Human Resource Management管理学.ppt

1、作为世界上最著名的计算机软件公司，微软研究院在人力资源管理方面有很多独到之处，摘录几点如下： 1、引导，但不控制 研究院研究的项目、细节、方法、成败，都由研究员自己来决定。对于细节，领导层可以提出自己的意见，但决定权在研究员手中。研究员在研发过程中得到领导层的全力支持，即使领导层并不认同他们的决定。 2、自由、真诚、平等 微软研究院不允许官僚作风、傲慢作风和明争暗斗的存在，鼓励不同资历、级别的员工互信、互助、互重，每一员工都能够对任何人提出他的想法。就算是批评、争论，也是在互信、互助、建设性的前提下做出的。 3、员工的满足 A.丰富的研究资源。用公司的雄厚资本，让每一个研究员没有后顾之忧，能够

2、全心全意地做研究。这种资源包括计算机、软件、仪器、实验，还包括足够的经费去出国开会、考察或回校学习。微软深知研究员更希望全神贯注地做他热爱的研究，而不必做他不热衷也不专长的工作，所以，微软研究院雇用了多名技术支持行政助理、图书管理员、数据搜索员等来支持研究员的工作。,Lead-in Case,B.研究队伍：一个研究队伍，除了数名研究员之外，还有多名副研究（类似博士后）、实习生、开发人员和访问学者。这样一个多元的队伍能够很快地做出成果。 C.学术界的认可。有了开放的环境，员工不必担心因公司把他们的重大发明变为公司机密，而丧夫了与国外学者交流，或被认可（获得论文奖）的机会。 4、发掘人才 人才在信

3、息社会中的价值，远远超过在工业社会中。发掘人才的方法： 找出有杰出成果的领导者。这些领导者，有些是著名的专家，但有时候最 有能力的人不一定是最有名的人。只要他们申请工作，微软都会花很多的 时间去理解他们的工作，并游说他们考虑到微软研究院工作。 找出最有潜力的人。基于中国年轻人（如应届硕士或博士生）的聪明才智、 基础和创造力，微软专门成立了中国研究院，在中国寻找专家，寻找潜力。,5、吸引、留住人才 微软认为，每一个人都应该得到适当的待遇，但是除了提供有竞争性的的待遇之外，微软更重视研究的环境。微软为研发人员开辟的环境极富吸引力，如：最佳的研究队伍和开放、平等的环境，让每个人都能得到支持，在紧随公

4、司的大方向的同时，仍有足够的空间及自由去发展自己的才能，追求自己的梦想。 所以，微软认为，如果只是用高的待遇，或许可以吸引到一些人，但只有一个特别吸引人的环境，才能吸引到并且长期留住所有最佳的人才。,思考题： 1、微软研究院在人力资源管理的独到之处的核心是什么？ 2、如果你是微软研究院在中国分部的人力资源主管，你将在 哪些方面加强人力资源开发与管理工作？,Why Human Resource Management Is Important? 1.The influence of HRM An organizations human resources can be a significant

5、source of competitive advantage. HRM practices have been found to have a significant impact on organizational performance 2.High-performance work practices lead to both high individual and high organizational performance Improve the knowledge，skills，and abilities of an organizations employees Increa

6、se their motivation，reduce loafing on the job Enhance the retention of quality employees while encouraging low performers to leave,Some examples are listed, Selfmanaged teams Decentralized decision making Training programs to develop knowledge， skills，and abilities Flexible job assignment Open commu

7、nication Performancebased compensation Staffing based on person-job and person-organization fit,The Human Resource Management Process,Human resource management process consists of eight activities necessary for staffing the organization and sustaining high employee performance. The first three activ

8、ities ensure that competent employees are identified and selected; the next two involve providing employees with up-to-date knowledge and skills; and the final three ensure that the organization retains competent and high-performing employees.,Employee Labor Unions A labor union is an organization t

