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1、Introcution-to-Introcution-to-Business-Business-商学导论商学导论PPT-PPT-IB11IB11Learning GoalsExplain human resource planning by firms.Explain how a firm can ensure equal opportunity and the benefits of doing so.Differentiate among the types of compensation that firms offer to employees.Describe the skills
2、of employees that firms develop.Explain how the performance of employees can be evaluated.2Copyright 2004 South-Western. All rights reserved.*Key Termsbonusboycottcommissionscompensation packageemployee benefitsemployment testexternal recruitinghuman resource managerhuman resource planninginternal r
3、ecruiting3Copyright 2004 South-Western. All rights reserved.*Key Termsjob analysisjob descriptionjob specificationperquisitesprofit sharingpromotionsalarystock options4Copyright 2004 South-Western. All rights reserved.*Quiz1.Name2.One task of human resource planning is recruiting true/false?3.The ov
4、erall performance of most employees is based on multiple criteria true/false?4.The document that specifies credentials necessary to qualify for the job position is a :a. Job specification b. Job description c. job analysis d. job evaluation e. performance evaluation5.When a firm attempts to fill job
5、 openings with persons it already employs, it is engaging in:a. intrapreneurship b. internal recruiting c.entrenchment d. precruiting e. focused recruiting5Copyright 2004 South-Western. All rights reserved.*But First, Pert and Gant ChartsGo to these sites to learn more;http:/ 2004 South-Western. All
6、 rights reserved.*Human Resource PlanningPlanning to satisfy a firms needs for employeesForecasting Staffing NeedsNeeds may be determined by assessing the firms growth trends.During a temporary increase, the firm can offer overtime to existing workers, hire temporary workers for part-time or seasona
7、l work.7Copyright 2004 South-Western. All rights reserved.*Forecasting1.Start with your organization chart2.Put each organization on an excel spreadsheet in a column3.In the top few rows put the number of sales, or other activities which would drive employment4.Have the managers of each department f
8、ill in how many employees they will need and what skills5.Have your financial department check to see if you can afford that many people and re do if necessary.8Copyright 2004 South-Western. All rights reserved.*Human Resource PlanningJob analysisDetermining the tasks and the necessary credentials f
9、or a particular positionJob specification states the credentials needed to qualify for a position.Job description states the tasks, duties and responsibilities of a job position.9Copyright 2004 South-Western. All rights reserved.*RecruitingGoal of recruiting is to ensure an adequate supply of qualif
10、ied candidates for employment.Internal/external10Copyright 2004 South-Western. All rights reserved.*Internal versus External RecruitingInternal Recruiting filling open positions with existing employees whose personalities are known, capabilities and limitations can be assessed.An opportunity for a p
11、romotion or more desirable tasks.RecruitingExternal RecruitingFilling positions with applicants from outside the firm.May recruit more qualified candidates.Firms dont have as much information as they do for internal applicants.11Copyright 2004 South-Western. All rights reserved.*Screening Applicants
12、Screening out Unqualified Applicants- Recruiting software programs eliminate the need for individuals to read and categorize resumes received.Interview Process-Applicants punctuality, communication skills, attitude and other more detailed information. Contacting References- Offering limited benefits
13、, because only the references who are likely to provide strong recommendations are listed.Employment Tests (Optional)Physical Examination (Optional)Hiring Decision Exhibit 11.3&11.412Copyright 2004 South-Western. All rights reserved.*HiringFrom the job description, list the responsibilities of the p
14、osition.For each responsibility, list some task which need to be performed to accomplish the responsibility.For one or two of the tasks, list a skill that the candidate would need.Develop a behavioral question for that skill. 13Copyright 2004 South-Western. All rights reserved.*Hiring ExampleJob CFO
15、Responsibility ensure the company meets its financial goalsTask Develop and manage a budgeting systemSkill Analyze a budget to uncover the risks to the companyBehavioral question Tell me about a time when you able to identify and communicate a financial risk during budget time?14Copyright 2004 South
16、-Western. All rights reserved.*Hiring ExampleNow you try as a team for one of your companys positions. Develop a complete analysis for one of your top managers for the PLAN.15Copyright 2004 South-Western. All rights reserved.*Providing Equal OpportunityManagers must not discriminate in selection bas
