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1、Chapter7Chapter7 人力资源管理Contents Human Resource Management Process Human Resource Management Process 管理流程管理流程2. Identifying and Selecting Competent Employees2. Identifying and Selecting Competent Employees 确定和甄选合适的员工确定和甄选合适的员工3. Providing Employees with needed Skills3. Providing Employees with needed
2、 Skills 培训员工技能培训员工技能4. Retaining Competent, High-performing Employees4. Retaining Competent, High-performing Employees 保持员工队伍稳定保持员工队伍稳定5. Current Issues in Managing Human Resources5. Current Issues in Managing Human Resources 人力资源管理新问题人力资源管理新问题1.1. 管理流程管理流程 Why is HRM Important? Why is HRM Important
3、? As a significant source of competitive advantage作为竞争优势的重要来源People-oriented 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 justcosts to be minim
4、ized 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 performance提高组织绩效一项研究表明，改善工作实践可以增加30%的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人力资源规划招聘选择取向上岗培训培训绩效管理
5、薪酬和福利职业发展Exhibit 102Human Resource Management Process External Factors that Affect the HRM Process External 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 的增长速度工业重组 (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
6、的法律环境：政府法律法规限制管理自由裁量权在招聘、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(4) Demographic Trends 人口趋势Age structure of LaborsAge structure of Labors 劳动力的年龄结构Half of all workers are over 40 in the US after 20
7、10美国的一半的工人 40 多 2010年之后Family planning policy of China will affect the supply of labors 中国计划生育政策将影响劳动力的供给Population mobility trendsPopulation mobility trends 人口流动趋势Fewer rural workers migrate to urban cities in coastal area in China since recentyears.减少农民工迁移到城市最近几年以来在中国沿海地区 and Selecting Competent E
8、mployees识别并选择合格的员工人力资源规划人力资源规划D Human Resource (HR) PlanningThe process by which managers ensure that they have the right number and kinds of capablepeople 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 talent shortages and surpluses. 有助于避免突然人才
9、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 Assessment Current Assessment 当前评估当前评估(1) Human Resource Inventory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 employment, languages spoken, special capabilit
10、ies, 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 Coxs way of selecting a manager for Brazil -people marchplanning program 斯蒂芬妮考克斯(Stephanie Cox)为巴西人三月规划项目挑选经理的方法Current Assessment 当前评估(2) Job Analysis 工作分析D Job analysis （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 conductin
11、g interviews, engaging in direct observation, and collecting theself-reports of employees and their 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 written statement 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 written statement of the minimu
12、m qualifications that a person must possess to performa given job successfully.最低资格的书面声明中,一个人必须具备成功地执行一个给定的工作。 Meeting Future HR Needs Meeting 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 Recruitment and Decruitment Recruitment and Decruitment 招聘和调出招聘和调出(1) Recruitment 招聘The process of
13、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-recruitingRecruitment of employees through the Internet通过互联网招募员工Organizational web sites组织网站Online recruiters 在线招聘人员Exhibit 104Major Sources of Potential Job Candidates潜在求职者的主要来源 Recruitment and Decruitm
14、ent(2) Decruitment 调出The process of reducing a surplus of employees in the workforce of an organizationThe process of reducing a surplus of employees in the workforce of an organization减少过剩的过程中员工在组织的劳动力Exhibit 105Decruitment Options Selection Selection 甄选甄选 What is Selection? What is Selection?D Sel