9、hat represents workers and seeks to protect their interests through collective bargaining. In unionized organizations, many HRM decisions are regulated by the terms of collective agreements, which usually define such things as recruitment sources; criteria for hiring, promotions, and layoffs; traini

10、ng eligibility; and disciplinary practices.,Governmental Laws and Regulations HRM practices are governed by a countrys laws, which vary from country to country. Within countries, there are state or provincial and local regulations that also impact specific practices. Trying to balance the “shoulds a

11、nd should-nots” of many of these laws often falls within the realm of affirmative action (Programs that enhance the organizational status of members of protected groups).,Demographic Trends,有人把组织人员划分五个级别： 人渣-副作用 人员-零作用 人手-只起帮手作用（正作用） 人才-主动性、创造性、独立性和责任感的人 人物-有思想、懂战略、有影响力的人才,Human Resource (HR) Planni

12、ng人力资源管理规划,-The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks. -Helps avoid sudden talent shortages and surpluses Steps in HR planning: Assessing

13、current human resources Assessing future needs for human resources Developing a program to meet those future needs,Why do we need job analysis?,-Human Resource Inventory人力资源调查,Current Assessment,Requires conducting interviews, engaging in direct observation and collecting the self-reports of employe

14、es and their managers,-Job Analysis 职务分析,A review of the current make-up of the organizations current resource status.,An assessment that defines a job and the behaviors necessary to perform the job,(Knowledge, skills, and abilitiesKSAs ),what the job holder does (job duties) how it is done (include

15、s work conditions, tools， materials, and equipment etc), and why it is done,-Job Description 职务说明书,A written statement of,-Job Specification 职务规范,A written statement of the minimum qualifications that a person must possess to perform a given job successfully Includes a list of skills, abilities, and

16、 credentialsneeded to perform the job,Behavioral descriptors 行为方面的描述 -the nature of the job -职务说明书 Job description is a detailed summary of a jobs tasks, duties, and responsibilities. Ability descriptors 能力方面的描述 -the requirements of the job -职务规范 Job specification lists the worker characteristics (K

17、SAs) needed to perform the job successfully.,Meeting Future Human Resource Needs,Forecast demand for products and services Availability of knowledge, skills, and abilities.,Supply of Employees,Demand of Employees,Factors Affecting Staffing Strategic Goals,Recruitment and Decruitment,-Recruitment 招聘

18、The process of locating, identifying, and attracting capable applicants to an organization.,The process of reducing a surplus of employees in the workforce of an organization.,-Decruitment 解聘,E-recruiting 电子招聘 Recruiting employees through the Internet,Organizational web sites Online recruiters,Major

19、 Sources of Potential Job Candidates,互联网招聘网站, 百度人才 58同城 中国专业人才招聘网 ,The decruitment options,Selection,What is selection?,Definition: Screening job applicants to ensure that the most appropriate candidates are hired. Selection is an exercise in prediction. It seeks to predict which applicants will be

20、sucessful if hired.,What Do We Measure?,Our ideas: Knowledge Skill Ability -cognitive(认知） -physical Personality Vocational interests Life history,Four possible outcomes of selection decision,Important concepts in selection,Any selection device that a manager uses should demonstrate validity and reli

21、ability. Validity: The proven relationship that exists between a selection device and some relevant criterion. Reliability: The ability of a selection device to measure the same thing consistently.,Measuring Validity,Validity deals with issues of: Whether the test is an adequate of the characteristi

22、c it supposedly measures Whether inferences and actions based on test scores are appropriate,Measuring Reliability,Test-Retest-examines the consistency of a test over time Inter-rater-examines consistency across raters Internal consistency-examines the extent to which all items on a test measure the

23、 same construct,Types of Selection Devices,1.Application forms 2.Written tests It includes tests of intelligence,aptitude,ability and interest. Today ,personality,behavioral, and aptitude assessment tests are popular among business. 3.Performance-simulation tests It is made up of actual job behavior

