditions.Employersprovide:CompetitivecompensationandbenefitsCareerdevelopmentopportunitiesFlexibilitytobalanceworkandhomelifeEmployeescontribute:ContinuousskillimprovementReasonabletimewiththeorganizationExtraeffortwhenneeded,2002SouthwesternCollegePublishing.Allrightsreserved.,134,JobSatisfactionandOrganizationalCommitment,JobSatisfactionApositiveemotionalstateresultingfromevaluatingonesjobexperience.OrganizationCommitmentThedegreetowhichemployeesbelieveinandacceptorganizationalgoalsanddesiretoremainwiththeorganization.,2002SouthwesternCollegePublishing.Allrightsreserved.,135,FactorsAffectingJobPerformanceandOrganizationalCommitment,Figure33,2002SouthwesternCollegePublishing.Allrightsreserved.,136,JobSatisfactionandOrganizationalCommitment,AbsenteeismInvoluntaryabsenteeismUnavoidablewithunderstandablecause(e.g.,actualillness)VoluntaryabsenteeismAvoidablewithoutjustifiablecause(e.g.,feigningillness)Measuringabsenteeism,2002SouthwesternCollegePublishing.Allrightsreserved.,137,ReasonsforUnscheduledAbsences,Figure34,Source:BasedondatafromCCHAbsenteeismSurvey,CCHHumanResourcesManagement,November1,2000.,2002SouthwesternCollegePublishing.Allrightsreserved.,138,JobSatisfactionandOrganizationalCommitment,2002SouthwesternCollegePublishing.Allrightsreserved.,139,JobSatisfactionandOrganizationalCommitment,TurnoverTheprocessinwhichemployeesleavetheorganizationandhavetobereplaced.TypesofTurnoverInvoluntaryturnoverterminationsforpoorperformanceorworkruleviolations.Voluntaryturnoveremployeeleavestheorganizationbychoice.,2002SouthwesternCollegePublishing.Allrightsreserved.,140,JobSatisfactionandOrganizationalCommitment,2002SouthwesternCollegePublishing.Allrightsreserved.,141,RetentionofHumanResources,ImpactofRetentionFailureInabilitytoachievebusinessgoalsLossof“image”toattractotherindividualsHighcostsofturnoverandreplacement,2002SouthwesternCollegePublishing.Allrightsreserved.,142,RetentionofHumanResources,WhyPeopleStayGreatcompanyValueandculture,well-managed,andoffersexcitingchallengesGreatjobFreedomandautonomy,excitingchallenges,andcareeradvancementandgrowthCompensationandlifestyleDifferentiatedpaypackage,hightotalcompensation,geographiclocation,andrespectforlifestyle,2002SouthwesternCollegePublishing.Allrightsreserved.,143,MostCommonReasonsWhyEmployeesVoluntarilyLeave,Figure35,Source:Basedon2000SHRMRetentionPracticesSurvey(Alexandria,VA:SocietyforHumanResourceManagement,2000).Permissionrequested.,2002SouthwesternCollegePublishing.Allrightsreserved.,144,RetentionDeterminants,Figure36,2002SouthwesternCollegePublishing.Allrightsreserved.,145,DesiredOrganizationalCharacteristics,Figure37,Source:TheRightCommuniqu,FirstQuarter2001,7.Usedwithpermission,2002SouthwesternCollegePublishing.Allrightsreserved.,146,WorkScheduleFlexibility,Figure38,Source:Basedon2000SHRMRetentionPracticesSurvey(Alexandria,VA:SocietyforHumanResourceManagement,2000).Permissionrequested.,2002SouthwesternCollegePublishing.Allrightsreserved.,147,TheRetentionManagementProcess,Figure39,2002SouthwesternCollegePublishing.Allrightsreserved.,148,TheRetentionManagementProcess,MeasuringTurnoverWaysinwhichtomeasureturnoverJobandjoblevelsDepartment,units,andlocationReasonforleavingLengthofserviceDemographiccharacteristicsEducationandtrainingKnowledge,skillsandabilitiesPerformanceratings/levelsComputingtheturnoverrate:,2002SouthwesternCollegePublishing.Allrightsreserved.,149,SimplifiedTurnoverCostingModel,Figure310,2002SouthwesternCollegePublishing.Allrightsreserved.,150,TheRetentionManagementProcess,CostsofTurnoverHiringcostsTrainingcostsProductivitycostsSeparationcostsEmployeeSurveysAttitudesurveyfocusesonemployeesfeelingsandbeliefsabouttheirjobsandtheorganization.ExitInterviewsAninterviewinwhichindividualsareaskedtoidentifyreasonsforleavingtheorganization.,2002SouthwesternCollegePublishing.Allrightsreserved.,151,TheRetentionManagementProcess,RetentionInterventionsProviderealisticjobpreviewsduringtherecruitingprocessImprovetheselectionprocesssothatthereisabetterperson-jobfitfornewhiresConducteffectivejoborientationandinitialtrainingOffercompetitive,fair,andequitablecompensationProvideanadequatebenefitspackageOffercareerdevelopmentandtrainingEngageinfairandnondiscriminatoryemployeerelations,HumanResourceManagementTENTHEDITON,2003SouthwesternCollegePublishing.Allrightsreserved.,PowerPointPresentationbyCharlieCook,LegalFrameworkforEqualEmployment,SECTION2StaffingtheOrganization,Chapter4,RobertL.MathisJohnH.Jackson,2002SouthwesternCollegePublishing.Allrightsreserved.,153,LearningObjectives,Afteryouhavereadthischapter,youshouldbeableto:Differentiateamongdiversitymanagement,equalemploymentopportunity(EEO),andaffirmativeaction.DiscussthekeyprovisionsoftheCivilRightsActof1964,TitleVII,anddefinefivebasicEEOconcepts.Giveexamplesofthreesex-baseddiscriminationissues.DiscussthemajorrequirementsoftheAmericanswithDisabilitiesAct.DescribefourothertypesofEEOdiscrimination.,2002SouthwesternCollegePublishing.Allrightsreserved.,154,LearningObjectives(contd),Discussthetwogeneralapproachesforcomplyingwiththe1978UniformGuidelinesonEmployeeSelectionProcedures.Definevalidityandreliability,andexplainthreeapproachestovalidatingemploymentrequirements.IdentifytypicalEEOrecord-keepingrequirementsandthoserecordsusedintheEEOinvestigativeprocess.,2002SouthwesternCollegePublishing.Allrightsreserved.,155,Diversity,EqualEmployment,andAffirmativeAction,DiversityThevarietyofdimensionsdifferentiatingpeopleEqualEmploymentOpportunityIndividualsshouldhaveequaltreatmentinallemployment-relatedactions.ProtectedClassIndividualswithinagroupidentifiedforprotectionunderequalemploymentlawsandregulation.Race,ethnicorigin,colorGenderAgeDisabilityMilitaryexperienceReligionMaritalstatusSexualorientation,2002SouthwesternCollegePublishing.Allrightsreserved.,156,DiversityManagement,EqualEmploymentOpportunity,andAffirmativeAction,Figure41,2002SouthwesternCollegePublishing.Allrightsreserved.,157,AffirmativeAction,AffirmativeActionAprocessinwhichemployersidentifyproblemareas,setgoals,andtakepositivestepstoenhanceopportunitiesforprotected-classmembersandtoremovetheeffectofpastdiscrimination.ReverseDiscriminationOccurswhenapersonisdeniedanopportunitybecauseofpreferencesgivetoprotected-classindividualswhomaybelessqualified.CasesHopwoodv.StateofTexasBakkev.UniversityofCalifornia,2002SouthwesternCollegePublishing.Allrightsreserved.,158,MajorEqualEmploymentLawsandConcepts,CivilRightsActof1964,TitleVIICoverageAllprivateemployerswith15ormoreemployeesAlleducationalinstitutionsStateandlocalgovernmentsPublicandprivateemploymentagenciesLaborunionswith15ormoreemployeesJointlabor/managementapprenticeshipcommitteeEstablishedtheEqualOpportunityCommissiontoenforcetheactsprovisions.,2002SouthwesternCollegePublishing.Allrightsreserved.,159,ConceptsResultinginEqualEmploymentOpportunity,Figure42,2002SouthwesternCollegePublishing.Allrightsreserved.,160,BusinessNecessityandJobRelatedness,BusinessNecessityApracticethatisnecessaryforsafeandefficientorganizationaloperations.BonaFideOccupationalQualifications(BFOQ)Abusinesscharacteristicprovidingalegitimatereasonwhyanemployercanexcludepersonsonotherwiseillegalbasesofconsideration.DisparateTreatmentAsituationthatexistswhenprotected-classmembersaretreateddifferentlyfromothers.,2002SouthwesternCollegePublishing.Allrightsreserved.,161,BusinessNecessityandJobRelatedness,DisparateImpactOccurswhensubstantialunderrepresentationofprotected-classmembersresultsfromemploymentdecisionsthatworktotheirdisadvantage.Griggsvs.DukePower(1971)decision:Lackofintenttodiscriminateisnodefenseifdiscriminationoccurs.Theemployerhastheburdenofproofinprovingthatanemploymentrequirementisa“businessnecessity.”RetaliationEEOlawsprohibitemployersfromtakingpunitiveactionsagainstindividualswhoexercisetheirlegalrights.,2002SouthwesternCollegePublishing.Allrightsreserved.,162,CivilRightsActof1991,Significantprovisions:Employmentpracticesmustbejob-relatedandconsistentwithbusinessnecessity.Plaintiffsmustidentifyparticularemploymentpracticeandshowthatprotected-classstatuswasafactorintheemploymentpractice.Providedlimitedcompensatorydamagesforintentionaldiscrimination.Allowsplaintiffstoseekjurytrials.Prohibitednorminganduseofalternativescoringbasedonprotectedclassmembership.ExtendedEEOcoveragetoU.S.citizensoverseas.,2002SouthwesternCollegePublishing.Allrightsreserved.,163,AffirmativeActionRegulations,ExecutiveOrders11246,11375,