人力资源管理（第16版）英文课件 德斯勒 第1-9章 人力资源管理导论-绩效管理与评价

HumanResourceManagementSixteenthEditionChapter1IntroductiontoHumanResourceManagementCopyright©2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)1.1Explainwhathumanresourcemanagementisandhowitrelatestothemanagementprocess.1.2Brieflydiscussandillustratetheimportanttrendsinfluencinghumanresourcemanagement.LearningObjectives(2of2)1.3Brieflydescribesiximportantcomponentsorpillarsofhumanmanagementtoday.1.4Listatleastfourimportanthumanresourcemanagercompetencies.1.5Outlinetheplanofthisbook.LearningObjective1.1:ExplainWhatHumanResourceManagementIsandHowItRelatestotheManagementProcessWhatIsHumanResourceManagement?TheManagementProcessPlanningOrganizingStaffingLeadingControllingWhyIsHumanResourceManagementImportanttoAllManagers?ToavoidpersonnelmistakesToimproveprofitsandperformanceYoumayspendsometimeasanH

RmanagerYoumayendupasyourownhumanresourcemanagerLineandStaffAspectsofHumanResourceManagementAuthorityistherighttomakedecisions,todirecttheworkofothers,andtogiveorders.Managersusuallydistinguishbetweenlineauthorityandstaffauthority.LineauthoritygivesyoutherighttoissueordersStaffauthoritygivesyoutherighttoadviseothersintheorganizationLineManager’sH

RManagementResponsibilities(1of2)PlacingtherightpersonintherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsthatarenewtothemImprovingthejobperformanceofeachpersonLineManager’sH

RManagementResponsibilities(2of2)GainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthecompanypoliciesandproceduresControllinglaborcostDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentalmoraleProtectingemployees’healthandphysicalconditionsTheHumanResourceDepartmentFigure1-1HumanResourceDepartmentOrganizationChartShowingTypicalH

RJobTitlesSource:

“HumanResourceDevelopmentOrganizationChartShowingTypicalH

RJobTitles,”www.co.pinellas.fl.us/persnl/pdf/orgchart.pdf.CourtesyofPinellasCountyHumanResources.Reprintedwithpermission.NewApproachesToOrganizingH

RReorganizingtheH

RfunctionofhowitisorganizedanddeliversH

RservicesSharedServices(Transactional)H

RteamsCorporateH

RteamsEmbeddedH

RteamsCentersofexpertiseLearningObjective1.2:BrieflyDiscussandIllustratetheImportantTrendsInfluencingHumanResourceManagementTrendsinHumanResourceManagementWorkforceDemographicsandDiversityTrendsTrendsinJobsPeopleDoGlobalizationTrendsEconomicTrendsTechnologyTrendsMoreonH

RTechnologyTrendsTherearesixmaintypesofdigitaltechnologiesdrivingH

Rprofessionalstoautomation:SocialMediaMobileApplicationsCloudComputingDataAnalyticsArtificialIntelligenceAugmentedRealityLearningObjective1.3:BrieflyDescribeSixImportantComponentsorPillarsofHumanResourceManagementTodayToday’sNewHumanResourceManagementABriefHistoryofPersonnel/HumanResourceManagementDistributedH

RandtheNewHumanResourceManagementAQuickSummaryFigure1-4WhatTrendsMeanforHumanResourceManagementStrategicHumanResourceManagementStrategichumanresourcemanagement

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meansformulatingandexecutinghumanresourcepoliciesandpracticesthatproducetheemployeecompetenciesandbehaviorsthatthecompanyneedstoachieveitsstrategicaims.ImprovingPerformance:TheStrategicContextBuildingL.L.BeanLet’stakealookattheheartoftheirstrategy.H

RandPerformanceMeasurementTheHumanResourceManagerisexpectedtospearheademployeeperformance.Threeleverscanbeappliedtodoso:DepartmentLeverEmployeeCostLeverStrategicResultsLeverH

RandEvidence-BasedManagementEvidence-basedhumanresourcemanagement–

istheuseofdata,facts,analytics,scientificrigor,criticalevaluation,andcriticallyevaluatedresearch/casestudiestosupporthumanresourcemanagementproposals,decisions,practices,andconclusions.ActualmeasurementsExistingdataResearchstudiesH