15、ection （甄选） screening job applicants to ensure that the most appropriate candidates are hired 筛选求职者,以确保最合适的候选人被录用Selection errors: 选择错误 Reject errors for potentially successful applicants 拒绝潜在成功申请者的错误 Accept errors for ultimately poor performers接受最终表现不佳的错误Exhibit 106Selection Decision Outcomes选择决策结果
16、 Validity and Reliability有效性和可靠性Managers select competent employees by using valid and reliable selection 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 Prediction) 效度A proven relationship between the selection device used and some relevant criterion forsuccessful performance in an organization. 证
17、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 performance; low scores to poor performance. 高测试分数等于高工Reliability (of Prediction) 信度The degree of consistency with which a selection device measures the same thing.选择设备的一致性程度相同的措施Individual test scores obtained with a selection device a
18、re consistent over multiple testinginstances.个人获得的考试成绩与选择设备在多个测试实例是一致的Exhibit 107Selection Devices 选择设备申请表格笔试性能模拟测试面试背景调查身体检查（1）Application forms申请表-全面的个人历史档案，详细描述个人的活动、技能和成就。普遍使用对于收集信息最有用能够预测工作表现应用 forms-Discussion如何写好申请表格?工作分析(职位描述和工作规范，SWOT 分析)个人分析(个性，SWOT 分析)健康分析(策略)写作技巧和态度(手写，分数)如何写好?Written Te
19、sts 笔试测试类型Interest（兴趣）: do you want to do it?Attitude（态度）: how do you feel about it?Ability（能力）: can you do it now?Aptitude （悟性）: can you learn to do it?Intelligence（智商）: how smart are you?Legal Challenges to Tests对测试的法律挑战Lack of job-relatedness of test items or interview questions to job requiremen
20、ts 对测试项目或面试问题缺乏相关的工作要求Discrimination in equal employment opportunity against members of protected classes 对受保护阶层的成员进行平等就业机会的歧视Performance Simulation TestsPerformance Simulation Tests 绩效模拟测试绩效模拟测试Testing an applicants ability to perform actual job behaviors, use required skills, anddemonstrate specif
21、ic knowledge of the job.测试申请人是否有能力执行实际的工作行为，使用所需的技能，并展示具体的工作知识。Work sampling 工作抽样Requiring applicants to actually perform a task or set of tasks. 要求申请人实际执行一个（组）任务Ex: sales man/teacher ex:销售人/老师Assessment centers 评估中心Dedicated facilities in which job candidates undergo a series of performance simulat
22、iontests to evaluate their managerial potential. 专用设施的求职者接受一系列的性能模拟测试来评估他们的管理潜力。Ex: Mock interviews, in-basket problem-solving exercises, group discussions, and businessdecision games:模拟面试,in - basket 解决问题的练习,小组讨论,和商业决策游戏Interviews 面试Useful tools for managerial positions管理职位的有用工具There are too many v
23、ariables that can impact interviewer judgment, the interview may notbe the most useful selection device 有太多的变量会影响面试官的判断，面试可能不是最有用的选择Managers cant ask some questions unrelated to the job经理不能问一些与工作无关的问题Religion 宗教Private 个人私事其他选择方法（1）Background Investigations背景调查Verification of application data对应用数据的验
24、证Reference checks: 参考检查Lack validity because self-selection of references ensures only positive outcomes.缺乏有效性,因为自己挑选的引用可以确保只有积极成果。（2）Physical Examinations物理考试Useful for physical requirements and for insurance purposes related to pre-existingconditions.对身体要求和与预先存在的条件相关的保险目的有用。什么工作最好?什么时候?Question：人力
25、资源经理应该介绍负面信息的工作,当他们招聘吗? Realistic Job Preview Realistic Job Preview 现实工作预览现实工作预览Realistic Job Preview (RJP) 现实工作预览与应聘者相关的过程，包括工作的积极和消极方面Encourages mismatched applicants to withdraw. 鼓励不匹配的申请人撤回同盟成功应聘者的期望与实际工作条件;减少营业额3. Providing Employees with Needed Skills and Knowledge3. Providing Employees with N
26、eeded Skills and Knowledge 为员工提供所需的技能和知识为员工提供所需的技能和知识 Orientation 上岗培训Introducing a new employee to his or her job and the organization. 把新员工介绍给他/她的工作和组织Work-unit orientation工作单位培训Familiarizes new employee with work-unit goals将帮助新员工熟悉工作单位的目标Clarifies how his or her job contributes to unit goals 澄清如何
27、他或她的工作有利于单位的目标Introduces he or she to his or her coworkers向他或她介绍他或她的同事Organization orientation组织取向Informs new employee about the organizations objectives, history, philosophy,procedures, and rules. 通知新员工对组织的目标、历史、哲学、程序,和规则Includes a tour of the entire facility包括参观整个工Exhibit 128培训类型综合培训：沟通技巧，计算机系统应用程
