吸引最优秀的员工课件

Thewrittenmaterialsinthispower-pointpresentationareforrestrictedinternalcirculationandshallbeonlyusedforintendedteachingandclassroomdiscussionforChinaAgriculturalUniversity/ICBLutonProgram,andtheirfullorpartialreproductionbyanymeansbyanyunauthorizedpersonsarestrictlyprohibited.Importantnotice:DrOthmanBusuCAU–ICBUniversityofLuton1HumanResourceManagement

Chapter9*HumanresourcemanagementistheresponsibilityofallthosewhomanagepeopleaswellastheHRspecialists.*Itisthatpartofmanagementthatinvolves:1.Planningforhumanresourceneeds,includingrecruitmentselection,traininganddevelopment,promotionandtransfer,redundancyandretirement.

2.Providingwelfareandsafety,wageandsalaryadministration,collectivebargaininganddealingwithmostaspectsofindustrialrelations.

3.Maintainingwaysinwhichorganizationsestablish,manage,anddeveloprelationshipsinternallywithotherdepartments

throughHRpoliciesandpractices2Chapter9Page359Thesystemsapproachtomanagement3WhatisHumanResourceManagement?

Allactivitiesusedtoattractandretainemployees,and

一切用于吸引和保留员工，Toensuretheemployeesperformatthehighestlevelpossibleinmeetingorganizationalgoals.用于保证员工在实现组织目标过程中发挥最佳水平Theprocessfunction:Acquiring,training,appraising,andcompensatingemployeesandattendingtotheirlaborrelations,healthandsafety,andfairnessconcerns.（索取，培训，评价，补偿员工以及注重劳动力关系，健康，公平）4KEYAREASINHUMANRESOURCEMANAGEMENTMANPOWERPLANNINGRECRUITMENTJOBDESIGNSELECTIONANDEMPLOYMENTTRAININGANDDEVELOPMENTPERFORMANCEAPPRAISALPROMOTIONANDTRANSFERWAGEANDSALARYADMINISTRATIONWELFAREANDHEALTHSERVICESHEALTHANDSAFETYATWORKINDUSTRIALRELATIONSNote:Onlyareasfrom1~8willbediscussedindetails,andtheseareformedas5componentsofaHRMsystem,withindustrialrelations,welfare,employeeservices,healthandsafetyincludedaspartofthesystem.5ComponentsofaHRMSystem

人力资源管理系统组成Recruitment&Selection招聘Training&Development培训和发展PerformanceAppraisal&Feedback业绩评估和回馈Pay&Rewards薪酬和奖励ManpowerPlanning

人力资源规划Health&SafetyatWorkIndustrialRelationsWelfare&EmployeeServices6HRMistheResponsibilityofall

Managers.

EffectsofPoorHRManagement!

（低级管理的结果）ThewrongpersonHighturnoverPoorresultsUselessinterviewsLegalactionsSafetyissuesSalaryinequalitiesPoortrainingUnfairlaborpractices7WhoisResponsibleforHRM?

谁对人力资源管理负责

HRProfessionals人力资源专业人员LineManagers基层管理者8HRProfessionals’Responsibilities

人力资源专业人员的职责EstablishHRMprocedures 建立人力资源管理程序Develop/chooseHRMmethods 开发/选择人力资源管理方法Monitor/evaluateHRMpractices 监督/评价人力资源管理实务Advise/assistmanagersonHRM-relatedactivities 建议/协助管理者与人力资源管理有关的活动LineManagers’Responsibilities

基层管理者的职责ImplementHRMpractices 实施人力资源实务ProvideinputforHRMpractices 对人力资源实务的投入9MANPOWERPLANNINGHumanresource(manpower)planning人力资源规划“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditionsinthefuture”识别和反映公司需求将新的方针、系统和计划制成图表保证在变化的情况下有效的人力资源管理的过程gettingtherightpeople

attherightplaceattherighttime在适当的时间、适当的地点获得适当的人员10HumanResourcePlanning

人力资源规划Demand需求Supply供应Gap?HRNeeds间断人力资源需求11

PlanningforHumanResources

人力资源规划AllactivitiesofforecastingcurrentandfutureHRmanpowerneeds.所有对当前和未来人力资源需求预测的活动Demandforecasts:需求预测Estimatethenumberofpeople&qualificationsthefirmwillneed.评估公司所需人员的数目和条件Supplyforecasts:供应预测Estimatetheavailabilityandqualificationsofcurrentworkersandthoseinthelabormarket.评估在职人员和劳动力市场上人员的可用性及其条件12DemandForecasting

