羅賓斯管理學(xué) 人力資源管理章節(jié)總結(jié)

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1、Chapter7人力資源管理 ? Contents 1.The Human Resource Management Process 管理流程 2. Identifying and Selecting Competent Employees確定和甄選合適的員工 3. Providing Employees with needed Skills培訓(xùn)員工技能 4. Retaining Competent, High-performing Employees保持員工隊(duì)伍穩(wěn)定 5. Current Issues in Managing Human Resources人力資源管理新問(wèn)題

2、 1. 管理流程 1.1 Why is HRM Important? ① As a significant source of competitive advantage作為競(jìng)爭(zhēng)優(yōu)勢(shì)的重要來(lái)源 p People-oriented HR creates superior shareholder value以人為本的人力資源創(chuàng)造了優(yōu)越的股東價(jià)值 ② As an important part of organizational strategies作為組織戰(zhàn)略的重要組成部分 p Achieve competitive success through people by treating

3、 employees as partners，not just costs to be minimized or avoided. 取得競(jìng)爭(zhēng)成功通過(guò)人們把員工視為伙伴,不僅成本最小化或避免 ③ To improve organizational performance提高組織績(jī)效 p 一項(xiàng)研究表明，改善工作實(shí)踐可以增加30%的市場(chǎng)價(jià)值 p 高績(jī)效的工作實(shí)踐導(dǎo)致了高的個(gè)人和高的組織績(jī)效 ? 高性能工作實(shí)踐的例子 ——高績(jī)效工作方式 ? 自我管理團(tuán)隊(duì) ? 分散決策 ? 培訓(xùn)項(xiàng)目，以發(fā)展知識(shí)、技能和能力 ? 靈活的工作分配 ? 開放的溝通 ? 基于績(jī)效的薪酬 ? 基于人-工作

4、和人-組織匹配的人員配置 ? 人力資源管理的關(guān)鍵組成部分 人力資源管理流程 為組織提供員工并維護(hù)雇員高績(jī)效的必要活動(dòng)。 ? 8 activities ①人力資源規(guī)劃 ②招聘 ③選擇 ④取向上崗培訓(xùn) ⑤培訓(xùn) ⑥績(jī)效管理 ⑦薪酬和福利 ⑧職業(yè)發(fā)展 Exhibit 10–2 Human Resource Management Process 1.2 External Factors that Affect the HRM Process影響人力資源管理過(guò)程的外部因素 ? ①經(jīng)濟(jì)趨勢(shì) ? ②工會(huì) ? ③政府法律法規(guī) ? ④人口趨勢(shì) (1)經(jīng)濟(jì)趨勢(shì) ?

5、 ?失業(yè)率 ? ?GDP的增長(zhǎng)速度 ? ?工業(yè)重組 (2)員工工會(huì)工會(huì) ? ?組織代表工人,通過(guò)集體談判尋求保護(hù)自己的利益。 ? v集體談判協(xié)議 -公司和工會(huì)之間的合同協(xié)議，代表公司在工資、工時(shí)和工作條件下的議價(jià)單位。 ——nba工會(huì) -日本工會(huì)的春季斗爭(zhēng) (3)人力資源管理的法律環(huán)境：政府法律法規(guī) ?限制管理自由裁量權(quán)在招聘、提升和卸貨的員工。 ? 平權(quán)法案(反歧視就業(yè)法):組織的要求采取積極措施確保保護(hù)組織員工的全面參與。 ? 最低工資 代表參與 ?工作委員會(huì)工作委員會(huì) ? ——組提名或當(dāng)選的員工必須咨詢當(dāng)涉及人員的管理決策 ?董事會(huì)代表董事會(huì)代表

6、 ? ——員工坐在公司的董事會(huì)和代表公司的員工的利益 (4) Demographic Trends 人口趨勢(shì) ? Age structure of Labors勞動(dòng)力的年齡結(jié)構(gòu) v Half of all workers are over 40 in the US after 2010美國(guó)的一半的工人40多2010年之后 v Family planning policy of China will affect the supply of labors中國(guó)計(jì)劃生育政策將影響勞動(dòng)力的供給 ? Population mobility trends人口流動(dòng)趨勢(shì) v Fewer

