人力资源管理英文版(PPT 47页).ppt

1、Human Resource Management 人力资源管理,L E A R N I N G O U T L I N E,Why Human Resources Is Important: The HRM Process Explain how an organizations human resources can be a significant source of competitive advantage. List eight activities necessary for staffing the organization and sustaining high employ

2、ee performance. Discuss the environmental factors that most directly affect the HRM process.,Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training Contrast job analysis, job description, and job specification. Discuss the major sources of potential job candidates. Descr

3、ibe the different selection devices and which work best for different jobs. Describe what a realistic job preview is and why its important. Explain why orientation is so important. Describe the different types of training and how that training can be provided.,Employee Performance Management; Compen

4、sation/Benefits; Career Development Describe the different performance appraisal methods. Discuss the factors that influence employee compensation and benefits. Describe skill-based pay systems. Describe career development for todays employees. Current Issues in Human Resource Management,The Importa

5、nce of Human Resource Management (HRM),Necessary part of the organizing function of management Selecting, training, and evaluating the work force As an important strategic tool HRM helps establish an organizations sustainable competitive advantage. Adds value to the firm High performance work practi

6、ces lead to both high individual and high organizational performance. High-Performance Work Practices 高绩效工作实务,Environmental Factors Affecting HRM,Labor Union 工会 Collective Bargaining Agreement Affirmative Action 反优先雇佣行动方案 Laws and Regulations 法律和条款,7,Human Resource Management (HRM) concerns with get

7、ting, training, motivating and keeping competent employees,8,The Human Resource Management Process,Managing Human Resources,Human Resource (HR) Planning 人力资源规划（第一步） 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, w

8、ho are capable of effectively and efficiently performing their tasks. Helps avoid sudden talent shortages and surpluses.,Steps in HR planning,Making a Future Assessment,Making a Current Assessment,Designing a Future Program,HRM process: planning,Current Assessment 当前评价,Human Resource Inventory 人力资源调

9、查 A review of the current make-up of the organizations current resource status,Current Assessment,Job Description 职务说明书 A written statement of what the job holder does, how it is done, and why it is done. Job Specification 职务规范 A written statement of the minimum qualifications that a person must pos

10、sess to perform a given job successfully. 区别在哪里？,13,职务名称: 出纳 直接上级: 财务部经理 本职工作: 现金收发 工作责任: a. 负责现金收付 b. 处理报销事项 c. 主要权力: 报销单据不合法及企业有关规定, 有拒绝付款的权利,14,职务名称: 销售部经理 年龄: 26岁-40岁 性别: 男女不限 学历: 工作经验: 生理要求: 心理要求:,15,Behavioral descriptors 行为方面的描述 - the nature of the job - 职务说明书 Job description is a detailed su

11、mmary 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 (KSAs) needed to perform the job successfully.,Recruitment and Decruitment招聘与解聘（第二步）,Recruitment 招聘 The process of locating, identi

12、fying, and attracting capable applicants to an organization Decruitment 解聘 The process of reducing a surplus of employees in the workforce of an organization E-recruiting 互联网招聘 Recruitment of employees through the Internet Organizational web sites Online recruiters,17,Firing,Layoffs and Attrition,Tr

13、ansfers,Reduced Workweeks,Job Sharing,Early Retirements,Downsizing Options,HRM process: recruitment and downsizing,Selection 甄选（第三步）,Selection Process The process of screening job applicants to ensure that the most appropriate candidates are hired. Selection An exercise in predicting which applicant

14、s, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance. Selection errors: Reject errors 错误的拒绝 Accept errors 错误的接受,Selection Decision Outcomes,20,The proven relationship between a selection device and some relevant criterion,T

15、he degree to which a selection device measurers the same thing consistently,Property of Selection Devices,HRM process: selection,Types of Selection Devices,Application Forms 申请表 Written Tests 笔试 Performance Simulations 绩效模拟测试 Interviews 面谈 Background Investigations 履历调查 Physical examinations体格检查,22,

16、Performance Simulation Tests,Testing an applicants ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job. Work sampling 工作抽样 Requiring applicants to actually perform a task or set of tasks that are central to successful job performance. Assessmen

17、t centers 评价中心 Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential.,23,一个员工连续三天迟到，你怎么办？ 当我询问一位下属工工作进展如何时，他总是回答说没问题；而事实上他却总把工作搞得一团糟，对这种人该怎么办？ 你的一个好朋友最近工作质量明显下降，让作为上司的你非常难堪，这时你该怎么办？ 如果你的助手已变得很有进取心，但你认为是野心使他变好的，肯定他是想取代你的位置

18、，而现在你还不想让位，你怎么办？ 假如你是饭店某部门经理，如果你的下属向你提了一个公关或业务上的建议，而你仔细考虑后觉得并不实用，你会怎样答复这位职员？ 假如你是个设备较好、但地理位置略为偏僻的新开歌舞厅经理，你打算怎样招揽顾客？ 假如你是饭店总经理助理，一旦饭店发生了紧急以外事件，如发生火灾，你最先将做什么？在救火中，你认为最好扮演一个什么样的角色？,情景面谈,Orientation 上岗引导（培训）（第四步）,Transitioning a new employee into the organization. Job orientation Work-unit orientation工作

