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1、,人力資源管理,10,Human Resource Management,Human Resource Management includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of 1. Recruitment & selection. 2. Training and development. 3. Performanc
2、e appraisal and feedback. 4. Pay and benefits. 5. Labor relations.,Components of a HRM System,Recruitment & Selection,Labor Relations,Pay & Rewards,Performance Appraisal & Feedback,Training & Development,HRM Components,Component should be consistent with the others, organization structure, and strat
3、egy. Recruitment: develop a pool of qualified applicants.Selection: determine relative qualifications & potential for a job. Training & Development: ongoing process to develop workers abilities and skills. Performance appraisal & feedback: provides information about how to train, motivate, and rewar
4、d workers. Managers can evaluate and then give feedback to enhance worker performance.,HRM Components,Pay and Benefits: high performing employees should be rewarded with raises, bonuses. Increased pay provides additional incentive. Benefits, such as health insurance, reward membership in firm. Labor
5、 relations: managers need an effective relationship with labor unions that represent workers. Unions help establish pay, and working conditions.If management moves to a decentralized structure, HRM should be adjusted as well.,HRM Legal Environment,Management of HR is a complex area. There are many f
6、ederal, state and local regulations. Equal Employment Opportunity (EEO): ensures all citizens have equal opportunity for employment without regard to sex, age, race, origin, religion, or disabilities. Makes effective management of diversity crucial. Equal Employment Opportunity Commission (EEOC) enf
7、orces laws. Managers must take steps to ensure discrimination does not occur.,Human Resource Planning,HR Planning includes all activities managers do to forecast current and future HR needs. Must be done prior to recruitment and selection Demand forecasts made by managers estimate the number & quali
8、fications the firm will need. Supply forecasts estimate the availability and qualifications of current workers and those in the labor market.,Recruitment & Selection,Human Resources Planning,Job Analysis,Determine recruitment & selection needs,HRM Planning: Outsourcing,Outsourcing: managers can deci
9、de to contract with outside workers rather than hiring them. Outsourcing is more flexible for the firm. Outsourcing often provides human capital at a lower cost. Outsource problems: managers lose control over output. Outsource contractors are not committed to the firm. Unions typically are against o
10、utsourcing that has potential to eliminate members jobs.,HRM Planning: Job Analysis,Job analysis determines the tasks, duties and responsibilities of the job. A job analysis should be done for each job in the organization. Job analysis can be done by: Observe current workers. Questionnaires filled o
11、ut by worker and managers. Current trends are toward flexible jobs where duties are not easily defined in advance.,Recruitment,External recruiting: managers look outside the firm for people who have not worked at the firm before. Managers advertise in newspapers, hold open houses, recruit at univers
12、ities, and on the Internet. External recruitment is difficult since many new jobs have specific skill needs. A multi-prong approach to external recruiting works best. Internal Recruiting: positions filled within the firm. Internal recruiting has several benefits: Workers know the firms culture, may
13、not have new ideas. Managers likely already know the candidates. Internal advancement can motivate employees.,Honesty in Hiring,Managers may be tempted to over-rate the attractiveness of the job and firm. They feel if they are honest, person will not work there. Research indicates this is a poor str
14、ategy. Realistic Job Preview: provides an accurate overview of the job. Avoids having to hire, train and then lose workers.,Selection Tools,Background Information,Interviews,References,Paper tests,Physical Ability tests,Performance tests,Selection,Figure 10.3,Selection Process,After a pool of applic
15、ants are identified, qualifications related to the job requirements are determined: Background Information: includes education, prior employment, college major, etc. Interview: almost all firms use one of two types: Structured interview: managers ask each person the same job-related questions. Unstr
16、uctured interview: held like a normal conversation. Usually structured interviews preferred; bias is possible. Physical Ability Test: measure strength & endurance. Good for physically demanding jobs.,Selection Process,Paper & Pencil Tests: Either an ability and personality test. Ability test: assess
17、 if applicant has right skills for the job. Personality test: seek traits relevant to job performance. Be sure test is a good predictor of job performance.Performance Tests: measure job performance. Typing speed test is one example. Assessment Center: candidates assessed on job-related activities over a period of a few days.References: outside people provide candid information about candidate. Can be hard to get accurate information.,
