罗宾斯管理学人力资源管理章节总结

1、Chapter7 人力资源管理? Contents2.Identifying and Selecting Competent Employees确定和甄选合适的员工3.Providing Employees with needed Skills培训员工技能4.Retaining Competent, High-performing Employees保持员工队伍稳定5.Current Issues in Managing Human Resources人力资源管理新问题1. 管理流程Why is HRM Important?As a significant source of competit

2、ive advantage作为竞争优势的重要来源People-oriented HR creates superior shareholder value以人为本的人力资源创造了优越的股东价值As an important part of organizational strategies作为组织战略的重要组成部分Achieve competitive success through people by treating employees as partnerscosts to be minimized or avoided.取得竞争成功通过人们把员工视为伙伴， not just , 不仅成

3、本最小化或避免To improve organizational performance提高组织绩效一项研究表明，改善工作实践可以增加30%的市场价值高绩效的工作实践导致了高的个人和高的组织绩效? 高性能工作实践的例子高绩效工作方式自我管理团队分散决策培训项目，以发展知识、技能和能力灵活的工作分配开放的沟通基于绩效的薪酬基于人 - 工作和人 - 组织匹配的人员配置人力资源管理的关键组成部分人力资源管理流程为组织提供员工并维护雇员高绩效的必要活动。? 8 activities人力资源规划招聘选择取向上岗培训培训绩效管理薪酬和福利职业发展Exhibit 10 2 Human Resource Ma

4、nagement ProcessExternal Factors that Affect the HRM Process影响人力资源管理过程的外部因素? 经济趋势? 工会? 政府法律法规? 人口趋势(1) 经济趋势失业率GDP的增长速度工业重组(2) 员工工会工会组织代表工人 , 通过集体谈判寻求保护自己的利益。集体谈判协议- 公司和工会之间的合同协议，代表公司在工资、工时和工作条件下的议价单位。 nba 工会- 日本工会的春季斗争(3) 人力资源管理的法律环境：政府法律法规限制管理自由裁量权在招聘、提升和卸货的员工。平权法案 ( 反歧视就业法): 组织的要求采取积极措施确保保护组织员工的全面

5、参与。最低工资代表参与? 工作委员会工作委员会组提名或当选的员工必须咨询当涉及人员的管理决策? 董事会代表董事会代表员工坐在公司的董事会和代表公司的员工的利益(4) Demographic Trends人口趋势Age structure of Labors劳动力的年龄结构Half of all workers are over 40 in the US after 2010美国的一半的工人40 多2010年之后Family planning policy of China will affect the supply of labors中国计划生育政策将影响劳动力的供给Population m

6、obility trends人口流动趋势Fewer rural workers migrate to urban cities in coastal area in China since recent years.减少农民工迁移到城市最近几年以来在中国沿海地区and Selecting Competent Employees识别并选择合格的员工人力资源规划?D Human Resource (HR) PlanningThe process by which managers ensure that they have the right number and kinds of capable

7、people in the right places, and at the right times.管理者的过程确保他们有正确的数量和种类的能干的人在正确的地方, 和在正确的时间。Helps avoid sudden talent shortages and surpluses.有助于避免突然人才短缺和盈余Steps in HR planning:人力资源规划步骤:?评估当前人力资源?评估未来对人力资源的需求?开发一个程序来满足未来的需求Current Assessment当前评估(1) Human Resource Inventory人力资源库存审查目前的化妆品组织的资源现状Forms f

8、illed out by employees with information such as name, education, training,prior employment, languages spoken, specialcapabilities, andspecializedskills.形式填写员工信息如姓名、教育、培训、就业之前, 语言、特殊能力, 和专业技能。EX: Stephanie Cox s way of selecting a manager for Brazil-people marchplanning program斯蒂芬妮考克斯(Stephanie Cox)为

9、巴西人三月规划项目挑选经理的方法什么工作持有人的书面声明D职务规范?Current Assessment(2) Job Analysis工作分析当前评估D Job analysis（职务分析）定义工作以及执行工作所需的行为。知识、技能和能力Requiresconductinginterviews,engagingself-reports of employees and their managers.indirectobservation,and需要进行采访 , 进行直接观察collectingthe, 收集自我报告的员工和他们的经理。D职务说明书A written statement of

