人力资源管理概况.ppt

1、Chapter 6,HUMAN RESOURCE MANAGEMENT (HRM),12-1,Essentials of Management by JOhn Zhang,2,Opening case discussion,Background: Some time ago the Guangzhou Municipality Government announced a transportation free policy for citizens during the Asian Games. Last week this policy was tried but came to a di

2、sastrous result. Then the government changed the policy from free transportation to cash subsidies. How do you comment this? Why change?,Learning Objectives,You should learn to: Explain the strategic importance of human resource management (HRM) Understand HRM process and its functions Understand jo

3、b descriptions and job specifications Describe the interview and selection Understand the importance and utility of CV, Understand the process of employment Legal perspectives HRM ethics, Prentice Hall, 2002,12-3,Why HRM Is Important,All Managers Must Engage in Some HRM Activities interview job cand

4、idates orient new employees evaluate work performance HRM Policies and Practices Have a Positive Impact on Performance high performance work practices commit to improving knowledge and skills increase motivation retain quality employees encourage nonperformers to leave, Prentice Hall, 2002,12-4,The

5、HRM Process, Prentice Hall, 2002,12-5,Major China Laws and Regulations Related to HRM, Prentice Hall, 2002,12-6,China Labor Law China New Labor Contract Law Local regulations and policies Social Security Law,Human Resource Planning,Meet Corporate strategic needs Ensures: that organization has the ri

6、ght number and kind of people in the right places and at the right time employees are capable of effectively and efficiently performing their assigned tasks, Prentice Hall, 2002,12-7,Human Resource Planning (cont.),Current Assessment (cont.) job analysis - defines jobs and the behaviors necessary to

7、 perform them information developed in job analysis reported in: job description - statement of what job holder does, how it is done, and why it is done focus is job content, environment, and conditions of employment job specification - statement of the minimum qualifications that a person must poss

8、ess to perform a given job focus is employee knowledge, skills, and attitudes, Prentice Hall, 2002,12-8,Job Analysis Procedures, Prentice Hall, 2002,12-9,Major Sources of Potential Job Candidates, Prentice Hall, 2002,12-10,Recruitment And Derecruitment (cont.),Derecruitment process of reducing the s

9、ize of the organizations workforce or restructuring its skill base used to meet the demands of a dynamic environment firing - permanent involuntary separation layoff - temporary involuntary termination Attrition (自然减员) - workers who voluntarily resign are not replaced transfer - lateral or downward

10、job change reduced workweek - fewer hours/week or part-time work early retirement - incentives offered to resign job sharing - more than one employee shares one full-time position, Prentice Hall, 2002,12-11,Selection,Selection Process screening job applicants through CV (curriculum vitae) To see whe

11、ther CV meets the requirements CV feature design Content (not to include everything) Short and concise With or without photos Interview from CV selection Tests Face to face interview, Prentice Hall, 2002,12-12,Selection (cont.),Types of Selection tests: written tests - measure intelligence, ability,

12、 and interest subject of frequent legal challenges performance-simulation tests - made up of actual job behaviors work sampling - presents a miniature model of a job applicants perform tasks central to the job assessment center - used to evaluate managerial potential by simulating problems confronte

13、d on the job, Prentice Hall, 2002,12-13,Interviewing,Suggestions For interviews 1. Structure a fixed set of questions for all applicants 2. Have detailed information about the job 3. Minimize any prior knowledge about the applicant 4. Ask questions that require detailed answers about actual job beha

14、viors 5. Use a standardized evaluation form 6. Take notes during the interview 7. Avoid short interviews that encourage premature decision making, Prentice Hall, 2002,12-14,Selection (cont.),Realistic Job Preview (RJP) includes both positive and negative information about the job and the company int

15、ended to reduce problems created when applicant receives information that is inflated mismatched applicants are less likely to withdraw from the selection process new employees likely to be dissatisfied and leave new employees disillusionment results in lower commitment engenders more realistic expe

16、ctations results in increased job satisfaction and lower turnover,12-15,Orientation training,Work Unit Orientation familiarizes new employee with goals of the work unit clarifies how job contributes to work units goals introduces her/him to new coworkers Organization Orientation informs new employee

17、 about the organizations objectives, history, procedure, and rules Successful Orientation may be formal or informal makes new member feel comfortable, lowers likelihood of poor performance and resignations, Prentice Hall, 2002,12-16,Employee Training,Skill Categories as jobs change, employee skills

18、have to be updated technical skills - basic and job-specific competencies interpersonal skills - ability to interact effectively listening skills communication skills conflict management skills problem-solving skills - useful in nonroutine jobs sharpening logic, reasoning, and problem definition ass

19、essing causation and developing alternatives analyzing alternatives and selecting solutions, Prentice Hall, 2002,12-17,Training Methods,Sample On-the-Job Training Methods Job rotation - lateral transfers allowing work at different jobs Understudy assignment - work with seasoned veteran, coach, or me

20、ntor to provide encouragement,Sample Off-the-Job Training Methods Classroom lectures: designed to convey specific technical, interpersonal, and problem-solving skills; Films and videos : demonstrate technical skills; Simulation exercises learning by actually performing the work Vestibule training (仿

21、真训练) - simulated work environment containing actual equipment used on the job, Prentice Hall, 2002,12-18,Employee Performance Management,Performance Management System process of establishing standards and appraising employee performance Performance Appraisal Methods each method has advantages and di

22、sadvantages written essay - written description of employees strengths and weaknesses discusses employees potential and suggests performance improvements critical incidents - focus is behavior that defines effective and ineffective performance,12-19,Employee Performance Management (cont.),Performanc

23、e Appraisal Methods (cont.) graphic rating scale - list of performance factors employee rated on each factor with incremental scale multiple comparisons - compares one persons performance with that of one or more others relative, not absolute, measuring device group order ranking individual ranking

24、paired comparison - compare each worker with every other worker, Prentice Hall, 2002,12-20,Employee Performance Management (cont.),Performance Appraisal Methods (cont.) objectives - employees evaluated by how well they accomplish a specific set of goals Management By Objectives (MBO) - preferred met

25、hod of appraising managers and professional employees 360 degree feedback - utilizes feedback from supervisors, employees, and coworkers, Prentice Hall, 2002,12-21,Compensation And Benefits,Goals of Compensation Programs attract and retain competent and talented individuals positively impact organiz

26、ations strategic performance adapt to changing nature of work and the workplace Skill-Based Pay rewards employees for their job skills and competencies job title doesnt define pay category mesh nicely with the changing nature of jobs Trends in Compensation make pay systems more flexible reduce the n

27、umber of pay levels,12-22,Factors That Influence Compensation/Benefits,Level of Compensation and Benefits,12-23,Career Development,Career sequence of positions held by a person during her/his lifetime The Way It Was employees advanced their work lives within a single organization career development

28、was a way to attract and retain quality employees uncertainty brought organizational changes that undermine principles of traditional career development,12-24,You and Your Career Today boundaryless career - individual, not organization, responsible for career employee defines progression, organizati

29、onal loyalty, and marketplace value career choice - optimally offers the best match between persons aspirations and her/his abilities and market opportunities,Career Development (cont.),12-25,Some Suggestions for a Successful Management Career, Prentice Hall, 2002,12-26,Current Issues In HRM,Managin

30、g Workforce Diversity recruitment - recruiting net must be widened use nontraditional recruitment sources outreach will broaden applicant pool selection - process must not discriminate must accommodate needs of diverse applicants orientation and training - transition often more challenging for some groups workshops to raise diversity awareness issues, Prentice Hall, 2002,12-27,Current Issues