7、rural workers migrate to urban cities in coastal area in China since recent years. 減少農(nóng)民工遷移到城市最近幾年以來(lái)在中國(guó)沿海地區(qū) v 2.Identifying and Selecting Competent Employees識(shí)別并選擇合格的員工 2.1人力資源規(guī)劃 ? D Human Resource (HR) Planning ? The process by which managers ensure that they have the right number and kinds of

8、 capable people in the right places, and at the right times. 管理者的過(guò)程確保他們有正確的數(shù)量和種類的能干的人在正確的地方,和在正確的時(shí)間。 v Helps avoid sudden talent shortages and surpluses. 有助于避免突然人才短缺和盈余 v Steps in HR planning: 人力資源規(guī)劃步驟: ? ①評(píng)估當(dāng)前人力資源 ? ②評(píng)估未來(lái)對(duì)人力資源的需求 ? ③開發(fā)一個(gè)程序來(lái)滿足未來(lái)的需求 2.1.1 Current Assessment當(dāng)前評(píng)估 (1) Human Resou

9、rce Inventory人力資源庫(kù)存 ? 審查目前的化妝品組織的資源現(xiàn)狀 v Forms filled out by employees with information such as name, education, training, prior employment, languages spoken, special capabilities, and specialized skills. 形式填寫員工信息如姓名、教育、培訓(xùn)、就業(yè)之前,語(yǔ)言、特殊能力,和專業(yè)技能。 – EX: Stephanie Cox’s way of selecting a manager for

10、Brazil-people march planning program斯蒂芬妮·考克斯(Stephanie Cox)為巴西人三月規(guī)劃項(xiàng)目挑選經(jīng)理的方法 ? Current Assessment當(dāng)前評(píng)估 (2) Job Analysis工作分析 ? D Job analysis （職務(wù)分析） v 定義工作以及執(zhí)行工作所需的行為。 – 知識(shí)、技能和能力 v Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and th

11、eir managers. 需要進(jìn)行采訪,進(jìn)行直接觀察,收集自我報(bào)告的員工和他們的經(jīng)理。 ? D職務(wù)說(shuō)明書 v A written statement of what the job holder does, how it is done, and why it is done. 什么工作持有人的書面聲明,它是如何做的,以及為什么它就完成了。 ? D職務(wù)規(guī)范 v A written statement of the minimum qualifications that a person must possess to perform a given job successfully

12、.最低資格的書面聲明中,一個(gè)人必須具備成功地執(zhí)行一個(gè)給定的工作。 2.1.2 Meeting Future HR Needs滿足未來(lái)人力資源需求 影響員工的因素 ? 戰(zhàn)略目標(biāo) ? 對(duì)產(chǎn)品和服務(wù)的需求預(yù)測(cè) ? 有知識(shí)、技能和能力 2.2 Recruitment and Decruitment招聘和調(diào)出 (1) Recruitment招聘 ? The process of locating, identifying, and attracting capable applicants to an organization 定位的過(guò)程,識(shí)別和吸引申請(qǐng)者的組織能力 ? E-r

13、ecruiting ? Recruitment of employees through the Internet通過(guò)互聯(lián)網(wǎng)招募員工 v Organizational web sites組織網(wǎng)站 v Online recruiters在線招聘人員 Exhibit 10–4 Major Sources of Potential Job Candidates潛在求職者的主要來(lái)源 ? 2.2 Recruitment and Decruitment (2) Decruitment調(diào)出 ? The process of reducing a surplus of employees i

14、n the workforce of an organization 減少過(guò)剩的過(guò)程中員工在組織的勞動(dòng)力 Exhibit 10–5 Decruitment Options ? 2.3 Selection甄選 ? 2.3.1 What is Selection? ? D Selection （甄選） ? screening job applicants to ensure that the most appropriate candidates are hired篩選求職者,以確保最合適的候選人被錄用 v Selection errors: 選擇錯(cuò)誤 – Reject er