RandAddingValueAddingvalue–

meanshelpingthefirmanditsemployeesimproveinameasurablewayasaresultofthehumanresourcesmanager’sactions.SustainabilityandH

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MItisaboutmeasuringcompaniesintermsofmaximizingprofitsbutalsoontheirenvironmentalandsocialperformanceaswell.EmployeeEngagementandH

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MEmployeeengagementreferstobeingpsychologicallyinvolvedin,connectedto,andcommittedtogettingone’sjobdone.EthicsandH

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MEthicsmeansthestandardssomeoneusestodecidewhathisorherconductshouldbe.LearningObjective1.4:ListatLeastFourImportantHumanResourceManagerCompetenciesTheSkillsoftheNewH

RManagerH

Rmanagerscan’tjustbegoodattraditionalpersonneltaskslikehiringandtraining,butmust“speaktheC

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O’slanguage”bydefendinghumanresourceplansinmeasurableterms.TheNewHumanResourceManagerTheSocietyofHumanResourceManagement(S

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M)hasanew“competencymodel”calledtheS

H

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MBodyofCompetencyandKnowledgethatitemizeswhatanewH

RManagerneedsWhatshouldtheybeabletoexhibit?OfwhatbasicfunctionalareasofH

Rshouldtheyhavecommand?HumanResourceManagerCertificationH

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ICertificationsP

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R–ProfessionalinHumanResourcesS

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R–SeniorProfessionalinHumanResourcesS

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MnowhasitsowncompetencyandknowledgebasedtestingH

RandtheManager’sH

RPhilosophyAninitialphilosophybasedonexperiences,education,values,assumptions,andbackground.LearningObjective1.5:OutlinethePlanofThisBookTheBasicThemesandFeaturesThemesandfeaturesareusedtohighlightparticularlyimportantissuesandprovidecontinuityfromchaptertochapter.PracticalToolsforEveryManager(1of2)Humanresourcemanagementistheresponsibilityofeverymanager—notjustthoseinhumanresources.ManagersuseH

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Mtechniquestoimproveperformance,productivity,andprofitabilityPracticalToolsforEveryManager(2of2)Anemphasisisplacedonhowdigitalandhigh-techtrendsareshapingH

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M.Understandhowtheemployer’sH

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Mpoliciesandpracticesproducetheemployeeskillsandperformancethecompanyneedstoachieveitsstrategicaims.ChapterContentsOverviewThereare5partstothisbookPart1:IntroductionChapter1–IntroductiontoHumanResourceManagementChapter2–EqualOpportunityandtheLawChapter3–HumanResourceStrategyandAnalysisPart2:Recruitment,Placement,andTalentManagementChapter4–JobAnalysisandtheTalentManagementProcessChapter5–PersonnelPlanningandRecruitingChapter6–EmployeeTestingandSelectionChapter7–InterviewingCandidatesPart3:TrainingandDevelopmentChapter8–TrainingandDevelopingEmployeesChapter9–PerformanceManagementandAppraisalChapter10–ManagingCareersandRetentionPart4:CompensationChapter11–EstablishingStrategicPayPlansChapter12–PayforPerformanceandFinancialIncentivesChapter13–BenefitsandServicesPart5:EnrichmentTopicsinHumanResourceManagementChapter14–BuildingPositiveEmployeeRelationsChapter15–LaborRelationsandCollectiveBargainingChapter16–Safety,Health,andRiskManagementChapter17–ManagingGlobalHumanResourcesChapter18–ManagingHumanResourcesinSmallandEntrepreneurialFirmsTheTopicsareInterrelatedHumanResourceManagement16theditionchaptertopicsareinterrelated.Thethemesandfeatureshighlightedthroughoutthebookalsoprovidesacontinuityfromchaptertochapter.Chapter1ReviewWhatyoushouldnowknow….CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandis

providedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.HumanResourceManagementSixteenthEditionChapter2EqualOpportunityandtheLawCopyright©2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)2.1

ListthebasicfeaturesofTitleofthe1964CivilRightsActandatleastfiveotherequalemploymentlaws.2.2

Listthebasicfeaturesofatleastfivepost-1990employmentlaws,andexplainwithexampleshowtoavoidaccusationsofsexualharassmentatwork.LearningObjectives(2of2)2.3