10、what the job holder does, how it is done, and why it is done., 它是如何做的 , 以及为什么它就完成了。A written statement of the minimum qualifications that a person must possess to performa given job successfully.最低资格的书面声明中, 一个人必须具备成功地执行一个给定的工作。Meeting Future HR Needs满足未来人力资源需求影响员工的因素战略目标对产品和服务的需求预测有知识、技能和能力Recruitme

11、nt and Decruitment招聘和调出(1) Recruitment招聘The processof locating,identifying,and attractingcapableapplicantsto an organization定位的过程 , 识别和吸引申请者的组织能力?E-recruitingRecruitment of employees through the InternetOrganizational web sites组织网站Online recruiters在线招聘人员Exhibit 10 4 Major Sources of Potential Job Ca

12、ndidates通过互联网招募员工潜在求职者的主要来源? Recruitment and Decruitment(2) Decruitment调出The process of reducing a surplus of employees in the workforce of an organization减少过剩的过程中员工在组织的劳动力Exhibit 10 5 Decruitment Options?Selection甄选? What is Selection?D Selection（甄选）screening job applicants to ensure that the most

13、appropriate candidates are hired筛选求职者 , 以确保最合适的候选人被录用Selection errors:选择错误Reject errors for potentially successful applicants拒绝潜在成功申请者的错误?Exhibit 10Accept errors for ultimately poor performers 6 Selection Decision Outcomes选择决策结果接受最终表现不佳的错误?Validity and Reliability有效性和可靠性? Managers select competent e

14、mployees by using valid and reliable selection procedures.管理者通过使用有效和可靠的选择程序来选择合格的员工?Validity (of Prediction)效度A proven relationship between the selection device used and some relevant criterion forsuccessful performance in an organization.证明关系选择设备使用和一些相关标准成功的性能在一个组织。High tests scores equate to high

15、job performance; low scores to poor performance.高测试分数等于高工?Reliability (of Prediction)信度The degree of consistency with which a selection device measures the same thing.选择设备的一致性程度相同的措施Individualtestscoresobtainedwitha selectiondeviceare consistentover multipletestinginstances.个人获得的考试成绩与选择设备在多个测试实例是一致的

16、Exhibit 10 7 Selection Devices选择设备? 申请表格? 笔试? 性能模拟测试? 面试? 背景调查? 身体检查（1） Application forms申请表- 全面的个人历史档案，详细描述个人的活动、技能和成就。? 普遍使用? 对于收集信息最有用? 能够预测工作表现应用 forms-Discussion 如何写好申请表格 ?工作分析 ( 职位描述和工作规范，SWOT分析 )个人分析 ( 个性， SWOT分析 )健康分析 ( 策略 )写作技巧和态度( 手写，分数 )如何写好 ?Written Tests笔试? 测试类型? Interest （兴趣） : do you

17、want to do it? Attitude （态度） : how do you feel about it? Ability （能力） : can you do it now? Aptitude （悟性） : can you learn to do it? Intelligence （智商） : how smart are you?Legal Challenges to Tests对测试的法律挑战?Lack of job-relatedness of test items or interview questions to job requirements对测试项目或面试问题缺乏相关的工作

18、要求?Discrimination in equal employment opportunity against members of protected classes对受保护阶层的成员进行平等就业机会的歧视Performance Simulation Tests绩效模拟测试?Testingan applicant abilitystoperformactualjobbehaviors,userequiredskills,demonstrate specific knowledge of the job.测试申请人是否有能力执行实际的工作行为，使用所需的and技能，并展示具体的工作知识。?

19、 Work sampling 工作抽样Requiring applicants to actually perform a task or set of tasks.要求申请人实际执行一个（组）任务Ex: sales man/teacher ex:销售人 / 老师?Assessment centers评估中心Dedicated facilities in which job candidates undergo a series of performance simulationtests to evaluate their managerial potential.专用设施的求职者接受一系列

20、的性能模拟测试来评估他们的管理潜力。Ex: Mock interviews,in-basketproblem-solvingexercises,groupdiscussions,and businessdecision games: 模拟面试 ,in - basket解决问题的练习 , 小组讨论 , 和商业决策游戏?Interviews面试?Useful tools for managerial positions管理职位的有用工具? There are too many variables that can impact interviewer judgment, the interview

21、 may not有太多的变量会影响面试官的判断，面试可能不是最有用 be the most useful selection device的选择?Managers can?Religion宗教?Private个人私事t ask some questions unrelated to the job经理不能问一些与工作无关的问题其他选择方法（ 1） Background Investigations背景调查?Verification of application data对应用数据的验证?Reference checks:参考检查Lack validity because self-select