17、ed on factors unrelated to job performance.Federal laws prohibit such discrimination.Diversity Incentives-Increase employees innovation. -Enable employees to understand and interact with a diverse set of customers. -A larger proportion of eligible employees will be from minority groups. 16Copyright
18、2004 South-Western. All rights reserved.*Federal Laws Related to DiscriminationEqual Pay Act of 1963Men and women same work/ same pay.Civil Rights Act of 1964Prohibits discrimination based on race, skin color, gender, religion, or national origin.Age Discrimination in Employment Act of 1967 (amended
19、 1978)40 years old or older.Americans with Disabilities Act (ADA) of 1990KNOW THESE.17Copyright 2004 South-Western. All rights reserved.*Compensation PackagesTotal monetary compensation and benefits offered to employeesSalaryStock optionsCommissionsBonusesProfit sharingEmployee benefitsPerquisites (
20、perks)18Copyright 2004 South-Western. All rights reserved.*Compensation PackagesStock Options is a form of compensation that allows employees to purchase shares of their employers stock at a specific price, regardless of the stocks market price.Employees are motivated because as part-owners of the f
21、irm, they share its profits.May cause a conflict of interests. Managers have an incentive to exaggerate the earnings, issue overly optimistic reports or withhold bad news, so as to push up the stock price and sell their stock holdings at a high price.19Copyright 2004 South-Western. All rights reserv
22、ed.*Compensation PackagesCommissions: compensations for meeting specific sales objectives.Bonus: An extra onetime payment at the end of a period in which performance was measured.Employee Benefits: additional employee benefits beyond compensation payments, such as paid vacation time, health, life, o
23、r dental insurance; and pension programs.20Copyright 2004 South-Western. All rights reserved.*Compensation PackagesPerquisites: additional privileges beyond compensation payments and employee benefits.Offered to high-level employees.Free parking, a company car, club memberships, etc.Comparison acros
24、s Jobs: Exhibit 11.621Copyright 2004 South-Western. All rights reserved.*Developing Skills of EmployeesFirms that invest in training programs for their employees are more profitable.TechnicalDecision-making Customer serviceSafetyHuman relations22Copyright 2004 South-Western. All rights reserved.*Eva
25、luation of Employee PerformanceSegmenting the Evaluation into Different Criteria-Pinpoint specific strengths and weaknesses of employees. -Specific information about how they may improve.-Objective Versus Subjective Criteria 23Copyright 2004 South-Western. All rights reserved.*Objective or Subjectiv
26、e?ABCDNumber of days absentQuality of a designers workPercentage of DeadlinesmissedWillingness of an employee to help others24Copyright 2004 South-Western. All rights reserved.*Evaluation of Employee PerformanceUsing a Performance Evaluation FormAssigning Weights to the Criteria-Different criteria m
27、ust be weighted separately.-The sum of the weights of all criteria should be 100 percent.-The weighting system should be communicated to employees when they begin a job position.-An overall rating is developed.25Copyright 2004 South-Western. All rights reserved.*Steps for Proper Performance Evaluati
28、onState job responsibilities at time of hiring and any changes in job responsibilities.Inform employees of deficiencies and provide opportunity for employees to respond to criticism.be consistent Why? Employee Lawsuits (due process, discrimination)26Copyright 2004 South-Western. All rights reserved.
29、*Action Due to Performance EvaluationEmployees receiving favorable evaluations may deserve recognitions or promotions.Supervisors must determine the reasons for poor performance and decide whether to take any additional actions.Actions may include reassigning employees to new jobs, suspending them t
30、emporarily or firing them.Actions taken should be consistent with the firms guidelines. 27Copyright 2004 South-Western. All rights reserved.*Dealing with Lawsuits by Fired EmployeesPossible reasons for lawsuits: -The Plaintiff did not receive due process;-The firing occurred because of discriminatio
31、n. Firms should establish training and performance evaluation guidelines to reduce chances of lawsuits or increase their chances of winning if a suit does occur.28Copyright 2004 South-Western. All rights reserved.*Employee Evaluation of SupervisorsUpward Appraisals- Used to measure the managerial ab
32、ilities of supervisors29Copyright 2004 South-Western. All rights reserved.*Learning Goals (Revisited)Explain human resource planning by firms.Explain how a firm can ensure equal opportunity and the benefits of doing so.Differentiate among the types of compensation that firms offer to employees.Describe the skills of employees that firms develop.Explain how the performance of employees can be evaluated.30Copyright 2004 South-Western. All rights reserved.*结束结束