15、rors for potentially successful applicants拒絕潛在成功申請(qǐng)者的錯(cuò)誤 – Accept errors for ultimately poor performers接受最終表現(xiàn)不佳的錯(cuò)誤 ? Exhibit 10–6 Selection Decision Outcomes選擇決策結(jié)果 ? 2.3.2 Validity and Reliability有效性和可靠性 ? Managers select competent employees by using valid and reliable selection procedures. 管理

16、者通過(guò)使用有效和可靠的選擇程序來(lái)選擇合格的員工 ? Validity (of Prediction) 效度 ? A proven relationship between the selection device used and some relevant criterion for successful performance in an organization. 證明關(guān)系選擇設(shè)備使用和一些相關(guān)標(biāo)準(zhǔn)成功的性能在一個(gè)組織。 v High tests scores equate to high job performance; low scores to poor performanc

17、e. 高測(cè)試分?jǐn)?shù)等于高工 ? Reliability (of Prediction) 信度 ? The degree of consistency with which a selection device measures the same thing. 選擇設(shè)備的一致性程度相同的措施 v Individual test scores obtained with a selection device are consistent over multiple testing instances. 個(gè)人獲得的考試成績(jī)與選擇設(shè)備在多個(gè)測(cè)試實(shí)例是一致的 Exhibit 10–7 Sele

18、ction Devices選擇設(shè)備 ? 申請(qǐng)表格 ? 筆試 ? 性能模擬測(cè)試 ? 面試 ? 背景調(diào)查 ? 身體檢查 （1）Application forms申請(qǐng)表 -全面的個(gè)人歷史檔案，詳細(xì)描述個(gè)人的活動(dòng)、技能和成就。 ? 普遍使用 ? 對(duì)于收集信息最有用 ? 能夠預(yù)測(cè)工作表現(xiàn) ——應(yīng)用forms-Discussion如何寫好申請(qǐng)表格? l 工作分析(職位描述和工作規(guī)范，SWOT分析) l 個(gè)人分析(個(gè)性，SWOT分析) l 健康分析(策略) l 寫作技巧和態(tài)度(手寫，分?jǐn)?shù)) 如何寫好? ? Written Tests筆試 ? 測(cè)試類型 ? Intere

19、st（興趣）: do you want to do it? ? Attitude（態(tài)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對(duì)測(cè)試的法律挑戰(zhàn) ? Lack of job-relatedness of test items or interview questions to job re

20、quirements對(duì)測(cè)試項(xiàng)目或面試問(wèn)題缺乏相關(guān)的工作要求 ? Discrimination in equal employment opportunity against members of protected classes對(duì)受保護(hù)階層的成員進(jìn)行平等就業(yè)機(jī)會(huì)的歧視 Performance Simulation Tests 績(jī)效模擬測(cè)試 ? Testing an applicant’s ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of

21、the job.測(cè)試申請(qǐng)人是否有能力執(zhí)行實(shí)際的工作行為，使用所需的技能，并展示具體的工作知識(shí)。 ? Work sampling 工作抽樣 v Requiring applicants to actually perform a task or set of tasks. 要求申請(qǐng)人實(shí)際執(zhí)行一個(gè)（組）任務(wù) v Ex: sales man/teacher ex:銷售人/老師 ? Assessment centers 評(píng)估中心 v Dedicated facilities in which job candidates undergo a series of performance sim

22、ulation tests to evaluate their managerial potential.專用設(shè)施的求職者接受一系列的性能模擬測(cè)試來(lái)評(píng)估他們的管理潛力。 v Ex: Mock interviews, in-basket problem-solving exercises, group discussions, and business decision games :模擬面試,in - basket解決問(wèn)題的練習(xí),小組討論,和商業(yè)決策游戲 ? Interviews 面試 ? Useful tools for managerial positions管理職位的有用工具

23、? There are too many variables that can impact interviewer judgment, the interview may not be the most useful selection device有太多的變量會(huì)影響面試官的判斷，面試可能不是最有用的選擇 ? Managers can’t ask some questions unrelated to the job經(jīng)理不能問(wèn)一些與工作無(wú)關(guān)的問(wèn)題 ? Religion 宗教 ? Private 個(gè)人私事 ——其他選擇方法 （1）Background Investigations背景