19、单位的上岗引导 Organization orientation 组织的上岗引导,Types of Training 员工培训（第五步）,Interpersonal skills Technical Business Mandatory Performance management Problem solving/Decision making Personal,Employee Performance Management绩效管理（第六步）,Performance Management System A process establishing performance standards a

20、nd appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions.,Performance Appraisal Methods绩效评估方法,Written essays 书面描述 Critical incidents 关键事件法 Graphic rating scales 评分表法 Behaviorally anchored rating scales (BARS)行为定位评分法 Mu

21、ltiperson comparisons 多人比较法 Management By Objectives (MBO) 目标管理法 360 Degree feedback 三百六十度反馈法,28,关键事件法：销售工作的15种关键行为,（1）善于把握客户订货的信息和市场信息。 （2）密切注意市场需求的瞬间变化 （3）善于与销售部门的管理人员交流信息。 （4）善于通生产部门的管理人员和执行人员交流信息 （5）对上级和用户都忠诚老实，讲信用。 （6）能够说到做到 （7）坚持为用户服务，了解和满足用户的要求。 （8）积极收集产品的售后反馈信息 （9）向用户宣传企业的其他产品 （10）积极扩大企业销售额以

22、及市场占有率 （11）不断掌握新的销售技术和方法 （12）在新的销售途径方面有创新精神 （13）维护公司形象，树立企业良好声誉 （14）结请账目 （15）工作态度积极主动,Compensation and Benefits薪酬与福利（第七步）,Benefits of a Fair, Effective, and Appropriate Compensation System Helps attract and retain high-performance employees Impacts on the strategic performance of the firm Types of C

23、ompensation Base wage or salary 基本工资 Wage and salary add-ons 工资和加薪 Incentive payments 激励性的薪酬 Skill-based pay 基于技能的薪酬,Factors That Influence Compensation and Benefits,Career Development 职业发展（第八步）,Career Defined The sequence of positions held by a person during his or her lifetime. Career Development

24、Provides for information, assessment, and training Helps attract and retain highly talented people Boundaryless Career 无边界职业 A career in which individuals, not organizations, define career progression and organizational loyalty,32,恭喜你！你获得了一次免费旅游的机会，有机会去下列六个岛屿中的一个。唯一的要求是你必须要在这个岛上呆满至少一年的时间。请不要考虑其他因素，仅

25、凭自己的兴趣按一、二、三的顺序挑出你最想前往的3个岛屿。,33,I：深思冥想的岛屿。有多处天文馆、科技博览馆及图书馆。居民喜好观察、学习，祟尚和追求真知，常有机会和来自各地的哲学家、科学家、心理学家等交换心得。,R:自然原始的岛屿。岛上自然生态保持得很好，有各种野生动物。居民以手工见长，自己种植花果蔬菜、修缮房屋、打造器物、制作工具，喜欢户外运动。,S：友善亲切的岛屿。居民个性温和、友善、乐于助人，社区均自成一个密切互动的服务网络，人们重视互助合作，重视教育，关怀他人，充满人文气息。,我的岛屿计划,A：美丽浪漫的岛屿。充满了美术馆、音乐厅，街头雕塑和街边艺人，弥漫着浓厚的艺术文化气息。居民保留

26、了传统的舞蹈、音乐与绘画，许多文艺界的朋友都喜欢来这里找寻灵感。,E：显赫富庶的岛屿。居民善于企业经营和贸易，能言善道。经济高度发展，处处是高级饭店、俱乐部、高尔夫球场。来往者多是企业家、经理人、政治家、律师等。,C：现代、井然的岛屿。岛上建筑十分现代化，是进步的都市形态，以完善的户政管理、地政管理、金融管理见长。岛民个性冷静保守，处事有条不紊，善于组织规划，细心高效。,34,R实用型人(doer)的特点,喜欢具体的任务 机械、动手能力强 喜欢做体力工作、户外活动 更喜欢与物打交道 技术性行业工作人员 工程师,35,I研究型人（thinker）的特点,喜欢探索和理解事物 爱分析的 有智慧的 独

27、立的 实验室研究员 科学家,36,A艺术型人(creator)的特点,喜欢自我表达 富有想象力、创造力 追求美 喜欢多样性与变化性 作家 艺术家,37,S社会型人(helper)的特点,对人感兴趣 良好的人际交往技能 服务他人 帮助别人解决问题 教师 护士,38,C事务型人（organizer）的特点,喜欢有条理、程序化的工作 愿意听从指示 有组织有计划 细致、准确 会计 文秘,39,霍兰德的类型论,虽然我们做了几十年的研究，但预测个人职业选择最有效的方法却是询问这个人自己想做什么。 -约翰霍兰德 John Holland,40,Top 10 Job Factors for College G

28、raduates,Enjoying what they do Opportunity to use skills and abilities Opportunity for personal development Feeling what they do matters Benefits Recognition for good performance Friendly co-workers Job location Lots of money Working on teams(ranked in order of importance),Some Suggestions for a Successful Management Career,Contemporary HRM Issues,Downsizing The planned elimination of jobs in an organization Provide open and hones