Illustratetwodefensesyoucanuseintheeventofdiscriminatorypracticeallegations,andlistspecificdiscriminatorypersonnelmanagementpracticesinrecruitment,selection,promotion,transfer,layoffs,andbenefits.2.4

ListthestepsintheE

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Cenforcementprocess.2.5

Giveexamplesofattitudesthatunderminediversityefforts,andexplainhowyouwouldcreateadiversitymanagementprogram.LearningObjective2.1:ListtheBasicFeaturesofTitleseven

ofthe1964CivilRightsActandatLeastFiveOtherEqualEmploymentLawsEqualOpportunityLawsTheFifthAmendmenttotheU.S.ConstitutionTheThirteenthAmendmentCivilRightsActof1866Title

Seven

ofthe1964CivilRightsActTitleofthe1964CivilRightsActWhoDoesTitleCover?TheE

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CExecutiveOrdersSignedintolawbyvariouspresidentsAffirmativeActionOfficeofFederalContractCompliancePrograms(O

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P)EqualPayActof1963UnlawfultodiscriminateonbasisofsexJobsinvolve:EqualworkEquivalentskillsSimilarconditionsAgeDiscriminationinEmploymentActof1967UnderA

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A,nodiscriminationforthosebetween40–65yearsofageNoslackforemployeriffiredemployeereplacedbyonemuchyoungerVocationalRehabilitationActof1973Federalcontracts>$2,500AffirmativeActionReasonableaccommodationsPregnancyDiscriminationActof1978Prohibitsusingpregnancy,childbirth,orrelatedmedicalconditionstodiscriminatein:HiringPromotionSuspension,orDischargeFederalAgencyGuidelinesE

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CCivilServiceCommissionDepartmentofLabor(D

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L)DepartmentofJustice(D

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J)UniformGuidelinesEarlyCourtDecisionsRegardingEqualEmploymentOpportunityGriggsversesDukePowerCompanyAlbemarlePaperCompanyversesMoodyLearningObjective2.2:ListtheBasicFeaturesofatLeastFivePost-1990EmploymentLaws,andExplainwithExamplesHowtoAvoidAccusationsofSexualHarassmentatWorkTheLawsEnactedfrom1991tothePresentTheCivilRightsActof1991TheAmericanswithDisabilitiesAct(A

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A)TheA

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AAmendmentsActof2008TheUniformedServicesEmploymentandReemploymentRightsActTheGeneticInformationNondiscriminationActof2008TheCivilRightsActof1991BurdenofproofMoneydamagesMixedmotivesTheAmericanswithDisabilitiesActMentalimpairmentsandtheA

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AQualifiedindividualReasonableaccommodationTheA

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AGuidelinesforManagersandEmployersDonotdeny

ajobtoadisabledindividualifthepersonisqualifiedandabletoperformtheessentialjobfunctions.Make

areasonableaccommodationunlessdoingsowouldresultinunduehardship.Know

whatyoucanaskapplicants.Ingeneral,youmaynot

makepreemploymentinquiriesaboutaperson’sdisabilitybeforemakinganoffer.However,youmay

askquestionsabouttheperson’sabilitytoperformessentialjobfunctions.Itemize

essentialjobfunctionsonthejobdescriptions.InvirtuallyanyA

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Alegalaction,acentralquestionwillbe,whataretheessentialfunctionsofthejob?Donotallowmisconductorerraticperformance(includingabsencesandtardiness),evenifthatbehaviorislinkedtothedisability.UniformedServicesEmploymentandReemploymentRightsActReinstateemployeesreturningfrommilitaryleaveGeneticInformationNon-DiscriminationActof2008G

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AProhibitstheuseofgeneticinformationinemploymentStrictconfidentialityrequirementsState&LocalE

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OLawsUsuallycoveremployersnotcoveredbyfederallegislationManualsState/localE