28、序和编程，客户服务，执行发展，管理技能和开发，个人成长，销售，管理技能，技术技能和知识专业培训：基本生活/工作技能，创造力，客户教育，多元化/文化意识，补救写作，管理变更，领导，产品知识，演讲/陈述技能，安全，道德，性骚扰，团队建设，健康，等等Exhibit 129员工培训方法传统的培训方法：在职工作轮换轮岗辅导和指导导师制经验演习实验演习手册/手册工作手册课堂讲座讲座基于技术的训练方法cd - rom / DVD /录像带/视频会议/会议/卫星电视电子学习电子化学习4. Retaining Competent, High-performing Employees4. Retaining Co
29、mpetent, High-performing Employees 保留能力,表现出色的员工 Employee Performance Management Employee Performance Management 员工绩效管理Performance Management System性能管理系统建立绩效标准和评价员工绩效的过程Skill-based pay 技能工资一个支付系统,奖励员工的工作技能可以证明Variable pay 浮动薪酬A pay system in which an individuals compensation is contingent on perform
30、ance薪酬体系中,一个人的薪酬取决于性能Exhibit 1210 绩效考核方法的优缺点MethodMethodAdvantageAdvantageDisadvantageDisadvantageWritten essaysWritten essaysCriticalCriticalincidentsincidentsSimple to useSimple to useRich examples;Rich examples;behaviorally basedbehaviorally basedProvideProvide quantitativequantitative data;data;
31、less time-consuming thanless time-consuming thanothersothersFocus on specific andFocus on specific andmeasurable job behaviorsmeasurable job behaviorsCompares employees withCompares employees withone anotherone anotherFocuses on end goals;Focuses on end goals;results orientedresults orientedThorough
32、ThoroughMoreMore a a measuremeasure ofof evaluatorsevaluators writingwriting abilityability thanthanof employees actual performanceof employees actual performanceTime-consuming; lack quantificationTime-consuming; lack quantification评分表法评分表法Do not provide depth of job behavior assessedDo not provide
33、depth of job behavior assessed行为定位评分行为定位评分MultipersonMultipersoncomparisonscomparisonsMBOMBO360-degree360-degreeappraisalsappraisalsTime-consuming; difficult to developTime-consuming; difficult to developUnwieldy with large number of employees; legalUnwieldy with large number of employees; legalconc
34、ernsconcernsTime-consumingTime-consumingTime-consumingTime-consuming Compensation and Benefits Compensation and Benefits 薪酬与福利公平、有效和适当的薪酬体系的好处Helps attract and retain high-performance employees有助于吸引和留住高性能的员工Impacts on the strategic performance of the firm对公司的战略绩效的影响Types of Compensation补偿的类型基本工资或薪水工
35、资和工资附加组件奖励技能工资可变工资(78%)灵活性Exhibit 1211Factors That Influence Compensation and Benefits影响薪酬和福利的因素5. Current Issues in Human Resource Management5. Current Issues in Human Resource Management 人力资源管理中的当前问题人力资源管理中的当前问题 Managing Downsizing Managing Downsizing 管理裁员管理裁员Managing Downsizing (精简机构的管理)The plann
36、ed elimination of jobs in an organization工作在一个组织的计划取消提供开放和诚实的沟通。被裁减员工提供援助。安抚和咨询幸存的员工。Exhibit 12-12 Tips for Managing Downsizing减少裁员的建议 Sexual Harassment Sexual Harassment 性骚扰性骚扰Sexual Harassment 职场性骚扰An unwanted activity of a sexual nature that affects an individuals employment.非意愿性的活动会影响一个人的就业。Unwa
37、nted sexual advances, requests for sexual favors, and other verbal or physical conduct ofa sexual nature when submission or rejection of this conduct explicitly or implicitly affectsan individuals employment.An offensive or hostile environment进攻或敌对的环境An environment in which a person is affected by e
38、lements of a sexual nature. 环境影响一个人的本质的要素Workplace Romances 办公室恋情Potential liability for harassment潜在责任骚扰 Work-Life Balance Work-Life Balance 工作与生活的平衡工作与生活的平衡Work-Life Balance 工作生活平衡Employees have personal lives that they dont leave behind when they come to work.员工的个人生活,他们不来上班时留下的Organizations have
39、become more attuned to their employees by offering family-friendlyfamily-friendly benefitsbenefits:组织变得更加适应员工通过提供家庭好处现场照顾孩子夏日营弹性工作时间工作分担离开做私人的事弹性工作时间 Controlling HR Cost Controlling HR Cost 控制人力成本控制人力成本Employee health-care员工医疗保健Encouraging healthy lifestyles鼓励健康的生活方式 Financial incentives财政刺激 Wellness programs 健康计划 向健康习惯较差的员工提供更多的福利Employee pension plansEmployee pension plans 雇员养老金计划减少养老金不再提供养老金计划