24、s. Work sampling and Assessment centers 4.Interviews 5.Background investigations Two types: verifications of application data and reference checks 6.Physical Examination p331 strengths and weaknesses of those selections devices,What Works Best and When?,To increase job satisfaction among employees a

25、nd reduce turnover(员工流失率), we need take some method. Realistic job preview(RJP): A preview of a job that provides both positive and negative information about the job and the company.(真实工作预览) An RJP provides the applicant with an accurate description of the job and the work environment.,Orientation

26、also called an apprentice in certain industries.,Experiential exercisesEmployees participate in role playing, simulations, or other face-to-face types of training.,Classroom lecturesEmployees attend lectures designed to convey specific information.,Technology-Based Training Methods,CD-ROM/DVD/videot

27、apes/audiotapesEmployees listen to or watch selected media that convey information or demonstrate certain techniques.,Videoconferencing/teleconferencing/satellite TVEmployees listen to or participate as information is conveyed or techniques demonstrated.,E-learningInternet-based learning where emplo

28、yees participate in multimedia simulations or other interactive modules.,Team 5 Employee Performance Management; compensation and Benefits; Career Development,EMPLOYEE PERFORMANCE MANAGEMENT员工绩效管理, Performance management system 绩效管理系统: establishes performance standards that are used to evaluate empl

29、oyee performance Performance appraisal 绩效评估: a formal, structured system for measuring, evaluating, an employees job-related attributes, behavior, and outcomes.,The Significance of Performance Appraisal,For Employees a. Understand more clearly about their own duties, tasks and requirements. b. Under

30、stand more about what the organization expects from them and their future goals for achieving high performance. c. Employees who are performing well can receive formal recognition （认可） for their performance. d. To provide Employees with the opportunity to participate in performance appraisal.,For Or

31、ganization a. To provide the supervisor with a means of identifying the strengths and weaknesses of an employees performance. b. To provide a format enabling managers and employees to jointly establish future development and growth plan for the employees. c. To establish a communication channel betw

32、een managers and employees. d. To express what managers wish to expect from employees.,Performance Appraisal Methods,Written essays（书面描述法） through a written description of an employees strengths and weakness, past performance, and potential and suggestions for improvement Critical Incidents (关键事件法)

33、Focus on the critical job behaviors that separate effective from ineffective job performance Graphic Rating Scales（评分表法） Using a rating scale on a set of performance factors Behaviorally Anchored Rating Scales（行为定位分析法） Using a rating scale on examples of actual job behavior Multiperson Comparisons（多

34、人比较法） Comparing it with others performance Objectives（目标管理法）MBO in Chapter 7 With MBO, employees are evaluated by how well they accomplished specific goals that has been established by them and their manager. 360Degree Feedback （360度反馈表） Using feedback from supervisors, employees and co-workers,comp

35、arison,COMPENSATION AND BENEFITS薪酬与福利, Why need we to develop an effective and appropriate compensation system? It can help attract and retain competent and talented individuals who help the organization accomplish its mission and goals. It has been shown to have an impact on its strategic performan

36、ce., Organizational compensation it can include many different types of rewards and benefits such as base wages and salaries, wage and salary add-ons, incentive payments, and other benefits and services.,Factors that influence compensation and benefit,Level of compensation and benefits,Employees ten

37、ure and performance,Kind of job performed,Kind of business,Unionization,Labor or capital intensive,Management philosophy,Geographical location,Company profitability,Size of company, Skill-based pay systems基于技能的薪酬方案,It rewards employees for the job skills and competencies they can demonstrate. It see

38、ms to be more successful in manu7facturing organizations than in service organizations and organizations pursuing technical innovation. Under this type of pay system, an employees job title doesnt define his or her pay category; skills do., Variable pay systems浮动工资方案 An individuals compensation is c

39、ontingent on performance.,Career Development 职业发展,Career : the sequence of positions held by a person during his or her lifetimes. Formerly Career development is the way for organizations a. to help employees advance their work lives within a specific organization. b. to provide employees the inform