24、調(diào)查 ? Verification of application data對(duì)應(yīng)用數(shù)據(jù)的驗(yàn)證 ? Reference checks: 參考檢查 v Lack validity because self-selection of references ensures only positive outcomes. 缺乏有效性,因?yàn)樽约禾暨x的引用可以確保只有積極成果。 （2）Physical Examinations物理考試 ? Useful for physical requirements and for insurance purposes related to pre-exis

25、ting conditions. 對(duì)身體要求和與預(yù)先存在的條件相關(guān)的保險(xiǎn)目的有用。 什么工作最好?什么時(shí)候? Question： ? 人力資源經(jīng)理應(yīng)該介紹負(fù)面信息的工作,當(dāng)他們招聘嗎? 2.3.4 Realistic Job Preview現(xiàn)實(shí)工作預(yù)覽 ? Realistic Job Preview (RJP) 現(xiàn)實(shí)工作預(yù)覽 ? 與應(yīng)聘者相關(guān)的過(guò)程，包括工作的積極和消極方面 v Encourages mismatched applicants to withdraw. 鼓勵(lì)不匹配的申請(qǐng)人撤回 v 同盟成功應(yīng)聘者的期望與實(shí)際工作條件;減少營(yíng)業(yè)額 3. Providi

26、ng Employees with Needed Skills and Knowledge為員工提供所需的技能和知識(shí) ? 3.1 Orientation上崗培訓(xùn) Introducing a new employee to his or her job and the organization. 把新員工介紹給他/她的工作和組織 ? Work-unit orientation工作單位培訓(xùn) v Familiarizes new employee with work-unit goals將幫助新員工熟悉工作單位的目標(biāo) v Clarifies how his or her job cont

27、ributes to unit goals澄清如何他或她的工作有利于單位的目標(biāo) v Introduces he or she to his or her coworkers向他或她介紹他或她的同事 ? Organization orientation組織取向 v Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules. 通知新員工對(duì)組織的目標(biāo)、歷史、哲學(xué)、程序,和規(guī)則 v Includes a tour of the entire facil

28、ity包括參觀整個(gè)工 Exhibit 12–8 培訓(xùn)類型 綜合培訓(xùn)：溝通技巧，計(jì)算機(jī)系統(tǒng)應(yīng)用程序和編程，客戶服務(wù)，執(zhí)行發(fā)展，管理技能和開發(fā)，個(gè)人成長(zhǎng)，銷售，管理技能，技術(shù)技能和知識(shí) 專業(yè)培訓(xùn)：基本生活/工作技能，創(chuàng)造力，客戶教育，多元化/文化意識(shí)，補(bǔ)救寫作，管理變更，領(lǐng)導(dǎo)，產(chǎn)品知識(shí)，演講/陳述技能，安全，道德，性騷擾，團(tuán)隊(duì)建設(shè)，健康，等等 Exhibit 12–9 員工培訓(xùn)方法 傳統(tǒng)的培訓(xùn)方法： ? 在職 ? 工作輪換輪崗 ? 輔導(dǎo)和指導(dǎo)導(dǎo)師制 ? 經(jīng)驗(yàn)演習(xí)實(shí)驗(yàn)演習(xí) ? 手冊(cè)/手冊(cè)工作手冊(cè) ? 課堂講座講座 基于技術(shù)的訓(xùn)練方法 ? cd - rom / DVD /錄像

29、帶/ ? 視頻會(huì)議/會(huì)議/衛(wèi)星電視 ? 電子學(xué)習(xí)電子化學(xué)習(xí) 4. Retaining Competent, High-performing Employees保留能力,表現(xiàn)出色的員工 4.1 Employee Performance Management員工績(jī)效管理 ? Performance Management System性能管理系統(tǒng) ? 建立績(jī)效標(biāo)準(zhǔn)和評(píng)價(jià)員工績(jī)效的過(guò)程 ? Skill-based pay技能工資 ? 一個(gè)支付系統(tǒng),獎(jiǎng)勵(lì)員工的工作技能可以證明 ? Variable pay浮動(dòng)薪酬 ? A pay system in which an individ