需求预测Statisticalapproaches

统计方法Trendanalysis趋势分析Ratioanalysis比率分析Regressionanalysis回归分析Judgmentalmethods

判断办法Groupbrainstorming

群组脑筋激荡法Salesforceestimates

销售人员预估法13TrendAnalysis

趋势分析Sales1200014500132001910022000销售No.ofEmps.300393342511650员工数

20002001200220032004Ifyoursalesforecastwillbe30000nextyear,howmanyemployeesyou’llbeneededin2005?=

14RatioAnalysis

比率分析#patients病人=100#nurses护士=25patient病人/nurse护士ratio比率=4/1Ifthereare315patients,howmanynursesareneeded?如果有315个病人，需要多少护士？3154=79nurses

15RegressionAnalysis

回归分析#Employees雇员数#Customers顾客数 50 100 1507550250Ifyourcompanyexpectsthecustomerswillbeincreasedto200nextyear,whatwillbeyourmanpowerforecast?16StepstoSupplyForecasting

步入供给预测Grouppositionsbytitle,function,andlevelofresponsibility

用职称、职能和责任水平进行职位编组Estimatewithineachjobgrouphowmanyofcurrentemployeesremain,movetoanotherposition,orleavetheorganization

预估在每个工作组中的现有员工中多少个保留、移向其他位置或离开公司17ForecastingLaborSupply

预测劳动力供给BeginningInventory125开始清单 -Quits辞职 5-Retirements退休 2-DemotionsOut降级离去 1Total总计 117 +TransfersIn调入 3 +PromotionsIn晋升 2ForecastedInternalSupply122内部供给预测 18DealingwithanOversupplyofPersonnel

人员供给过剩处理Freezehiring

冻结雇佣Restrictovertime

限制超时Retrain/redeploy

重新培训/调动Switchtopart-timeemployees

转成兼职员工Useunpaidvacations

采用无薪休假Useashorterworkweek

采用缩短的工作周Usepayreductions

采用减少工资Usesabbaticals

采用周期性休息Encourageearlyretirements

鼓励提前退休19DealingwithanUndersupplyofPersonnel

人员供给不足处理Hireadditionalworkers

雇佣另外的工人Improveproductivitythroughtraining

通过培训提高生产力Useovertime

采用超时Addadditionalshifts

增加另外的班次Reassignjobs

重新分配工作Usetemporaryworkers

使用短期工人Improveretention

改善留置率20Recruitment&Selection

招聘和甄选ManpowerPlanning人力资源规划JobAnalysis工作分析DetermineRecruitment&SelectionNeeds确定招聘和筛选需要Theprocedurefordeterminingthedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.

决定工作职责和工作技能要求及应雇佣何类型人员来担当此工作21StepsinRecruitmentandSelectionProcess招聘和甄选程序Applicantscompleteapplicationform申请者填写申请表格Selectiontoolsliketestsscreenoutmostapplicants利用考试等手段淘汰大部分申请者Managersandothersinterviewfinalcandidatestomakefinalchoice主管和其他人员对剩余后选者面试并做最终的选择Manpowerplanningandforecasting招聘计划和预测Recruitingbuildspoolofcandidates招募候选人22Jobanalysis,jobdescriptionorjobspecificationThethreetermshavedifferentmeanings.1.Jobanalysisrecordsthefacts,i.e.alltheelementsinvolvedinperformingajob2.Jobdescriptionoutlinesthefactscompiledfromthejobanalysis,conciselyidentifyinganddescribingthecontentsofajob3.Jobspecificationreferstothepersonalcharacteristicsrequiredtodoajob,e.g.skill,experience,specialaptitudes.Thepurposeofthesestatementsoffactsofajobguidemanagementintheselection,promotion,transfer,establishingsalarygrades,andtraining.232425FIGURE3-2TheRecruitmentFlow招聘流程VACANTPOSITION空位JOBDESCRIPTOINWhatisthejob?职位描述什么样的工作JOBSPECIFICATIONWhoistodoit?职位详述需要什么样的人RECRUIT招聘PUBLICIZE宣传SELECT筛选INTERNALSUPPLY/SOURCE内部补充/来源EXTERNALSUPPLY/SOURCE外部补充/来源26FIGURE5.5RecruitingSources（招聘的资源）INTERNALSUPPLY/SOURCE内部补充/来源EXTERNALSUPPLY/SOURCE外部补充/来源27FindingInternalCandidates