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OagenciesReligiousandOtherTypesofDiscriminationProtectionfortraditionalreligionsandsincerelyheldreligiousbeliefsReasonableaccommodationsTrendsinDiscriminationLawSame-sexmarriagesDefinitionof“spouse”Michigan’saffirmativeactionforcollegeadmissionsRetaliationDefinitionof“supervisor”SexualHarassment(1of2)TheFederalViolenceAgainstWomenActof1994WhatisSexualHarassment?ProvingSexualHarassmentQuidProQuoHostileEnvironmentCreatedbySupervisorsHostileEnvironmentCreatedbyCoworkersorNonemployeesSexualHarassment(2of2)WhenistheEnvironment“Hostile?”SupremeCourtDecisionsWhytheLawIsn’tEnoughWhattheEmployeeCanDoTrendsShapingH

R:DigitalandSocialMediaBenefitsandCautionsBullyingLearningObjective2.3:IllustrateTwoDefensesYouCanUseintheEventofDiscriminatoryPracticeAllegations,andListSpecificDiscriminatoryPersonnelManagementPracticesinRecruitment,Selection,Promotion,Transfer,Layoffs,andBenefitsDefensesAgainstDiscriminationAllegationsDisparatetreatmentDisparateimpactTheCentralRoleofAdverseImpactShowingadverseimpactDisparaterejectionratesTheStandardDeviationRuleRestrictedpolicyPopulationcomparisonsMcDonnell-DouglasTestBonaFideOccupationalQualification(B

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Q)AgeReligionGenderNationaloriginBusinessNecessity“Businessnecessity”isadefensecreatedbythecourts.Itrequiresshowingthatthereisanoverridingbusinesspurposeforthediscriminatorypracticeandthatthepracticeisthereforeacceptable.KnowYourEmploymentLawWhatYouCanandCannotDoLet’sTalkAboutit…LearningObjective2.4:ListtheStepsintheE

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CEnforcementProcessTheE

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CEnforcementProcess(1of2)Figure2.3TheE

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CCharge-FillingProcessNote:Partiesmaysettleatanytime.Source:Basedon.TheE

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CEnforcementProcess(2of2)FileChargeChargeAcceptanceServeNoticeInvestigation/Fact-FindingConferenceCause/NocauseConciliationNoticetoSueVoluntaryMediationVoluntaryMediation

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“aninformalprocessinwhichaneutralthirdpartyassiststheopposingpartiestoreachavoluntary,negotiatedresolutionofachargeofdiscrimination.MandatoryArbitrationofDiscriminationClaimsAlternativedisputeresolution(A

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R)ImprovingPerformance:H

RToolsforLineManagersandSmallBusinessesE

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C–InvestigationsLet’sexplorewhatisexaminedandwhattodo…LearningObjective2.5:GiveExamplesofAttitudesThatUndermineDiversityEfforts,andExplainHowYouWouldCreateaDiversityManagementProgramPotentialThreatstoDiversityStereotypingDiscriminationTokenismEthnocentrismImprovingPerformance:H

RasaProfitCenterDiversitycandriveHigherprofitsLet’stalkaboutit…ManagingDiversityBothbenefitsandproblemsThekeytoderivingbenefitsisproperlymanagingdiversity’spotentialproblems.Top-DownDiversityManagementProgramsProvidestrongleadershipAssessthesituationProvidediversitytrainingandeducationChangecultureandmanagementsystemsEvaluatethediversitymanagementprogramImplementingtheAffirmativeActionProgramAffirmativeactionmeanstakingactions(inrecruitment,hiring,promotions,andcompensation)toeliminatethecurrenteffectsofpastdiscrimination.StepsinanAffirmativeActionProgram(1of2)Issueawrittenequalemploymentpolicyindicatingthatthefirmisanequalemploymentopportunityemployerandtheemployer’scommitmenttoaffirmativeaction.Demonstratetop-managementsupportfortheequalemploymentpolicy—forinstance,appointahigh-rankingE

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Oadministrator.Publicizeinternallyandexternallytheequalemploymentpolicyandaffirmativeactioncommitment.Surveycurrentminorityandfemaleemploymentbydepartmentandjobclassificationtodeterminewhereaffirmativeactionprogramsareespeciallydesirable.StepsinanAffirmativeActionProgram(2of2)Carefullyanalyzeemployerhumanresourcespracticestoidentifyandeliminatehiddenbarriers.Review,develop,andimplementspecificH

Rprogramstoimprovefemaleandminorityutilization.Usefocusedrecruitmenttofindqualifiedapplicantsfromthetargetgroup(s).Establishaninternalauditandreportingsystemtomonitorandevaluateprogress.Developsupportfortheaffirmativeactionprogram,insidethecompanyandinthecommunity.ReverseDiscriminationReversediscriminationmeansdiscriminatingagainstnonminorityapplicantsandemployees.Claimthatduetoaffirmativeactionsystems,whitemalesarediscriminatedagainst.Chapter2ReviewWhatyoushouldnowknow….CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandis

providedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.HumanResourceManagementSixteenthEditionChapter3HumanResourceManagementStrategyandPerformanceCopyright©2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)3.1

Giveexamplesofeachofthesevenstepsinthestrategicmanagementprocess.3.2Listwithexamplesthemaintypesofstrategies.3.3Definestrategichumanresourcemanagement,

andgiveanexampleofstrategichumanresourcemanagementinpractice.LearningObjectives(2of2)3.4

GiveatleastfiveexamplesofH

Rmetrics.3.5

Givefiveexamplesofwhatemployerscandotohavehigh-performancesystems.3.6

Explainhowyouwoulddesignaprogramtoimproveemployeeengagement.LearningObjective3.1:GiveExamplesofEachoftheSevenStepsintheStrategicManagementProcessTheManagementPlanningProcessTheHierarchyofGoalsPoliciesandProceduresFigure3-1SampleHierarchyofGoalsDiagramforaCompanyWhatisStrategicPlanning?Astrategicplanisthecompany’soverallplanforhowitwillmatchitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatsinordertomaintainacompetitiveposition.TheStrategicManagementProcessFigure3-2TheStrategicManagementProcessLearningObjective3.2:ListwithExamplestheMainTypesofStrategiesTypesofStrategiesCorporateStrategyCompetitiveStrategyFunctionalStrategyCorporateStrategyIdentifiestheportfolioofbusinessesthat,intotal,comprisethecompanyandhowthesebusinessesrelatetoeachother.Corporate-LevelStrategiesConcentrationDiversificationVerticalIntegrationConsolidationGeographicexpansionCompetitiveStrategyAstrategythatidentifieshowtobuildandstrengthenthebusiness’slong-termcompetitivepositioninthemarketplace,whichisalsoknownasbusiness-level/competitivestrategy.TheThreeStandardCompetitiveStrategiesCostLeadershipDifferentiationFocusFunctionalStrategyAstrategythatidentifiesthebroadactivitiesthateachdepartmentwillpursueinordertohelpthebusinessaccomplishitscompetitivegoals.Managers’RoleinStrategicPlanningDevisingthecompany’soverallstrategicplanistopmanagement’sresponsibility.However,fewtopexecutivesformulatestrategicplanswithoutlower-levelmanagers’input.LearningObjective3.3:DefineStrategicHumanResourceManagement,andGiveanExampleofStrategicHumanResourceManagementinPracticeH

RinActionattheHotelParisWhatisStrategicHumanResourceManagement?Strategichumanresourcemanagement–meansformulatingandexecutinghumanresourcepoliciesandpracticesthatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.ImprovingPerformance:TheStrategicContextTheShanghaiRitz-CarltonPortmanHotelLet’stalkaboutit…ImprovingPerformance:H

RAsaProfitCenterTheZappos“Wow”WayLet’stalkaboutit…SustainabilityandStrategicHumanResourceManagementStrategichumanresourcemanagementmeanshavinghumanresourcepoliciesandpracticesthatproducetheemployeeskillsandbehaviorsthatarenecessarytoachievethecompany’sstrategicgoals,andtheseincludesustainabilitygoals.StrategicHumanResourceManagementToolsStrategymapTheH

RscorecardDigitaldashboardsLearningObjective3.4:GiveatLeastFiveExamplesofH

RMetricsH

RMetrics,Benchmarking,andDataAnalyticsHumanresourcemetrics–

thequantitativegaugeofahumanresourcemanagementactivity.Benchmarking

–comparingthepracticesofhigh-performingcompanies’resultstoyourown.DataAnalytics–

usingstatisticalandmathematicalanalysistofindrelationshipsandmakepredictions.BenchmarkingJustmeasuringisrarelyenough“Howarewedoing?”inrelationtosomethingMetricsfortheS

