《管理学》（第11版）英文版课件：ppt12

1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb

2、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 2 Explain the importance of the human resource management process and the external influences that might affect that processDiscuss the tasks associated with identifying and selecting competent employeesExplain the different types

3、 of orientation and trainingDescribe strategies for retaining competent, high-performing employeesDiscuss contemporary issues in managing human resourcesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Ed

4、ucation, Inc. All rights reserved12/ 3 Why Is HRM Important? As a significant source of competitive advantage People-oriented HR creates superior shareholder value As an important strategic tool Achieve competitive success through people by treating employees as partners To improve organizational pe

5、rformance High performance work practices lead to both high individual and high organizational performanceCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 4 Why Is H

6、RM Important (cont.)? High-performance work practices - work practices that lead to both high individual and high organizational performanceCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc.

7、 All rights reserved12/ 5 Exhibit 12-1 High Performance Work PracticesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 6 External Factors Labor union - an organizati

8、on that represents workers and seeks to protect their interests through collective bargaining Affirmative Action - organizational programs that enhance the status of members of protected groupsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen

9、P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 7 Exhibit 12-2 HRM ProcessCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 8 Exhibit 12-

10、3 Major HRM LawsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 9 Exhibit 12-3 Major HRM Laws (cont.)Copyright 2012 Pearson Education, Inc. Publishing as Prentice H

11、all Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 10 Exhibit 12-3 Major HRM Laws (cont.)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pear

12、son Education, Inc. All rights reserved12/ 11 Representative Participation Work councils - groups of nominated or elected employees who must be consulted when management makes decisions involving personnel Board representatives - employees who sit on a companys board of directors and represent the i

13、nterests of the firms employeesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 12 Identifying and SelectingCompetent Employees Human resource planning - ensuring th

14、at the organization has the right number and kinds of capable people in the right places and at the right times Job analysis - an assessment that defines jobs and the behaviors necessary to perform themCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by

15、 Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 13 Identifying and SelectingCompetent Employees (cont.) Job description - a written statement that describes a job Job specification - a written statement of the minimum qualifications that a person must possess to

16、 perform a given job successfullyCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 14 Recruitment and Decruitment Recruitment - locating, identifying, and attracting

17、capable applicants Decruitment - reducing an organizations workforceCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 15 Exhibit 12-4 Recruiting SourcesCopyright 2012

18、 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 16 Exhibit 12-5 Decruitment OptionsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition

19、 by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 17 What is Selection? Selection - screening job applicants to ensure that the most appropriate candidates are hired Realistic Job Preview (RJP) - a preview of a job that provides both positive and negative infor

20、mation about the job and the company Orientation - introducing a new employee to his or her job and the organizationCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/

21、18 Exhibit 12-6 Selection Decision OutcomesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 19 Exhibit 12-7 Selection ToolsCopyright 2012 Pearson Education, Inc. Pub

22、lishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 20 Exhibit 12-7 Selection Tools (cont.)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins &

23、 Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 21 Exhibit 12-7 Selection Tools (cont.)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 22 Employee

24、Performance Management Performance management system - establishes performance standards that are used to evaluate employee performance Skill-based pay - a pay system that rewards employees for the job skills they can demonstrate Variable pay - a pay system in which an individuals compensation is co

25、ntingent on performanceCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 23 Exhibit 12-8 Types of TrainingCopyright 2012 Pearson Education, Inc. Publishing as Prentic

26、e Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 24 Exhibit 12-9 Traditional Training MethodsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter

27、2012 Pearson Education, Inc. All rights reserved12/ 25 Exhibit 12-10 Performance Appraisal MethodsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 26 Exhibit 12-10 P

28、erformance Appraisal Methods (cont.)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 27 Exhibit 12-11 What Determines Pay and BenefitsCopyright 2012 Pearson Educatio

29、n, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 28 Contemporary Issues in ManagingHuman Resources Downsizing - the planned elimination of jobs in an organization Sexual harassment - any unwanted

30、action or activity of a sexual nature that explicitly or implicitly affects an individuals employment, performance, or work environmentCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved12/ 29 Exhibit 12-12 Tips for Managing DownsizingCopyright 2012 Pearson Education, Inc. Publishing as Pre