最新MANAGEMENT战略人力资源管理

1、2lafter studying the chapter, you should be able to:explain why strategic human resource management can help an organization gain a competitive advantage.describe the steps managers take to recruit and select organizational members.discuss the training and development options that ensure organizatio

2、n members can effectively perform their jobs.3explain why performance appraisal and feedback is such a crucial activity, and list the choices managers must make in designing effective performance appraisal and feedback procedures.explain the issues managers face in determining in determining levels

3、of pay and benefits4humanresourcemanagementi. strategic human resource management战略人力资源管理战略人力资源管理ii. recruitment and selection 招聘和甄选招聘和甄选iv. performance appraisal and feedback 绩效评估和发展绩效评估和发展v.pay and benefits 薪酬和福利薪酬和福利iii. training and development 培训和发展培训和发展5i. strategic human resource managementan

4、 overview of the components of hrmthe legal environmentii. recruitment and selection *human resource planningjob analysisexternal and internal recruitmentthe selection process6chapter outline (contd)iii. training and developmenttypes of trainingtypes of developmenttransfer of training and developmen

5、tiv. performance appraisal and feedbacktypes of performance appraisalwho appraises performanceeffective performance feedback7chapter outline (contd)v. pay and benefitspay levelpay structurebenefits8i. strategic human resource management1. human resource management (hrm)activities that managers engag

6、e in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.lhrm activitiesrecruitment and selectiontraining and developmentperformance appraisal and feedbackpay and benefitslabor relations9i. strategic human resou

7、rce management2. strategic human resource managementthe process by which managers design the components of a human resource system to be consistent with each other, with other elements of organizational structure, and with the organizations strategy and goals.lthe objective of strategic hrm is the d

8、evelopment of an hrm system that enhances the organizations efficiency, quality, innovation, and responsiveness to customers.10figure 7.111招聘和甄选招聘和甄选劳资关系劳资关系薪酬和福利薪酬和福利绩效评估绩效评估和和发展发展培训和发展培训和发展123. overview of the components of hrm3.1 recruitment and selection 招聘和甄选招聘和甄选developing a pool of qualified

9、applicants.determining relative qualifications of applicants and their potential for a job. 3.2 training and development 培训和发展培训和发展developing, on an ongoing basis, employees abilities and skills as necessitated by changes in technology and the competitive environment.133. overview of the components

10、of hrm3.3 performance appraisal and feedback 绩效评估和反馈绩效评估和反馈providing information about how to train, motivate, and reward workers such that managers can evaluate and then give feedback to enhance worker performance.3.4 pay and benefits 薪酬和福利薪酬和福利rewarding high performing employees with raises, bonus

11、es and recognition. lincreased pay provides additional incentive. lbenefits, such as health insurance, reward membership in firm.143. overview of the components of hrm 3.5 labor relations 劳资关系劳资关系maintaining an effective relationship with labor unions that represent workers.lunions seek to participa

12、te, through collective bargaining, in the determination of pay rates and the setting of working conditions.154.the legal environment of hrm equal employment opportunity (eeo) 平等就业机会平等就业机会the equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, co

13、untry of origin, religion, or disabilities.equal employment opportunity commission (eeoc) enforces employment laws.lmanagement of diversity is cruciallmanagers must take steps to ensure discrimination does not occur.16ii. recruitment and selection 招聘和甄选招聘和甄选* recruitment 招聘招聘activities that managers

14、 engage in to develop a pool of candidates for open positions.* selection 甄选甄选the process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.171. human resource planning 人力资源规划人力资源规划 * human resource planning (hrp)

15、activities that managers engage in to forecast their current and future needs for human resources.hrp must be done prior to recruitment and selectiondemand forecastslestimates of the number and qualifications of employees the firm will need.supply forecastslestimates of the availability and qualific

16、ations of current workers and those in the labor market.18figure 7.2 the recruitment and selection system19图图 7.2 人力资源规划人力资源规划工作分析工作分析确定招聘和甄选需要确定招聘和甄选需要202. job analysis 工作分析工作分析 2.1 job analysisidentifying the the tasks, duties and responsibilities that make up a job and the knowledge, skills, and

17、abilities needed to perform the job.a job analysis should be done for each job in the organization.job analysis methods:lobserving what current workers do.lhaving workers and manages fill out questionnaires.current trend is toward flexible jobs where tasks and duties are not easily defined in advanc

18、e.212.2 recruitment 招聘招聘* external recruiting 外部招聘外部招聘seeking outside the firm for people who have not worked at the firm previously.lnewspapers advertisements, open houses, on-campus recruiting, employee referrals, and through the internet.external recruitment is difficult since many new jobs have

19、specific skill needs.la multi-prong approach to external recruiting works best.222.2 recruitment* internal recruiting 内部招聘内部招聘seeking to fill open positions with current employees from within the firm.benefits of internal recruiting:ljob candidates, their qualifications, and availability are already

20、 known.lcurrent employees know the firms culture and are familiar with the organization.linternal advancement (promotion from within) can serve to motivate employees.23figure 7.3 selection tools24图图7.3背景信息背景信息面试面试推荐信推荐信笔试笔试体能测试体能测试绩效模拟测试绩效模拟测试甄甄 选选254. the selection process 甄选过程甄选过程4.1 determining a

21、n applicants qualifications related to the job requirementsbackground information 背景信息背景信息leducation, prior employment, and college majorinterviews 面试面试lstructured interviews where managers ask each applicant the same job-related questions.lunstructured interviews that resemble normal conversations.