（发现内部应征者）Successionplanning:ensuringasuitablesupplyofsuccessorsforfutureseniorjobs（成功的计划：为将来更高级的职位确保适合的继任者供给）Planningincludes:（计划包括：）Determineprojectedneed（决定项目需求）Auditcurrenttalent（审计当前的人才）Planningcareerpaths（计划职业生涯）Careercounseling（职业咨询）Acceleratedpromotions（快速提升）Performancerelatedtraining（执行相关的培训）Plannedstrategicrecruitment（计划战略招聘）Filling（填充）28

OutsideSourcesofCandidates

（应征者外部资源）Advertising–theadvertisingmediaandadcontent（广告）Selectthebestmedia–localpaper,WSJ,TV,orinternetdependingontheposition（根据职位选择最好的媒介－本地报纸，WSJ,TV,网络）UsetheAIDAguide(attention,interest,desire,andaction)toconstructadsBecreative-useofadagenciesmighthelpdevelopandpromoteacompaniesimageAdConstruction（广告的结构）29EmploymentAgencies

（职业代理处）Typesofagencies:Publicagenciesandnonprofit（公众代理处和非盈利机构）

Privateagencies（私营代理处）30Specialemploymentagenciesusedtoseekouttopmanagementandtechnicaltalent（特殊的代理处主要挑选高层管理者和技术高手)Internetdatabaseshaveshortenedtimerequiredtofindtalent(因特网数据库可以为发现人才缩短时间）Onlineexecutiverecruitingfirm（在线进行招聘公司)ExecutiveRecruiters

（招聘的执行者）futurestepHeadhunters（猎头）31OutsideHiring

（外部的雇用）Collegerecruitinggoalsare:（大学招聘的目的：Attractgoodcandidates（吸引优秀的应征者）Cullcandidatesforfurtherconsideration（为将来考虑精选应征者）Onsitevisits（现场走访）Internships（实习期）Referralsandwalk-ins（推选者和未经预约者）32NameofpersoninterviewedApplyingforpositionDepartmentQualifications

CommunicationEducationRelatedExperienceInterpersonalSkillsProblemSolvingSkillsAdaptabletochangeCommentsby: Completedby:ExcellentSatisfactoryPoorCampusInterviewReport

大学面试报告33RecruitingontheNetManycompaniesareturningtotheInternetasarecruitingtoolCorporateandemploymentwebpagesareoneapproachInternetrecruitingiscosteffectiveandtimelycareerbuilder34SelectionMethods

甄选方式Backgroundinvestigations

背景调查Employmentinterviews雇佣面试Referencechecks

推荐信查证Employmenttests

雇佣测试Assessmentcenters

评估中心Applicationblanks

申请书表格SelectingApplicants甄选申请者

35JobQualifications

工作资格Job-specific工作特性Universal普遍性HowtoAchieveSelectionValidity

如何实现甄选效度Usejobanalysistodeterminejobqualifications.

使用工作分析决定工作资格Useselectionmethodsthatreliablyandaccuratelymeasuretheneededqualifications.