22、ion of references ensures only positive outcomes.缺乏有效性（ 2） Physical Examinations, 因为自己挑选的引用可以确保只有积极成果。物理考试? Useful for physical requirements and for insurance purposes related to pre-existing conditions.对身体要求和与预先存在的条件相关的保险目的有用。什么工作最好 ?什么时候 ?Question：?人力资源经理应该介绍负面信息的工作, 当他们招聘吗Realistic Job Preview现实工

23、作预览?Realistic Job Preview (RJP)现实工作预览?与应聘者相关的过程，包括工作的积极和消极方面?Encourages mismatched applicants to withdraw.鼓励不匹配的申请人撤回同盟成功应聘者的期望与实际工作条件; 减少营业额3. Providing Employees with Needed Skills and Knowledge为员工提供所需的技能和知识?Orientation上岗培训Introducing a new employee to his or her job and the organization.把新员工介绍给他/

24、 她的工作和组织Work-unit orientation工作单位培训Familiarizes new employee with work-unit goals将帮助新员工熟悉工作单位的目标Clarifies how his or her job contributes to unit goals澄清如何他或她的工作有利于单位的目标Introduces he or she to his or her coworkers向他或她介绍他或她的同事Organization orientation组织取向Informs new employee aboutthe organization s obj

25、ectives, history, philosophy,procedures, and rules.通知新员工对组织的目标、历史、哲学、程序, 和规则Includes a tour of the entire facility包括参观整个工Exhibit 12 8 培训类型综合培训：沟通技巧，计算机系统应用程序和编程，客户服务，执行发展，管理技能和开发，个人成长，销售，管理技能，技术技能和知识专业培训：基本生活/ 工作技能，创造力，客户教育，多元化/ 文化意识，补救写作，管理变更，领导，产品知识，演讲 / 陈述技能，安全，道德，性骚扰，团队建设，健康，等等Exhibit 12 9 员工培训方

26、法传统的培训方法：在职工作轮换轮岗辅导和指导导师制经验演习实验演习手册 / 手册工作手册课堂讲座讲座基于技术的训练方法cd - rom / DVD /录像带 /视频会议 / 会议 / 卫星电视电子学习电子化学习4. Retaining Competent, High-performing Employees保留能力 , 表现出色的员工Employee Performance Management 员工绩效管理?Performance Management System性能管理系统建立绩效标准和评价员工绩效的过程?Skill-based pay技能工资一个支付系统, 奖励员工的工作技能可以证明?

27、Variable pay浮动薪酬A pay system in which an individual s compensation is contingent on performance薪酬体系中 , 一个人的薪酬取决于性能Exhibit 12 10 绩效考核方法的优缺点MethodAdvantageDisadvantageWritten essaysSimple to useMore a measure of evaluator s writing ability thanof employee s actual performanceCriticalRich examples;Time

28、-consuming; lack quantificationincidentsbehaviorally basedProvide quantitativedata;评分表法less time-consuming thanDo not provide depth of job behavior assessedothers行为定位评分Focus on specific andTime-consuming; difficult to developmeasurable job behaviorsMultipersonCompares employees withUnwieldy with lar

29、ge number of employees; legalcomparisonsone anotherconcernsMBOFocuses on end goals;Time-consumingresults oriented360-degreeThoroughTime-consumingappraisalsCompensation and Benefits薪酬与福利? 公平、有效和适当的薪酬体系的好处Helps attract and retain high-performance employeesImpacts on the strategic performance of the fi

30、rmTypes of Compensation补偿的类型有助于吸引和留住高性能的员工对公司的战略绩效的影响基本工资或薪水工资和工资附加组件奖励技能工资可变工资 (78%) 灵活性Exhibit 12 11Factors That Influence Compensation and Benefits影响薪酬和福利的因素5. Current Issues in Human Resource ManagementManaging Downsizing管理裁员?Managing Downsizing (精简机构的管理)The planned elimination of jobs in an organization人力资源管理中的当前问题工作在一个组织的计划取消提供开放和诚实的沟通。被裁减员工提供援助。安抚和咨询幸存的员工。Exhibit 12-12 Tips for Managing Downsizing减少裁员的建议Sexual Harassment性骚扰Sexu