西方管理学(HUMANRESOURCE)8.ppt

1、Human Resource Management,Chapter 10,Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Learning Objectives,LO 1 Discuss how companies use human resources management to gain competitive advantage LO 2 Give reasons why companies recruit both internally and extern

2、ally for new hires LO 3 Identify various methods for selecting new employees LO 4 Evaluate the importance of spending on training and development,10-2,Learning Objectives (cont.),LO 5 Explain alternatives for who appraises an employees performance LO 6 Describe the fundamental aspects of a reward sy

3、stem LO 7 Summarize how unions and labor laws influence human resources management,10-3,Human Resource Management,Human resources management (HRM) Formal systems for the management of people within an organization.,10-4,Strategic Human Resources Management,10-5,Strategic Human Resources Management,H

4、uman capital The knowledge, skills, and abilities of employees that have economic value.,10-6,The HR Planning Process,Demand forecasts determining how many and what type of people are needed.,Supply of labor how many and what types of employees the organization actually will have.,10-7,An Overview o

5、f the HRPlanning Process,10-8,Figure 10.1,Question,What tool is used for determining what is done on a given job and what should be done on that job? Job description Job specification Job analysis Occupation breakdown,10-9,The HR Planning Process,Job analysis A tool for determining what is done on a

6、 given job and what should be done on that job.,10-10,Staffing the Organization,Recruitment The development of a pool of applicants for jobs in an organization Internal, external,Selection Choosing from among qualified applicants to hire into an organization,10-11,Selection,10-12,Interviews,Backgrou

7、nd Checks,Personality Tests,Interviews,Structured interview Selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers.,10-13,Use of Pre-employmentSelection Tools,10-14,Figure 10.2,Performance Tests,Assessment center A ma

8、nagerial performance test in which candidates participate in a variety of exercises and situations.,10-15,Reliability and Validity,Reliability The consistency of test scores over time and across alternative measurements.,Validity The degree to which a selection test predicts or correlates with job p

9、erformance Criterion, content,10-16,Workforce Reductions,Outplacement The process of helping people who have been dismissed from the company regain employment elsewhere.,10-17,Termination,Employment-at-will The legal concept that an employee may be terminated for any reason.,10-18,Advice on Terminat

10、ion,10-19,Table 10.1,Legal Issues and Equal Employment Opportunity,Adverse impact When a seemingly neutral employment practice has a disproportionately negative effect on a protected group.,10-20,U.S. Equal Employment Laws,10-21,Table 10.2,U.S. Equal Employment Laws (cont.),10-22,Table 10.2,Training

11、 and Development,Training Teaching lower-level employees how to perform their present jobs.,Development Helping managers and professional employees learn the broad skills needed for their present and future jobs.,10-23,Training and Development,Needs assessment An analysis identifying the jobs, peopl

12、e, and departments for which training is necessary.,10-24,Most Frequently UsedTraining Methods,10-25,Figure 10.4,Types of Training,Orientation training Training designed to introduce new employees to the company and familiarize them with policies, procedures, culture, and the like Team training Trai

13、ning that provides employees with the skills and perspectives they need to collaborate with others.,10-26,Types of Training,Diversity training Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diversified workfo

14、rce.,10-27,Performance Appraisal,Performance appraisal (PA) Assessment of an employees job performance.,10-28,Types of Appraisals,10-29,Performance Appraisal,Management by objectives (MBO) A process in which objectives set by a subordinate and a supervisor must be reached within a given time period.

15、,10-30,Question,_ is the process of using multiple sources of appraisal to gain a comprehensive perspective on ones performance. 360-degree appraisal Peer appraisal Content appraisal Equity appraisal,10-31,Performance Appraisal,360-degree appraisal Process of using multiple sources of appraisal to g

16、ain a comprehensive perspective on ones performance,10-32,Giving Feedback,Summarize the employees performance, and be specific. Explain why the employees work is important to the organization. Thank the employee for doing the job. Raise any relevant issues, such as areas for improvement. Express con

17、fidence in the employees future good performance.,10-33,Factors Affecting the Wage Mix,10-34,Figure 10.6,Pay Structure,10-35,Figure 10.7,Employee Benefits,Cafeteria benefit program An employee benefit program in which employees choose from a menu of options to create a benefit package tailored to th

18、eir needs.,Flexible benefit programs Benefit programs in which employees are given credits to spend on benefits that fit their unique needs. comparable worth,10-36,Labor Relations,Labor relations The system of relations between workers and management.,10-37,Collective Bargaining,Union shop An organization with a union and a union security clause specifying that workers must join the union after a set period of time.,Right-to-work Legislatio