40、ation, assessment, and training needed to help them realize their career goals. c. to attract and retain highly talented people., Now The individual, not the organization, is responsible for designing, guiding, and developing his or her own career.,You and Your Career Today career choice 职业选择, the f

41、actors for Chinese students 工资福利（21.02） 自我价值的实现（19.21）、 专业及个人兴趣（19.45）、 工作环境（14.63）、 背景变量（7.93）、 社会需要（7.20）、 工作稳定性（6.25）、 社会地位（4.31）, A good career match is one in which you are able to develop a positive self-concept to do work that you think is important to lead the kind of life you desire., sugge

42、stions for a successful management career: Develop a net work 发展关系网 Continue upgrading your skills 持续革新你的技能 Consider lateral career moves 考虑横行发展 Stay mobile 保持流动性 Support your boss 支持你的上司 Find a mentor 找个指导者 Dont stay too long in your first job 不要在最初工作上停留太久 Stay visible 保持可见度 Gain control of organiz

43、ational resources 获得对组织资源的控制 Learn the power structure 了解权利结构 Present the right image 展示正确形象 Do good work 做好工作 Select your first job judiciously 审慎选择第一项工作,PART 6Current Issues in Human Resource Management,Including: Managing downsizing 精简机构的管理 Workforce diversity 劳动力多元化 Sexual harassment 性骚扰 Work-li

44、fe balance 工作与生活平衡 Controlling HR costs 人力资源成本的控制,Managing Downsizing 精简机构的管理 Downsizing: It is the planned elimination of jobs in an organization. Ways to manage: 1、When an organization has too many employeeswhich can happen when its faced with declining market share, grown too aggressively, or bee

45、n poorly managedone option for improving profits is by eliminating some of those excess workers. 2、Open and honest communication is critical. 3、To help survivors cope, managers might want to provide counselors for employees to talk to, hold group discussions, and communicate to them how important th

46、ey are.,Workforce diversity 劳动力多元化,Ways to managing: 1. Recruitment 招聘 To improve workforce diversity, managers need to widen their recruiting net. 2. Selection 甄选 Once a diverse set of applicants exists, efforts must be made to ensure that the selection process does not discriminate. 3. Orientation

47、 and Training 上岗培训 The outsider-insider transition is often more challenging for women and minorities than for white males. Many organizations provide special workshops to raise diversity awareness issue.,Sexual Harassment 性骚扰, Any unwanted action or activity of a sexual nature that explicitly or im

48、plicitly affects an individuals employment, performance, or work environment. More about: 1. Sexual Harassment is a serious issue in both public and private sector organizations. Its a global issue. For instance, data collected by the European Commission found that between 30 to 50 percent of female

49、 employees in European Union countries had experienced some form of sexual harassment. And sexual harassment charges have been filed against employers in other countries such as Japan, Australia, New Zealand, and Mexico. 2.The EEOC defines sexual harassment as “unwelcome sexual advances, requests fo

50、r sexual favors, and other verbal of physical conduct of a sexual naturewhen submission to or rejection of the conduct explicitly or implicitly affects an individuals employment, unreasonably interferes with an individuals work performance, or creates an intimidating, hostile or offensive work envir

51、onment.”,Sexual Harassment 性骚扰,What did managers need to know about it? 1. managers must be aware of what constitutes such an environment. 2. managers must understand that the victim doesnt necessarily have to be the person harassed but could be anyone affected by the offensive conduct. The key is b

52、eing attuned to what makes fellow employees uncomfortableand if we dont know, we should ask.,Sexual Harassment 性骚扰,Workplace Romances 办公室恋情 - A workplace romance is something that can potentially become a really big problem for organizations. In addition to the potential conflicts and retaliation between co-workers who decide to stop dating or to end a romantic relationship, the more serious problems stem from the potential for sexual harassment accusations, especially when its between supervisor and subordinate.,Sexual Harassment 性骚扰,What should organizations do about workplace rom