22、 lusually structured interviews preferred; bias is possible in unstructured interviews.264. the selection processphysical ability tests 体能测试体能测试lmeasures of dexterity, strength, and stamina for physically demanding jobslmeasures must be job related to avoid discrimination.paper-and-pencil tests 笔试笔试

23、lability tests assess if applicants have the right skills for the job.lpersonality tests seek to determine if applicants possess traits relevant to job performance.274. the selection processperformance tests 绩效模拟测试绩效模拟测试ltests that measure an applicants current ability to perform the job or part of

24、the job such as requiring an applicant to take typing speed test.lassessment centers are facilities where managerial candidates are assessed on job-related activities over a period of a few days.references 推荐信推荐信lobtaining relevant information can be difficult to due to legal liability and privacy i

25、ssues284.2 reliability and validity 信度和效度信度和效度lselection tools must be reliable and valid.reliability is the degree to which the tool measures the same thing each time it is used.lexample: scores should be similar for the same person taking the same test over time.validity is the degree to which the

26、 test measures what it is supposed to measurelexample: how well a physical ability test predicts the job performance of a firefighter.managers have both an ethical obligation and a legal duty to develop good selection tools.29iii. training and development 培训和发展培训和发展* training 培训培训teaching organizati

27、onal members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers.* development 发展发展building the knowledge and skills of organizational members to enable them to take on new duties and challenges.training is used more often at lower le

28、vels of firm; development is common with managers.30figure 7.4lneeds assessment: an assessment of which employees need training or development and what type of skills or knowledge they need to acquire. source: 31图图 7.4培训培训发展发展学徒学徒在职在职培训培训课堂课堂教育教育在职在职培训培训课堂课堂教育教育正规正规教育教育丰富的丰富的工作经历工作经历需求评估需求评估321. typ

29、es of training1.1 classroom instructionemployees acquire skills in a classroom setting.lincludes use of videos, role-playing, and simulations.1.2 on-the-job trainingemployee learning occurs in the work setting as new worker does the job.ltraining is given by co-workers and can be done continuously t

30、o update the skills of current employees.332. types of development2.1 varied work experiencestop managers have need to and must build expertise in many areas.lemployees identified as possible top managers are assigned different tasks and a variety of positions in an organization.2.2 formal education

31、tuition reimbursement is common for managers taking classes for mba or job-related degrees.llong-distance learning can also be used to reduce travel and other expenses for managerial training.34iv. performance appraisal and feedback 绩效评估与反馈绩效评估与反馈* performance appraisal 绩效评估绩效评估the evaluation of emp

32、loyees job performance and contributions to their organization.* performance feedback 绩效反馈绩效反馈the process through which managers share performance appraisal information, give subordinates and opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.351.ty

33、pes performance appraisal and feedback1.1 trait appraisals 特征评估特征评估assessing subordinates on personal characteristics that are relevant to job performance.disadvantages of trait appraisalslemployees with a particular trait may choose not to use that particular trait on the job.ltraits and performanc

34、e are not always obviously linkedl it is difficult to give feedback on traits.361. types performance appraisal and feedback1.2 behavior appraisals 行为评估行为评估assesses how workers perform their jobsthe actual actions and behaviors that exhibit on the job.focuses on what a worker does right and wrong and

35、 provides good feedback for employees to change their behaviors.1.3 results appraisals 结果评估结果评估assesses what a worker accomplishes or the results they obtain from performing their jobs.371. types performance appraisal and feedback1.4 objective appraisals 目标评估目标评估assesses performance based on facts (

36、e.g., sales figures).1.5 subjective appraisals 客观评估客观评估assessments based on a managers perceptions of traits, behavior, or results.lgraphic rating scaleslbehaviorally anchored rating scales (bars)lbehavior observation scales (bos)lforced ranking systems382. who appraises performance? 谁评估绩效？谁评估绩效？fig

37、ure 11.6figure 7.5 who appraises performance? 39图7.5由谁来评估绩效上司上司同事同事顾客顾客或客户或客户下属下属自己自己潜在的潜在的绩效评估者绩效评估者402. who appraises performance? 2.1 selfself appraisals can supplement manager view.2.2 peer appraisalcoworkers provide appraisal; common in team settings.2.3 360 degreea performance appraisal by pee

38、rs, subordinates, superiors, and clients who are in a position to evaluate a managers performance413. effective performance feedback * formal appraisalsan appraisal conducted at a set time during the year and based on performance dimensions that were specified in advance* informal appraisalsan unsch

39、eduled appraisal of ongoing progress and areas for improvement423.1 effective feedback tips 有效评估的关键有效评估的关键- be specific and focus on correctable behavior. provide a suggested improvement.- focus on problem-solving and improvement, not criticism.- express confidence in workers ability to improve.- us

40、e both formal and informal feedback.- treat subordinates with respect and praise achievements.- set a timetable for agreed changes.43v. pay and benefits 薪酬和福利薪酬和福利1. pay level 薪酬水平薪酬水平the relative position of an organizations incentives in comparison with those of other firms in the same industry em

41、ploying similar kinds of workers.lmanagers can decide to offer low, average or high relative wages.lhigh wages attract and retain high performers but raise costs; low wages can cause turnover and lack of motivation but provide lower costs.44v. pay and benefits2. pay structure 薪酬结构薪酬结构the arrangement

42、 of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics.3. benefits 福利福利legally required: social security, workers compensationvoluntary: health insurance, retirement, day carecafeteria-style benefits plans allow emplo

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