使用可靠准确的衡量所需资格的甄选方法36ApplicationBlanks

申请书表格Name姓名：____________________Education教育：____________________WorkExperience工作经验：

____________________WorkSkills工作技能:_____________________References参考:

_______________________________________3738BackgroundInvestigations

背景调查Primarilyusedforscreeningapplicantsforpositionsoftrustorfor“specialdutyofcare”positions

主要用于筛选信托单位职位或“特殊保安”职位的申请人Mustavoidviolatinglegalrightsofapplicants(FederalCreditReportingAct)

必须避免侵犯申请人的合法权利（公平信用调查法案）39ReferenceChecks

推荐信查证Verifyinformationprovidedbyapplicants

查证申请人提供的信息Getadditionalinformationaboutapplicantswhichmaybepredictiveoffuturejobperformance

获得可能预测申请人未来工作绩效的额外信息40FourTypesofEmploymentInterviewInformation

四种雇佣面试信息Technicalknowledge

技术知识Self-evaluativeinformation

自我评估信息Situationalinformation

职位信息Behaviordescriptioninformation

行为描述信息41EmploymentTests

雇佣测试Mentalabilitytests

心智能力测试Personalitytests

性格测试Work-sampletests

工作实务测试Assessmentcenters

评估中心Ifyourcanreadthisyouhavereallygoodvision.如果你能读则你的视力很好42MentalAbilityTests

心智能力测试Measureintelligenceoraptitude

衡量智慧或天赋Entry-leveljobs

入门工作Jobswithnospecificrequiredskills

无须特殊技巧的工作Trainability

可培训性Validformanyjobs

对许多工作有效MayaffectEEOgoals可能会影响公平就业机会目标43TypesofTests

测试类型Cognitive认知力Intelligencequotient智商Specificcognitiveabilitiesoraptitude特殊认知能力Smoothestride?A,B,orC?Whichshapehasthegreatestarea?

MotorandphysicalabilityDexterity灵敏度Personalityandinterests个性特点及兴趣InterestinventoriesAchievement44PersonalityTests:TheBig5

个性测试：大5Extroversion

外向程度Emotionalstability

情绪稳定性Agreeableness

亲和力Conscientiousness

认真性Opennesstoexperience

对经验的开放度45WorkSampleTests

工作实务测试Performsomeofactualjobduties

完成一些实际的工作职责Manualskills

人工技巧Clericalskills

行政技巧Managerialskills

管理技巧46AssessmentCenters

评估中心Leaderlessgroupdiscussion

领导者小组讨论Managementgames

管理游戏In-basket

篮中演练匣AManagementAssessmentCenterisatwotothree-daysimulationinwhich10to12candidatesperformrealisticmanagementtasks(e.g.makingpresentations)undertheobservationofexpertswhoappraiseeachcandidate’sleadershippotential47Aninterview

isaproceduredesignedtoobtaininformationfromapersonthroughoralresponsestooralinquiries面试是通过口头问答来获取个人信息的一种程序Aselectioninterviewisaselectionproceduredesignedtopredictfuturejobperformanceonthebasisofapplicants’oralresponsestooralinquiries甄选面试是一个甄选过程，是基于申请者的口头回答提问来预测未来工作绩效DefinitionInterviewingCandidates面试应聘人员48HowInterviewsAreStructured面试的组构AreInterviewsUseful?面试是否成功？InterviewsareagoodpredictorofperformanceInterviewsshouldbestructuredandsituationalBecarefulwhattypesoftraitsyoutrytoassessSituational情景Behavioral行为

Stress压力Jobrelated相关工作Interviewcontents面试内容495StepsinInterviewDesign

面试设计五步JobAnalysis工作分析RatetheJobDuties估价工作职责CreateInterviewQuestions提出面试问题CreateBenchmarkAnswers设计基准答案AppointPanel&ConductInterviews指定面试小组成员&指导面试50HowtoStructureandConductYourInterview

怎样组织与实施面试Basequestionsonactualjobduties基于招聘岗位职责设计一些基本问题Useknowledge,situationalquestionsandobjectivecriteriatoevaluate运用知识，情景问题和客观标准进行评估Traininterviewers培训面试考官Usesamequestions运用同样的问题Ratingscalestorateanswers分等级标准来评估面试者的答案Usepanelinterviews采用专门小组会谈Useastructuredinterviewform采取有组织性的面试Controltheinterview调控面试51