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M®2011–2012CustomizedHumanCapitalBenchmarkingReport(1of4)OrganizationalDataRevenueRevenueperF

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EPositionsIncludedWithintheOrganization’sSuccessionPlanEmploymentDataNumberofPositionsFilledTime-to-FillCost-Per-HireEmployeeTenureAnnualOverallTurnoverRateAnnualVoluntaryTurnoverRateAnnualInvoluntaryTurnoverRateMetricsfortheS

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M®2011–2012CustomizedHumanCapitalBenchmarkingReport(2of4)H

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RStaffinProfessional/TechnicalRolesPercentageofH

RStaffinAdministrativeSupportRolesReportingStructurefortheHeadofH

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RPositionsOrganizationsExpecttoHirein2011ExpectationsforRevenueandOrganizationalHiringPercentageofOrganizationsExpectingChangesinRevenuein2011Comparedto2010PercentageofOrganizationsExpectingChangesinHiringin2011Comparedto2010MetricsfortheS

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M®2011–2012CustomizedHumanCapitalBenchmarkingReport(3of4)H

RExpenseDataH

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ERatioCompensationDataAnnualSalaryIncreaseSalariesasaPercentageofOperatingExpenseTargetBonusforNon-ExecutivesTargetBonusforExecutivesMetricsforMoreProfitableOrganizationsTotalH

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ERatioAnnualSalaryIncreaseTargetBonusforNon-ExecutivesMetricsfortheS

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M®2011–2012CustomizedHumanCapitalBenchmarkingReport(4of4)Tuition/EducationDataMaximumReimbursementAllowedforTuition/EducationExpensesperYearPercentageofEmployeesParticipatinginTuition/EducationReimbursementProgramsMetricsforMoreProfitableOrganizationsTargetBonusforExecutivesMaximumReimbursementAllowedforTuition/EducationExpensesperyearPercentageofEmployeesParticipatinginTuition/EducationReimbursementProgramsTime-to-FillCost-Per-HireAnnualOverallTurnoverRateStrategy-BasedMetricsStrategy-basedmetricsspecificallyfocusonmeasuringtheactivitiesthatcontributetoachievingacompany’sstrategicaims.WhatAreH

RAudits?TheH

Rauditgenerallyinvolvesusingachecklisttoreviewthecompany’shumanresourcefunctions.TrendsShapingH

R:DigitalandSocialMediaInformationDataAnalyticsBigDataLet’stakealook…TrendsShapingH

R:ScienceInTalentManagementEvidence-BasedH

RandtheScientificWayofDoingThingsLet’stalkaboutit…LearningObjective3.5:GiveFiveExamplesofWhatEmployersCanDotoHaveHigh-PerformanceSystemsHigh-PerformanceWorkSystemsPoliciesandPracticesH

RmetricsWhatemployersmustdoAspiretoencourageemployeeinvolvementandselfmanagementLearningObjective3.6:ExplainHowYouWouldDesignaProgramtoImproveEmployeeEngagementEmployeeEngagementGuideforManagers:EmployeeEngagementandPerformanceEmployeeengagementreferstobeingpsychologicallyinvolvedin,connectedto,andcommittedtogettingone’sjobsdone.TheEmployeeEngagementProblemGallupfound:about30%ofemployeeswereengaged50%werenotengaged20%wereactivelydisengagedWhatCanManagersDotoImproveEmployeeEngagement?(1of2)Providesupportivesupervision.Ensureemployeesunderstandhowtheirdepartmentscontribute.Seehowtheireffortscontributetoachievingthecompany’sgoal.WhatCanManagersDotoImproveEmployeeEngagement?(2of2)Ensureemployeesgetasenseofaccomplishmentfromworkingatthefirm.Ensureemployeesarehighlyinvolved.Employersshouldholdmanagersresponsibleforemployeeengagement.HowtoMeasureEmployeeEngagementGallupandTowersWatsonoffercomprehensiveemployeeengagementsurveyservices.Accenture’sthree-part“shorthand”method.EmployeeEngagementGuideforManagers.Chapter3ReviewWhatyoushouldnowknow….CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandis

providedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.HumanResourceManagementSixteenthEditionChapter4JobAnalysisandtheTalentManagementProcessCopyright