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1、Chapter7人力资源管理? ContentsHuma n Resource Man ageme nt Process 管理流程2. Ide ntifyi ng and Selecti ng Compete nt Employees确定和甄选合适的员工3. Providi ng Employees with needed Skills培训员工技能4. Retai ning Compete nt, High-perform ing Employees保持员工队伍稳定5. Current Issues in Man agi ng Huma n Resources人力资源管理新问题1.管理流程Wh
2、y is HRM Importa nt? As a significant source of competitive advantage作为竞争优势的重要来源People-orie nted HR creates superior shareholder value以人为本的人力资源创造了优越的股东价值 As an important part of organizational strategies作为组织战略的重要组成部分Achieve competitive success through people by treating employees as partners， not ju
3、stcosts to be minimized or avoided.取得竞争成功通过人们把员工视为伙伴，不仅成本最小化或避免 To improve organizational performanee提高组织绩效一项研究表明，改善工作实践可以增加30%勺市场价值高绩效的工作实践导致了高的个人和高的组织绩效? 高性能工作实践的例子高绩效工作方式自我管理团队分散决策培训项目，以发展知识、技能和能力灵活的工作分配开放的沟通基于绩效的薪酬基于人-工作和人-组织匹配的人员配置人力资源管理的关键组成部分人力资源管理流程为组织提供员工并维护雇员高绩效的必要活动。?8 activities 人力资源规划 招
4、聘 选择 取向上岗培训 培训 绩效管理 薪酬和福利 职业发展Exhibit 10- 2 Human Resource Management ProcessExternal Factors that Affect the HRM Process影响人力资源管理过程的外部因素? 经济趋势? 工会?政府法律法规? 人口趋势(1) 经济趋势失业率GDP勺增长速度工业重组(2) 员工工会工会组织代表工人，通过集体谈判寻求保护自己的利益。集体谈判协议-公司和工会之间的合同协议，代表公司在工资、工时和工作条件下的议价单位。nba工会-日本工会的春季斗争(3) 人力资源管理的法律环境：政府法律法规限制管理自由
5、裁量权在招聘、提升和卸货的员工。平权法案(反歧视就业法):组织的要求采取积极措施确保保护组织员工的全面参与。最低工资代表参与?工作委员会工作委员会组提名或当选的员工必须咨询当涉及人员的管理决策?董事会代表董事会代表员工坐在公司的董事会和代表公司的员工的利益(4) Demographic Trends 人口趋势Age structure of Labors劳动力的年龄结构Half of all workers are over 40 in the US after 2010美国的一半的工人 40 多 2010年之后Family pla nning policy of China will aff
6、ect the supply of labors中国计划生育政策将影响劳动力的供给Populatio n mobility trends人口流动趋势Fewer rural workers migrate to urba n cities in coastal area in China since rece ntyears.减少农民工迁移到城市最近几年以来在中国沿海地区and Selecti ng Compete nt Employees识别并选择合格的员工人力资源规划? D Human Resource (HR) Pla nningThe process by which man agers
7、 en sure that they have the right nu mber and kinds of capable people in the right places, and at the right times.管理者的过程确保他们有正确的数量和种类的能干的人在正确的地方，和在正确的时间。Helps avoid sudden tale nt shortages and surpluses.有助于避免突然人才短缺和盈余Steps in HR planning:人力资源规划步骤：?评估当前人力资源?评估未来对人力资源的需求?开发一个程序来满足未来的需求Current Assessm
8、e nt 当前评估(1) Human Resource Inven tory人力资源库存审查目前的化妆品组织的资源现状Forms filled out by employees with information such as name, education, training,prior employme nt, la nguages spoke n, specialcapabilities, and specialized skills.形式填写员工信息如姓名、教育、培训、就业之前，语言、特殊能力，和专业技能。- EX: Stephanie Cox s way of selecting a
9、 manager for Brazil-people marchpla nning program斯蒂芬妮考克斯(Stepha nie Cox)为巴西人三月规划项目挑选经理的方法? Curre nt Assessme nt 当前评估Job An alysis工作分析D Job an alysis(职务分析)定义工作以及执行工作所需的行为。-知识、技能和能力Requires con duct ingin terviews,en gagi ng in directobservati on,and collect ing theself-reports of employees and their
10、managers.需要进行采访，进行直接观察，收集自我报告的员工和他们的经理。D职务说明书A writte n stateme nt of what the job holder does, how it is done, and why it is done. 什么工作持有人的书面声明，它是如何做的，以及为什么它就完成了。D职务规范A writte n stateme nt of the minimum qualificati ons that a pers on must possess to performa given job successfully.最低资格的书面声明中，一个人必须
11、具备成功地执行一个给定的工作。Meet ing Future HR Needs满足未来人力资源需求影响员工的因素战略目标对产品和服务的需求预测有知识、技能和能力Recruitme nt and Decruitme nt招聘和调出(1) Recruitme nt招聘The process of locating,identifying,and attracting capable applicants to an organization定位的过程，识别和吸引申请者的组织能力? E-recruit ingRecruitme nt of employees through the Internet
12、通过互联网招募员工Organi zati onal web sites组织网站On li ne recruiters在线招聘人员Exhibit 10- 4 Major Sources of Pote ntial Job Can didates潜在求职者的主要来源?Recruitme nt and Decruitme nt(2) Decruitme nt调出The process of reduci ng a surplus of employees in the workforce of an orga ni zati on 减少过剩的过程中员工在组织的劳动力Exhibit 10- 5 Dec
13、ruitment Options?Selectio n甄选What is Selecti on?D Selectio n (甄选)scree ning job applica nts to en sure that the most appropriate can didates are hired筛选求职者，以确保最合适的候选人被录用Selectio n errors:选择错误- Reject errors for pote ntially successful applica nts拒绝潜在成功申请者的错误- Accept errors for ultimately poor perfor
14、mers接受最终表现不佳的错误Exhibit 10- 6 Selection Decision Outcomes选择决策结果Validity and Reliability有效性和可靠性Man agers select compete nt employees by using valid and reliable select ion procedures.管理者通过使用有效和可靠的选择程序来选择合格的员工Validity （of Predictio n）效度A prove n relati on ship betwee n the selectio n device used and so
15、me releva nt criteri on for successful performa nee in an organi zatio n.证明关系选择设备使用和一些相关标准成功的性能在一个组织。High tests scores equate to high job performa nee; low scores to poor performa nee.高测试分数等于高工Reliability （of Predictio n）信度The degree of con siste ncy with which a selectio n device measures the same thi ng.选择设备的一致性程度相同的措施In dividualtest scores obta ined with a selectio ndevice are con siste ntover multi