HowtoBeaGoodInterviewee

怎样成为一个优秀的面试考官+Bepreparedbylearningaboutthecompany,thejobandtherecruiters对公司，招聘岗位和招聘人员有足够了解+Uncovertheinterviewer’srealneedsandrelatetothoseneeds清楚应聘者的真实需要及相关需求+Pause,think,thenspeak停顿，思考，再发表意见+Nonverbalbehaviorimportant非言语行为的重要性+Makeagood1stimpression,beenthusiastic热情大方给应聘者一个良好的第一印象+SMILE52EmploymentContractAformalcontractisanagreementpreparedbetweenanemployeeandmanagementregardinghisemploymenttermsandconditionsofservicewiththecompany.Suchacontractusuallystates:Periodofemployment,placeofemployment,capacity.Hours,salary,incrementspayable,illnessarrangements,expensesandotherbenefits.Whetherinventionsbelongtoemployer;provisionforarbitrationindisputes.Salespeoplemayhaveadditionalpointsintheircontracts:Calculationofsalary,missiononsalesplusexpenses.Agreementtoworkexclusivelyforemployer.Whethertochargecommissiononbaddebts.Nottocompetewithinacertainradiusafterterminationoftheircontract;nottosolicitemployer'scustomers.Amedicalexaminationmayberegardedasessentialinsomejobs.

53PhysicalExams生理测试Oncehired,aphysicalexaminationisthenextstepintheselectionprocess一经雇佣，甄选过程的下一步是身体检查Manyemployersusedrugtestingalthoughitisnotalwaysreliableandcanbe‘fooled’很多雇主采用毒品测试尽管这种测试有时并不可信甚至会被愚弄Usedtoverifyapplicantmeetsphysicaldemandsofthejob检查申请者的身体状况是否符合工作需求Establishabaselineforfutureinsuranceclaims建立未来保险责任基线Reduceabsenteeismandaccidents减少矿工和突发事件MustbecarefulnottoviolateADA(DisabilitiesAct)laws避免违反ADA法律ScreeningforDysfunctionalBehavior

过滤失调性行为Applicantdrugabuse

申请人毒瘾陋习Applicanthonesty

申请人诚实度54Equalopportunitiesanddiscrimination

Discriminationagainstvariousgroupsinanorganizationhasbeenmadeunlawfulandlegislationdesignedtoavoiddiscriminationincludes:TheSexDiscriminationAct1975TheRaceRelationsAct1976DisabledPersons(Employment)ActsRehabilitationofOffendersAct1974Contractsofemployment:EqualPayAct197055Chapter9Page370Fig9.3AspectsofjobdesignJobrotationRelieffromboredomJobbecomesmoreinterestingJobenlargementExtensionofworkAdditionaltasksJobenrichmentIncreasedresponsibilityWiderrangeofdutiesareaddedAutonomousworkgroupsAreasofresponsibilityaredelegatedtogroupFreedomtoworkaslongastargetsmetWiderparticipationJobDesign56WhatisTraining?什么是培训？Teachingnewemployeesthebasicskillstheyneedtoperformtheirjobs,and使员工掌握必要的岗位知识技能Toimprovetheirproductivity提高生产力TrainingandDevelopingEmployees培训和发展员工57Trainingvs.Development

培训和发展的比较Training培训Development发展CurrentJobs目前的工作FutureJobs将来的工作58WhyTrainingissoImportant?