30、ual’s compensation is contingent on performance 薪酬體系中,一個(gè)人的薪酬取決于性能 ? Exhibit 12–10績(jī)效考核方法的優(yōu)缺點(diǎn) Method Advantage Disadvantage Written essays Simple to use More a measure of evaluator’s writing ability than of employee’s actual performance Critical incidents Rich examples; behaviorally based T

31、ime-consuming; lack quantification 評(píng)分表法 Provide quantitative data; less time-consuming than others Do not provide depth of job behavior assessed 行為定位評(píng)分 Focus on specific and measurable job behaviors Time-consuming; difficult to develop Multiperson comparisons Compares employees with one anot

32、her Unwieldy with large number of employees; legal concerns MBO Focuses on end goals; results oriented Time-consuming 360-degree appraisals Thorough Time-consuming 4.2 Compensation and Benefits薪酬與福利 ? 公平、有效和適當(dāng)?shù)男匠牦w系的好處 ? Helps attract and retain high-performance employees有助于吸引和留住高性能的員工 ?

33、 Impacts on the strategic performance of the firm對(duì)公司的戰(zhàn)略績(jī)效的影響 Types of Compensation補(bǔ)償?shù)念愋? ? 基本工資或薪水 ? ?工資和工資附加組件 ? ?獎(jiǎng)勵(lì) ? ?技能工資 ? ?可變工資(78%)——靈活性 Exhibit 12–11 Factors That Influence Compensation and Benefits影響薪酬和福利的因素 5. Current Issues in Human Resource Management人力資源管理中的當(dāng)前問(wèn)題 5.1 Managing

34、 Downsizing管理裁員 ? Managing Downsizing (精簡(jiǎn)機(jī)構(gòu)的管理) ? The planned elimination of jobs in an organization工作在一個(gè)組織的計(jì)劃取消 u 提供開放和誠(chéng)實(shí)的溝通。 u 被裁減員工提供援助。 u 安撫和咨詢幸存的員工。 Exhibit 12-12 Tips for Managing Downsizing減少裁員的建議 5.2 Sexual Harassment性騷擾 Sexual Harassment 職場(chǎng)性騷擾 ? An unwanted activity of a sexual n

35、ature that affects an individual’s employment. 非意愿性的活動(dòng)會(huì)影響一個(gè)人的就業(yè)。 v Unwanted sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly affects an individual’s employment. ? An offensiv

36、e or hostile environment進(jìn)攻或敵對(duì)的環(huán)境 v An environment in which a person is affected by elements of a sexual nature. 環(huán)境影響一個(gè)人的本質(zhì)的要素 ? Workplace Romances辦公室戀情 ? Potential liability for harassment潛在責(zé)任騷擾 5.3 Work-Life Balance工作與生活的平衡 ? Work-Life Balance 工作生活平衡 ? Employees have personal lives that they

37、don’t leave behind when they come to work. 員工的個(gè)人生活,他們不來(lái)上班時(shí)留下的 ? Organizations have become more attuned to their employees by offering family-friendly benefits: 組織變得更加適應(yīng)員工通過(guò)提供家庭好處 v v現(xiàn)場(chǎng)照顧孩子 v v夏日營(yíng) v v彈性工作時(shí)間 v v工作分擔(dān) v v離開做私人的事 v v彈性工作時(shí)間 5.4 Controlling HR Cost控制人力成本 ? Employee health-care員工醫(yī)療保健 v Encouraging healthy lifestyles鼓勵(lì)健康的生活方式 – Financial incentives財(cái)政刺激 – Wellness programs健康計(jì)劃 – 向健康習(xí)慣較差的員工提供更多的福利 ? Employee pension plans雇員養(yǎng)老金計(jì)劃 ? v減少養(yǎng)老金 ? v不再提供養(yǎng)老金計(jì)劃