为何培训工作如此重要？Upgradingoftechnicalskills,aswellasenhancinghumanskillssuchas,培训工作可以提高员工的专业技能和自身素质，如Teambuilding团队构建Decisionmaking决策制定 Communication沟通能力Customerservice客户服务Technologyandcomputerskills专业技能和运用计算机能力Traininghelpsmanagementmeetstrategicgoals培训工作可以帮助管理层达到战略目标59OrientationDay(EmployeeInduction)

引导SampleorientationdaychecklistEmployeeorientationprovidesnewemployeeswithbasicbackgroundinformation(员工引导为员工提供基本的背景信息)Programsmayrangefrombrief,informalintroductionstolengthy,formalcourses(方案可能会从简单非正式的介绍到正式的相对较长的课程)60WhyOrientationIsImportant

为何引导工作如此重要Orientationexplainsbasics–oftenprovidedinanemployeehandbook引导解释了基本情况-在员工手册中提供Rulesandpoliciesareoftendiscussed规则和政策可被经常性讨论Makesnewemployeefeelatease新员工可消除紧张心理Describestheorganization–thebigpicture描述组织Definesexpectedworkbehavior规定预期工作表现Socializesnewemployeeincompany’sways是新员工融入到公司中615StepTrainingandDevelopmentProcess

培训和发展过程的五个步骤Needsanalysis需求分析

InstructionalDesign教育设计Validation确认Implement执行

Evaluation&follow-up评估和后继工作62TrainingNeeds

培训需求Jobbehaviorinappropriateor

工作表现不合适，或Knowledgeorskilllevelinadequate，and

知识或技巧水平不足，和Problemscanbecorrectedthroughtraining

通过培训可以纠正问题63AnalyzingTrainingNeeds分析培训需求DeterminerequiredtrainingNewemployees新员工Currentemployees现有员工Taskanalysisandperformanceanalysisarethetwomainwaystoidentifytrainingneeds鉴定培训两种主要方式是任务分析和绩效分析需要

64Feedback

反馈Positive:forcorrecttaskperformance

积极的：纠正任务绩效Corrective:whatiswrongandhowitcanbecorrected

纠正的：错在哪，如何被改正65ChoosingAppropriateInstructionalMethods选择适合的介绍方法On-the-jobtraining工作岗位培训Jobinstructiontraining

工作介绍培训Lecture

讲座Casemethod

案例Roleplaying

角色扮演Behaviormodeling

行为模式Computer-based

以计算机为基础的Videotraining

录象培训66

On-the-jobTraining

工作岗位培训

Learnbydoing–4stepstosuccessStep1Prepare准备阶段Putthelearneratease—relievethetension.Explainwhyheorsheisbeingtaught.Createinterest,findoutwhatthelearnerknows.Explainthewholejobandrelateittoaknownjob.Placeclosetothenormalworkingpositions.Familiarizewithequipment,materials,&tools.Step2Present介绍Explainquantityandqualityrequirements.解释要求的质量和数量Gothroughthejobatthenormalworkpace.Gothroughthejobseveraltimes,givingeachstep.Repeatslowlyagain.Havethelearnerexplainthestepsasyougothrough.Step3TryoutHavethelearnergothroughthejobseveraltimes.Runthejobatthenormalpace.Learnerdoesthejob,buildingupskillandspeed.Lettheworkbegin–stickaroundforawhile.Step4Follow-upDesignatetowhomthelearnershouldgoforhelp.Graduallydecreasesupervision,monitorquality.Correctfaultyworkbeforeitbecomesahabit.Complimentgoodwork;goalistoachievequality.67JobInstructionTraining

工作介绍培训ListeachstepinorderwithkeystepsStartMotor开动机器SetcutdistanceReadscaleCarefully仔细阅读标准PlacepaperoncuttingtableVerifypaperiseven确定纸张平滑PushpapertocutterVerifypaperistight确定纸张紧崩GraspreleasewithlefthandDon’treleasetoPreventInjury预防受伤GraspreleasewithrighthandDon’treleasetoPreventInjury预防受伤Pullcutter&safetyreleasesKeepbothhandsinplace两手防在适当的位置WaitforcutTofinishMaintainGrip保持紧握RetractpaperVerifycutterisdoneShutoffMotor关闭机器68ApprenticeshipTraining新人培训Informallearningordailyinteraction非正式学习或日常交往Audiovisualtools音像手段Simulatedtraining模拟训练OtherTraditionalTrainingTechniques

其他传统的培训方法69

ElectronicTraining

电子培训

ComputersandtheInternethaverevolutionizedtraining计算机和因特网革新了培训CBTorCD-ROMElectronicPerformanceSupportSystemsDistanceandInternetbasedTele-training电视培训Videoconferencing视频会议Internettraining因特网培训Learningportals学习入门70Tele-training

电视培训

Tele-training:

Atrainerinacentrallocationteachesgroupsofemployeesatremotelocationsviatelevisionhookups.(电视培训：培训者通过电视转播来培训远距离员工)71Videoconferencing

视频会议Videoconferencingallowsfordistanceteachingortraining视频会议使得远程教育或培训成为现实ManyPC’scurrentlycanparticipateinremotetrainingwithprogramslike当今很多个人电脑可以参加远程培训计划Instructorsmightneedtochangesometeachinghabits教师可能需要改变一些教学习惯72TrainingForSpecialPurposes

特殊目标培训Globalbusinesstrainingsamplesinclude:全球商业培训包括：Executiveetiquetteforglobaltransactions处理全球事务的行政礼节Cross-culturaltechnologytransfer跨文化技术转让Internationalprotocolandpresentation国际协议和介绍Businessbasicsfortheforeignexecutive国外经理管理人员所需掌握的商业要素Languagetraining语言培训73TransferofTraining

培训的转换FromClassroom从教室ToJob到工作74ManagerialDevelopment

管理发展

Managementdevelopmentisanyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudes,orincreasingskillswithanaimtoenhancethefutureperformanceofthecompanyitself

管理发展是提高管理绩效的一种尝试，通过更新知识，转变态度，或有目的性的增强技能来促进公司未来绩效的提高DefinitionDevelopingasuccessionplanningprogram

开发一个人员继承计划Timingandcontentofinstructionalprogram

教学计划的时机和内容Instructionalmethods

教学方式75StepsinAppraisingPerformance

绩效评估步骤DefinetheJobAppraisePerformanceProvideFeedbackMakesureallagreeonduties就职责达成一致Compareperformancetothestandard将业绩与标准做比较Discussprogress&makeplans探讨发展&制定计划AppraisingEmployeeJobPerformance

评估员工工作绩效76TypesofRatingSystems

评估系统的种类Employeecomparisonsystems

员工比较系统Graphicratingscales

图解式评估量表Behaviorallyanchoredratingscales

定锚式行为评估量表Behaviorobservationscales

行为观察量表Management-by-objectives

目标管理法CriticalIncidentForceddistributionAlternationrankingPairedcomparisonCriticalincident77EmployeeComparisonSystems

员工比较系统1.MikeWinkle2.RobertKing3.SallyMorris4.FredTaft

RobertSallyFredMike RobertSally Fred

SimpleRanking简单等级PairedComparison配对比较法Low Average High

低中高10% 80% 10%ForcedDistribution强迫分布法78GraphicRatingScale

图解式评估量表

UnsatisfactorySatisfactoryOutstanding

不满意满意最佳

Quantityofwork 工作质量Qualityofwork 工作质量

Dependability 可靠的79BehavioralObservationScale

行为观察量表almostnever almostalways几乎不几乎经常1 2 3 4 5___1.Setsclearprioritiesformultiplegoals.

为多种目标设立先后顺序___2.Coachessubordinateseffectively.

有效地教导下属___3.Breaksprojectsintodoablecomponents.

把计划分成可做的部分___4.Developssubordinates’knowledgeandskills.

发展下属的知识和技巧___5.Listenstoemployees’concerns.

倾听员工关心的___6.Seeksdecisioninputfromsubordinates.

从下属处寻求决策输入80

DeterminetheAppropriateTimingofAppraisals

步骤4:确定适当的评估时机Monthly月semi-annually半年Quarterly季度Annually一年EnsuringAppraisalFairness

步骤5:保证评估公正Upper-levelmanagementreview

上层管理回顾Appealssystem

上诉系统81

COMPENSATIONDeterminingPayandBenefits

确定工资和利益82EstablishingPayPlans

建立薪酬计划The5stepprocess:五步程序：Thesalarysurvey